Human Resource SECTION

SECTION 33
Training
Training and
and
Management Human
Developing
Developing
Human Resources
Resources
TENTH EDITON

Robert L. Mathis  John H. Jackson

Chapter 10

Careers
Careersand
andHR
HRDevelopment
Development

PowerPoint Presentation
© 2003 Southwestern College Publishing. All rights reserved.
by Charlie Cook
 Learning
Learning Objectives
Objectives

After you have read this chapter, you should be

able to:
– Differentiate between organization-centered and
individual-centered career planning
– Discuss several career issues that organizations and
employees face.
– Define human resource development, and describe
the development process.
– Discuss specific advantages and problems
associated with assessment centers.
– Identify four on-the-job and four off-the-job
development methods.
© 2002 Southwestern College Publishing. All rights reserved. 10–2
 Employee
Employee Development
Development
 Significant Developments
– More horizontal “ladders” in middle management
– More strategic focus on core competencies
– Careers as a series of projects, not upward steps in
an organization
– Career development now extends to all employees
– In “new career” era, the individual manages own
development, not the organization.
– Employees who change jobs and employers
frequently are now the norm.

© 2002 Southwestern College Publishing. All rights reserved. 10–3

 Careers
Careers
 Career
– The series of work-related positions a person
occupies through life.
 Organization-Centered Career Planning
– Focuses on jobs and on identifying career paths
that provide for the logical progression of people
between jobs in the organization.
 Individual-Centered Career Planning
– Focuses on individuals’ careers rather than in
organizational needs.

© 2002 Southwestern College Publishing. All rights reserved. 10–4

 Organizational
Organizationaland
andIndividual
Individual
Career
CareerPlanning
PlanningPerspectives
Perspectives

Figure 10–1
© 2002 Southwestern College Publishing. All rights reserved. 10–5
 Career
Career Management
Management for
for Individuals
Individuals

Self-Assessment
Self-Assessment Feedback
Feedbackon
onReality
Reality

Career
Career
Management
Management

Setting
SettingCareer
CareerGoals
Goals

© 2002 Southwestern College Publishing. All rights reserved. 10–6

 How
How People
People Choose
Choose Careers
Careers

Interests
Interests

Social
Social Career
Career Self-Image
Self-Image
Background
Background Choice
Choice

Personality
Personality

© 2002 Southwestern College Publishing. All rights reserved. 10–7

 Length
Lengthof
of Time
TimeEmployees
EmployeesStay
StayWith
WithEmployers
Employers

Source: U.S. Department of Labor, Bureau of Statistics, 2001 Figure 10–2

© 2002 Southwestern College Publishing. All rights reserved. 10–8
 General
GeneralCareer
CareerPeriods
Periods

Figure 10–3
© 2002 Southwestern College Publishing. All rights reserved. 10–9
 Career
Career Transitions
Transitions and
and HR
HR

Supervisors
Supervisors Feedback
Feedback

Entry
Entry
Shock
Shock
The
The Work
Work Time
Time

© 2002 Southwestern College Publishing. All rights reserved. 10–10

 Late
Late Career/Retirement
Career/Retirement

Self- Need to
Management Belong

Retirement
Adjustment
Pride in
Goals
Achievement

Territoriality

© 2002 Southwestern College Publishing. All rights reserved. 10–11

 Special
Special Career
Career Issues
Issues for
for
Organizations
Organizations and
and Employees
Employees
 Career Plateaus
– Employees who are “stuck” at a career level and
lack opportunities for upward mobility.
 Technical and Professional Workers
– Dual-career ladders provide advancement pathways
for specialists and technical employees.
 Dual-Career Couples
– Problems occur when one partner is promoted or
transferred, causing the other partner to have to
relocate.

© 2002 Southwestern College Publishing. All rights reserved. 10–12

 The
The“Portable”
“Portable”Career
CareerPath
Path

Figure 10–4
© 2002 Southwestern College Publishing. All rights reserved. 10–13
 Dual-Career
Dual-CareerPaths
Pathsfor
forEngineers
Engineers

Figure 10–5
© 2002 Southwestern College Publishing. All rights reserved. 10–14
 Developing
Developing Human
Human Resources
Resources
 Development
– Efforts to improve employees’ ability to handle a
variety of a variety of assignments.
 Developing Needs Analyses
– Assessment Centers
• A collection of instruments and exercises designed to
diagnose individuals’ development needs.
• Intent is to identify management potential in
participants.

© 2002 Southwestern College Publishing. All rights reserved. 10–15

 Development
Development vs.
vs. Training
Training

Figure 10–6
© 2002 Southwestern College Publishing. All rights reserved. 10–16
 The
The HR
HR
Development
Development
Process
Processin
inan
an
Organization
Organization

Figure 10–7
© 2002 Southwestern College Publishing. All rights reserved. 10–17
 The
The HR
HR Development
Development Process
Process

Make
Makeor
orBuy?
Buy?

Developing
Developing
HR
HR
Re-Development
Re-Development Specific
Specific
Development
Development Capabilities
Capabilities

Lifelong
Lifelong
Learning
Learning

© 2002 Southwestern College Publishing. All rights reserved. 10–18

 Other
Other Development
Development Issues
Issues
 Psychological Testing
– Performance Appraisals
• Serve as a source of development information
• Results can be difficult to interpret.
 Succession Planning
– The process of identifying a
longer-term plan for the orderly
replacement of key employees.

© 2002 Southwestern College Publishing. All rights reserved. 10–19

 Succession
SuccessionPlanning
PlanningProcess
Process

Figure 10–8
© 2002 Southwestern College Publishing. All rights reserved. 10–20
 Choosing
Choosing aa Development
Development Approach
Approach

Individual
Individual
Coaching
Coaching
Committee
Committee
Learning
Learning Assignment/
Assignment/
Organization
Organization Meetings
Meetings

Job-Site
Job-Site
Corporate
Corporate
Universities
UniversitiesCareer
Career
Methods
Methods Job
Job
Rotation
Rotation
Development
Development

On-line
On-line ““Assistant
Assistantto”
to”
Development
Development Positions
Positions

© 2002 Southwestern College Publishing. All rights reserved. 10–21

 Possible
PossibleMeans
MeansUsed
Usedin
inaaLearning
LearningOrganization
Organization

Figure 10–9
© 2002 Southwestern College Publishing. All rights reserved. 10–22
 Choosing
Choosing aa Development
Development Approach
Approach (cont’d)
(cont’d)

Classroom
ClassroomCourses
Courses Human
HumanRelations
Relations
and
andDegrees
Degrees Training
Training

Off-Site
Off-Site
Methods
Methods
Outdoor Simulations
OutdoorTraining
Training Simulations
(Business
(BusinessGames)
Games)
Sabbaticals
Sabbaticalsand
and
Leaves
Leavesof
of Absence
Absence

© 2002 Southwestern College Publishing. All rights reserved. 10–23

 Advantages
Advantagesand
andDisadvantages
Disadvantagesof
ofMajor
Major
Development
DevelopmentApproaches
Approaches

Figure 10–10a
© 2002 Southwestern College Publishing. All rights reserved. 10–24
 Advantages
Advantagesand
andDisadvantages
Disadvantagesof
ofMajor
Major
Development
DevelopmentApproaches
Approaches

Figure 10–10b
© 2002 Southwestern College Publishing. All rights reserved. 10–25
 Managerial
ManagerialLessons
Lessonsand
andJob
JobExperience
Experience

Figure 10–11
© 2002 Southwestern College Publishing. All rights reserved. 10–26
 Management
Management Development
Development

Managerial
Managerial
Modeling
Modeling

Management
Management
Coaching
Coaching

Mentoring
Mentoring

Executive
Executive
Education
Education

© 2002 Southwestern College Publishing. All rights reserved. 10–27

 Stages
Stagesin
inMentoring
MentoringRelationships
Relationships

Figure 10–12
© 2002 Southwestern College Publishing. All rights reserved. 10–28