INTRODUCTION

Personnel development should be, and generally is, an integral part of any organization. In a profit making organization, personnel development is essential.

The pronouns "he", "him", and "his", when used in this paper, are specifically intended to be of neutral gender. Personnel development applies equally to both sexes.

This paper will be divided into four parts. The first will be a discussion of the philosophy associated with personnel development. The second will pertain to course or program development. The third will be a discussion of the most common training types and modes. The last, and one of the most important, will present examples of payout as a result of personnel development activities.

PERSONNEL DEVELOPMENT PHILOSOPHY

Personnel development is planned and scheduled individual training and coaching to develop the talents and abilities of an employee for the betterment of both the individual and the organization. Before an employee's personnel development begins, his aspirations and goals must be determined. This can be especially difficult before the employee determines his particular career goals.

Adequate personnel development requires more than sporadic training. Training must be integrated into the employee's work plan. This means that many individual types of training activities must be identified and scheduled at appropriate times during the employee's career. These training activities must be compatible with the employee's particular job responsibilities at the time they are given. On-the-job coaching plays a vital part in this effort.

Before personnel development efforts can be successful, a managerial personnel development policy should be established. It needs to cover nine important points.

  • Support

  • Benefit

  • Employee Growth Concern

  • Job Categories

  • Job Related

  • Responsibility

  • Planned

  • Scheduled

Planned individual personnel development must be scheduled and carried out under the supervision of the employee's immediate supervisor. This usually requires the coordination of supervisors at the employee's level and at higher levels within the organization.

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