Process of Executive Development
The Executive Development involves the following steps:
1. Analysis of Development Needs
First of all, the present and future developmental needs of the organisation are ascertained. It is necessary to determine how many and what type of executives are required to mmet the present and future needs of the enterprise. This calls for the organizational planning. A critical analysis of the organistion structure in the light of future plans will reveal what the organisaiton needs in terms of departments, functions and key executive positions. Then job descriptions and specifications are prepared for all executive positions. Then job descriptions and specifications are prepared for all executive positions to know the type of knowledge, skills, training and experience required for each position.
2. Appraisal of Present Managerial Talent
A qualitative assessment of the existing executives is made to determine the type of executive talent available within the organization. The performance of every executive is compared with the standard expected of him. His personal traits are also analyzed to estimate his potential for development.
3. Inventory of Executive Manpower
This inventory is prepared to obtain complete information about each executive. Data on the age, education, experience, health, test results and performance appraisal results is collected. This information is maintained on cards or replacement tables, one for each executive. An analysis of this information will show the strengths as well as deficiencies of executives in certain functions relative to the future needs of the organization.
4. Planning Individual Development Programmes
Each one of us has unique set of physical, intellectual and emotional characteristics. Therefore , development plan should be tailor-made for each individual. Such tailor-made programmes of development should give due attention to the interests and goals of the subordinates as well as to the training and development opportunities existing in the organization.
5. Establishing Training and Development Programmes
The human resource department prepares comprehensive and well-conceived programmes. The department identifies development needs and may launch specific courses in fields of leadership, decision making, human relations etc. It also recommends specific executive development programmes organized by well-known institutes of management. On the basis of its recommendations the top management nominates the executives who will participate in these programmes at the cost of the company.
6. Evaluating Development Programmes
Considerable money, time and efforts are spent on executive development programmes. It is, thererfore, natural to find out to what etent the programme objectives have been achieved. Programme evaluation will reveal the relevance of the development programmes and the changes that should be made to make these more useful to the organisation. Observation of the trainee’s behavior, rating of the training elements, opinion surveys, interviews, tests and changes in productivity, quality cost etc. can be used to evaluate development programmes. General results of development programmes can be measured in the long run. But some specific results may be assessed during the short-term.