Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY
Part 3 | Training and Development

Chapter
10

Coaching, Careers, and Talent Management

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

The Basics Of Career Management

Career
Management

Career
Development

Employees
Careers

Career
Planning

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

102

TABLE 101

Traditional Versus Career Development Focus

HR Activity

Traditional Focus

Career Development Focus

Human
resource
planning

Analyzes jobs, skills, tasks

present and future. Projects
needs. Uses statistical data.

Adds information about individual

interests, preferences and the like to
replacement plans.

Recruiting and
placement

Matching organizations
needs with qualified
individuals.

Matches individual and jobs based on

variables including employees career
interests and aptitudes.

Training and
development

Provides opportunities for

learning skills, information,
and attitudes related to job.

Provides career path information.

Adds individual development plans.

Performance
appraisal

Rating and/or rewards.

Adds development plans and individual

goal setting.

Compensation
and benefits

Rewards for time,

productivity, talent, and so on.

Adds tuition reimbursement plans,

compensation for non-job related
activities such as United Way.

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River,
NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2007.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

103

FIGURE 103
Employee
Career
Development
Plan

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports Inc., 141 Mill Rock Road
East, Old Saybrook, CT 2004.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

104

TABLE 102

Roles in Career Development

Individual

Manager

Accept responsibility for your own career.

Assess your interests, skills, and values.

Provide timely and accurate performance

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

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.

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.
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees
Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56;
www.ge.com.cn/careers/career_management.html; and
www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.

105

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.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

106

TABLE 103

Possible Employer Career Planning and Development Practices

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

107

The Employers Role in

Career Development
Realistic Job
Previews

Networking and
Interactions

Challenging
First Jobs

Employers
Role
Career-Oriented
Appraisals

Mentoring

Job
Rotation
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

108

Innovative Corporate Career

Development Initiatives
1.
2.
3.
4.
5.
6.
7.
8.

Provide each employee with an individual budget.

Offer on-site or online career centers.
Encourage role reversal.
Establish a corporate campus.
Help organize career success teams.
Provide career coaches.
Provide career planning workshops.
Utilize computerized on- and offline career
development programs.

9. Catch them young

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

109

FIGURE 104
Sample
Agenda
Two-Day
Career
Planning
Workshop

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1010

Managing Promotions and Transfers

Making Promotion
Decisions

Decision 1:
Is Seniority or
Competence
the Rule?

Decision 2:
How Should
We Measure
Competence?

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

Decision 3:
Is the Process
Formal or
Informal?

Decision 4:
Vertical,
Horizontal, or
Other?

1011

Handling Transfers

Employees reasons for desiring transfers

Proximity to home town
Better job prospects
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities

Employers reasons for transferring employees

To fill positions in big cities where business is growing.
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.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1012

Enhancing Diversity Through

Career Management
Sources of bias and discrimination
Too few people of color employed in the hiring

department
The old-boy network of informal friendships
A lack of women mentors
A lack of high-visibility assignments and

developmental experiences (glass ceiling)

A lack of company role models for members of

the same racial or ethnic group

Inflexible organizations and career tracks
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1013

Taking Steps to Enhance Diversity:

Womens Prospects
Take Their
Career Interests
Seriously
Institute Flexible
Schedules and
Career Tracks

Eliminate the
Glass Ceiling
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

Eliminate
Institutional
Barriers

Improve
Networking and
Mentoring

1014

Career Management and

Employee Commitment
Comparing Yesterdays and Todays
Employee-Employer Contract

Old Contract:
Do your best and be loyal to us,
and well take care of your career.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

New Contract:
Do your best for us and be loyal to
us for as long as youre here, and
well provide you with the
developmental opportunities youll
need to move on and have a
successful career.

1015

Career Management and

Employee Commitment (continued)
Commitmentoriented career
development efforts

Career
Development
Programs

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

CareerOriented
Appraisals

1016

Career Management and

Employee Commitment (continued)

Career
Development
Programs

CommitmentOriented
Career
Development
Efforts

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

CareerOriented
Appraisals

1017

Retirement
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 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1018

Online Biographies
Fill it with details
Avoid touchy subjects
Look the part
Make it search friendly
Use abbreviations
Say it with numbers
Carefully proofread

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1019

Attracting and Retaining Older Workers

Create a Culture that

Honors Experience

HR Practices
for Older
Workers

Offer Flexible Work

Offer Part-Time Work

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1020

Human Resource
Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY
Part 3 | Training and Development

Chapter 10
Appendix

Managing Your Career

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

Identify Your Career Stage

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

Maintenance Stage
Decline Stage

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1022

FIGURE 10A1 Choosing an Occupational Orientation

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1023

TABLE 10A1 Examples of Occupations that May Typify Each Occupational Theme
Realistic

Investigative

Artistic

Social

Enterprising

Conventional

Engineers

Physicians
Psychologists

Auto Sales
Dealers

Public
Relations
Executives

School
Administrators

A Wide Range
of Managerial
Occupations,
including:

Accountants

Carpenters

Advertising
Executives

Research and
Development
Managers

Military
Officers

Bankers
Credit
Managers

Chamber of
Commerce
Executives
Investment
Managers
Lawyers

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1024

Identify Your Career Anchors

Technical/
Functional
Competence

Security

Autonomy and
Independence

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

Managerial
Competence

Creativity

1025

Finding the Right Job

Do Your Own Local Research
Online Job Boards
Personal Contacts
Answering Advertisements
Employment Agencies
Executive Recruiters
Career Counselors
Executive Marketing Consultants
Employers Web Sites

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1026

Writing Your Rsum

Introductory Information
Job Objective
Job Scope
Your Accomplishments
Length
Personal Data
Make Your Rsum Scannable

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1027

FIGURE 10A3
Example of a
Good Rsum

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1028

Handling the Interview

Prepare, Prepare, Prepare
Uncover the Interviewers
Needs
Relate Yourself to the
Persons Needs
Think Before Answering
Make a Good Appearance
and Show Enthusiasm
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1029

Talent Management
End to end process of planning, recruiting,
developing, managing, compensating
employees throughout the organization and
developing employees with high potential.
Talent management is career management
from the employers point of view.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1030

The Talent Management Process

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e

1031