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© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler Chapter 10 Part 3 Training and Development Appendix Managing Careers
After studying this chapter, you should be able to: 1. Compare employers traditional and career planning-oriented HR focuses 2. Explain the employees managers and employers career development roles 3. Describe the issues to consider when making promotion decisions 4. Describe the methods for enhancing diversity through career management 5. Answer the question: How can career development foster employee commitment? 1. Compare employers traditional and career planning-oriented HR focuses 2. Explain the employees managers and employers career development roles 3. Describe the issues to consider when making promotion decisions 4. Describe the methods for enhancing diversity through career management 5. Answer the question: How can career development foster employee commitment? © 2005 Prentice Hall Inc. All rights reserved. 10–2
© 2005 Prentice Hall Inc. All rights reserved.10–3 The Basics of Career Management Career –The occupational positions a person has had over many years. Career management –The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Career development –The lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfillment.
© 2005 Prentice Hall Inc. All rights reserved.10–4 The Basics of Career Management Career planning –The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. Careers today –Careers are no simple progressions of employment in one or two firms with a single profession. –Employees now want to exchange performance for training, learning, and development that keep them marketable.
© 2005 Prentice Hall Inc. All rights reserved.10–5 Traditional Versus Career Development Focus Table 10–1 Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
© 2005 Prentice Hall Inc. All rights reserved.10–6 Employee Career Development Plan Figure 10–1 Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
© 2005 Prentice Hall Inc. All rights reserved.10–7 The Individual 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. The Manager Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans. The Organization Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options. Roles in Career Development Table 10–2 Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
© 2005 Prentice Hall Inc. All rights reserved.10–8 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.
© 2005 Prentice Hall Inc. All rights reserved.10–9 The Employers Role in Career Development Realistic job previews Challenging first jobs Career-oriented appraisals Job rotation Mentoring Networking and interactions
© 2005 Prentice Hall Inc. All rights reserved.10–10 Innovative Corporate Career Development Initiatives 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 Establish a dedicated facility for career development
© 2005 Prentice Hall Inc. All rights reserved.10–11 Sample Agenda Two-Day Career Planning Workshop Figure 10–2 Source: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 22–23. In addition to career development training and follow-up support, First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment and planning tools.
© 2005 Prentice Hall Inc. All rights reserved.10–12 Managing Promotions Making promotion 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?
© 2005 Prentice Hall Inc. All rights reserved.10–13 Managing Transfers Employees reasons for desiring transfers –Personal enrichment and growth –More interesting jobs –Greater convenience (better hours, location) –Greater advancement possibilities 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.
© 2005 Prentice Hall Inc. All rights reserved.10–14 Enhancing Diversity through Career Management Sources of bias and discrimination in promotion decisions –Having 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
© 2005 Prentice Hall Inc. All rights reserved.10–15 Enhancing Womens and Minorities Prospects Eliminate institutional barriers Improve networking and mentoring Eliminate the glass ceiling Institute flexible schedules and career tracks
© 2005 Prentice Hall Inc. All rights reserved.10–16 Career Management and Employee Commitment The New Psychological Contract –Old contract: Do your best and be loyal to us, and well take care of your career. –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.
© 2005 Prentice Hall Inc. All rights reserved.10–17 Career Management and Employee Commitment Commitment-oriented career development efforts –Career development programs Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs they possess. –Career-oriented appraisals Provide the ideal occasion to link the employees performance, career interests, and developmental needs into a coherent career plan.
© 2005 Prentice Hall Inc. All rights reserved.10–18 Retirement –The point at which one gives up ones work, usually between the ages of 60 and 65. Preretirement 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
© 2005 Prentice Hall Inc. All rights reserved.10–19 Sample Performance Review Development Plan Figure 10–3 Source: Business & Legal Reports, Inc.
© 2005 Prentice Hall Inc. All rights reserved.10–20 Figure 10–4 HR Scorecard for Hotel Paris International Corporation* Note: *(An abbreviated example showing selected HR practices and outcomes aimed at implementing the competitive strategy, To use superior guest services to differentiate the Hotel Paris properties and thus increase the length of stays and the return rate of guests and thus boost revenues and profitability)
© 2005 Prentice Hall Inc. All rights reserved.10–21 Key Terms career career management career development career planning career planning and development reality shock job rotation mentoring promotions transfers retirement preretirement counseling career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler Chapter 10 Part 3 Training and Development Appendix Managing Your Career
© 2005 Prentice Hall Inc. All rights reserved.10–23 Identify Your Career Stage Growth stage Exploration stage Establishment stage –Trial substage –Stabilization substage –Midcareer crisis substage Maintenance Stage Decline Stage
© 2005 Prentice Hall Inc. All rights reserved.10–24 Identify Your Occupational Orientation Realistic orientation Investigative orientation Social orientation Conventional orientation Enterprising orientation Artistic orientation
© 2005 Prentice Hall Inc. All rights reserved.10–25 Choosing an Occupational Orientation Figure 10–A1
© 2005 Prentice Hall Inc. All rights reserved.10–26 Example of Some Occupations that May Typify Each Occupational Theme Figure 10–A2
© 2005 Prentice Hall Inc. All rights reserved.10–27 Example of Some Occupations that May Typify Each Occupational Theme Figure 10–A3 Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want, Fortune, March 2, 1998, p. 211.
© 2005 Prentice Hall Inc. All rights reserved.10–28 Identify Your Career Anchors Career anchor –A concern or value that a person you will not give up if a [career] choice has to be made. Typical career anchors –Technical/functional competence –Managerial competence –Creativity –Autonomy and independence –Security
© 2005 Prentice Hall Inc. All rights reserved.10–29 Finding the Right Job Do Your Own Local Research Personal Contacts Answering Advertisements Employment Agencies Executive Recruiters Career Counselors Executive Marketing Consultants Employers Web Sites
© 2005 Prentice Hall Inc. All rights reserved.10–30 Writing Your Résumé Introductory Information Job Objective Job Scope Your Accomplishments Length Personal Data Make Your Résumé Scannable
© 2005 Prentice Hall Inc. All rights reserved.10–31 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
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