HUMAN RESOURCE MANAGEMENT

LEARNING OUTCOMES
1. Compare employers traditional and career planningoriented HR focuses.

Chapter 10
Coaching, Careers, And Talent Management

2. Explain the employees, managers, and employers career development roles. 3. Describe the issues to consider when making promotion decisions.

Copyright 2011 Pearson Education

102

Jobs and Careers

A career is the: occupational position (a job) a person has had over may years.

The Basics Of Career Management

Career Management

Career Terminology

Career Development

Career Planning

Copyright 2011 Pearson Education

103

Copyright 2011 Pearson Education

104

Careers Today and Employee Commitment

Old Contract (Employer-focused)
Do your best and be loyal to us, and well take care of your career.

FIGURE 103 Employee Career Development Plan

New Contract (Employee-focused)

Ill do my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.

Copyright 2011 Pearson Education

105

Copyright 2011 Pearson Education

106

Why Offer Career Development?

Better equips employees to serve the firm

TABLE 102 Individual

Roles in Career Development Manager

Provide timely and accurate performance feedback. Provide developmental assignments and support. Participate in career development discussions with subordinates. Support employee development plans.

Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans.

Career Development Benefits

Boosts employee commitment to the firm

Employer
Communicate mission, policies, and procedures. Provide training and development opportunities, including workshops. Provide career information and career programs. Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs.

Supports recruitment and retention of efforts

Copyright 2011 Pearson Education

107

Copyright 2011 Pearson Education

108

TABLE 103

Possible Employer Career Planning and Development Practices

Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Preretirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths
Copyright 2011 Pearson Education

Career booklets/pamphlets Written individual career plans Career workshops Assessment center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation

Innovative Corporate Career Development Initiatives

1. Provide individual lifelong learning budgets. 2. Encourage role reversal. 3. Help organize career success teams. 4. Provide career coaches. 5. Offer online career development programs.

109

Copyright 2011 Pearson Education

1010

Commitment-Oriented Career Development Efforts

Career-oriented Appraisals
Provide an opportunity to discuss and link the employees

FIGURE 105 Sample Performance Review Development Plan

performance, career interests, and developmental needs into a coherent career plan.

Copyright 2011 Pearson Education

1011

Copyright 2011 Pearson Education

1012

Establishing an Effective Mentoring Program

Require mentoring? Provide mentoring training? Does distance matter? Same or different departments? Big or small difference in rank?

Characteristics of Effective Mentors

Are professionally competent Are trustworthy Are consistent Have the ability to communicate Are willing to share control Set high standards Are willing to invest time and effort Actively steer protgs into important work

Copyright 2011 Pearson Education

1013

Copyright 2011 Pearson Education

1014

Choosing a Mentor
Choose an appropriate potential mentor. Dont be surprised if youre turned down. Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda. Respect the mentors time.

Enhancing Diversity Through Career Management

Are men and women equal in career development? What do you think can stop a womans career development? What should the company do to help? What can you do to help?

Copyright 2011 Pearson Education

1015

Copyright 2011 Pearson Education

1016

Enhancing Diversity Through Career Management

Sources of Bias and Discrimination
A lack of diversity in the hiring department The old-boy network of informal friendships A lack of women mentors A lack of high-visibility assignments and developmental

Taking Steps to Enhance Diversity: Womens and Minorities Prospects

Eliminate institutional barriers

Improve networking and mentoring

experiences (glass ceiling)

A lack of company role models for members of the same

Supporting Diversity
Abolish the glass ceiling

racial or ethnic group

Inflexible organizations and career tracks Adopt flexible career tracks

Copyright 2011 Pearson Education

1017

Copyright 2011 Pearson Education

1018

Identify Your Career Stage

Growth Stage Exploration Stage Establishment Stage
Trial substage Stabilization substage Midcareer crisis substage

FIGURE 10A1

Choosing an Occupational Orientation

Maintenance Stage Decline Stage

Copyright 2011 Pearson Education

1019

Copyright 2011 Pearson Education

1020

TABLE 10A1

Example of Some Occupations That May Typify Each Occupational Theme

Identify Your Career Anchors

Enterprising A wide range of managerial occupations, including: Military officers Chamber of commerce executives Investment managers Lawyers Conventional Accountants Bankers Credit managers

Realistic Engineers Carpenters

Investigative Physicians Psychologists Research and development managers

Artistic Advertising executives Public relations executives

Social Auto sales dealers School administrators

Technical/functional competence

Security

Managerial competence

Autonomy and independence

Creativity

Copyright 2011 Pearson Education

1021

Copyright 2011 Pearson Education

1022

Reality Shock
a period that may occur at the initial career entry when the new employees high job expectations confront the reality of a boring, unchallenging job

Employer Life-Cycle Career Management

Making Promotion and Transfer Decisions

Decision 1: Is Seniority or Competence the Rule?

Decision 2: How Should We Measure Competence?

Decision 3: Is the Process Formal or Informal?

Decision 4: Vertical, Horizontal, or Other?

Copyright 2011 Pearson Education

1023

Copyright 2011 Pearson Education

1024

Managing Transfers
Employees reasons for desiring transfers
Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities

Attracting and Retaining Older Workers

Create a culture that honors experience

Modify selection procedures

Employers reasons for transferring employees

To vacate a position where an employee is no longer needed To fill a position where an employee is needed To find a better fit for an employee within the firm To boost productivity by consolidating positions

HR Policies for Older Workers

Offer flexible or part-time work

Implement phased retirement programs

Copyright 2011 Pearson Education

1025

Copyright 2011 Pearson Education

1026

Managing Retirements
Preretirement Counseling Practices
Explanation of Social Security benefits Leisure time counseling Financial and investment counseling Health counseling Psychological counseling Counseling for second careers Counseling for second careers inside the company

Copyright 2011 Pearson Education

1027