CH-10 Managing Careers – Human Resource Management-2 : Book Guide

PART THREE TRAINING AND DEVELOPMENT C H A P T E R T T e n Managing Careers 10 Lecture Outline Strategic Overview The Basics of Career Management Careers Today Career Development Today Roles in Career Planning and Development The Employee’s Role The Employer’s Role Innovative Corporate Career Development Initiatives Managing Promotions and Transfers Making Promotion Decisions Handling Transfers Enhancing Diversity Through Career Development Sources of Bias and Discrimination in Promotion Decisions Taking Steps to Enhance Diversity Career Management and Employee Commitment The New Psychological Contract Commitment-Oriented Career Development Efforts Retirement APPENDIX FOR CHAPTER 10 Making Career Choices Finding the Right Job In Brief: This chapter gives good advice and tools for managing careers. It also covers the issue of building communications with employees through guaranteed fair treatment programs and employee discipline. Proper handling of dismissals and separations, including retirement are explored. Interesting Issues: In recent years, many employees have taken early retirement, but many experts believe that the next generation will have to retire later in order to continue to fund the retirement of those retiring now. Social Security has already increased the ages at which future generations will be eligible for benefits. Management will need to find ways to stimulate career interests of older employees to keep them motivated and productive. Firms will also need to find ways to ease labor shortages by attracting those who may have already retired. ANNOTATED OUTLINE I. The Basics of Career Management A. Careers Today Career planning and development is emphasized more strongly today than in the past. Values have changed; there are more two-career families. These employees often seek work alternatives with more opportunities for living a balanced life. Table 10-1 outlines the differences. B. Career Development Today Career development used to focus on the employee’s future with that firm. The emphasis now is on facilitating self-analysis, development, and management. ➢ NOTES Educational Materials to Use II. Roles in Career Planning and Development A. The Employee’s Role - An individual must accept responsibility for his/her own career; assess his/her own interests, skill, and values; and take the steps required to ensure a happy and fulfilling career. Finding a mentor who can be a sounding board is often helpful. Mentoring programs can be informal or formal. When You’re On Your Own, HR for Line Managers and Entrepreneurs: Employee Career Development – There are several things that the manager can do to support his or her subordinates’ career development needs. B. The Employer’s Role - Employers can support career development efforts in many ways. Table WW suggests several organizational career planning practices. The means for helping to further an employee’s career depends on the length of time the employee has been with the firm. Life cycle career management stages include: 1. realistic job previews that describe both the attractions and possible pitfalls to help candidates gauge whether the job is indeed for them. 2. challenging initial jobs 3. career-oriented appraisals to help employees review and practically channel their careers. 4. job rotation, formal job postings, promotion from within policies and training so that employees can experience a selection of challenging jobs. 5. pre-retirement counseling and transition policies to aid those at the end of their careers 6. Mentoring Programs – Mentoring can have positive effects on employees’ careers, including faster promotions and salary progression and reduced anxiety; but it can be a two-edged sword. C. Innovative Corporate Career Development Initiatives - The author provides a list of 8 innovative initiatives which include 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, and computerized on- and offline programs. D. Improving Productivity Through HRIS: Career Planning and Development – Career planning should not be isolated from performance appraisals, training and other HRIS activities. Integration of career planning with development allows both employees and supervisors to get an overview of employee strengths, weaknesses and interests. ➢ NOTES Educational Materials to Use III. Managing Promotions and Transfers A. Making Promotion Decisions – Promotions usually provide opportunities to reward the exceptional performance of tested and loyal employees. However, unfairness, arbitrariness, or secrecy can diminish the effectiveness of the promotion process for all concerned. 1. Decision 1: Is Seniority or Competence the Rule? Today’s focus on competitiveness favors competence. However, union agreements and civil service regulations often emphasize seniority. 2. Decision 2: How Should We Measure Competence? Define the job, set standards, use one or more appraisal tools to record the employee’s performance, and use a valid procedure for predicting a candidate’s potential for future performance. 3. Decision 3: Is the Process Formal or Informal? Each firm will determine whether the promotional process is formal or informal. 4. Decision 4: Vertical, Horizontal, or Other? Promotions can be vertical (within the same functional area) or horizontal (in different functional areas). B. Handling Transfers – Transfers are moves from one job to another, usually with no change in salary or grade. The frequent relocating of transfer employees has been assumed to have a damaging effect on transferees’ family life. Transfers are also costly financially. Know Your Employment Law: Establish Clear Guidelines for Managing Promotions – To avoid discrimination lawsuits, employers need to have clear guidelines for promotions. ➢ NOTES Educational Materials to Use IV. Enhancing Diversity Through Career Management A. Sources of Bias and Discrimination in Promotion Decisions – There are many sources and types of bias. Women and minorities tend to face more hurdles and obstacles in their career development. B. Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects – The career interests of women and minorities must be taken seriously. Steps to increase diversity include: 1. Eliminate Institutional Barriers – Many processes may seem gender neutral, but may disproportionately affect women and minorities. 2. Improve Networking and Mentoring – to provide opportunities to meet and forge business relationships. 3. Eliminate the Glass Ceiling –a subtle pattern of disadvantage that blocks women 4. Institute Flexible Schedules and Career Tracks – these may put women- who often have more responsibility for child raising duties at a disadvantage. V. Career Management and Employee Commitment A. The New Psychological Contract – Yesterday’s contract was “do your best and be loyal to us and we will take care of your career.” Today it is “do your best and be loyal to us as long as you are here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” B. Commitment-Oriented Career Development Efforts 1. Career Development Programs – Many firms support their employees’ professional and career development through various company-sponsored developmental activities. 2. Career-Oriented Appraisals provide potential useful opportunities for the supervisor and employee to meet and to link the employee’s performance, career preferences, and developmental needs into a career plan. The HR Scorecard Strategy and Results: The New Career Management System – By implementing a career management system, the Hotel Paris was able to noticeably improve various measures of employee commitment and guest services. ➢ NOTES Educational Materials to Use VI. Retirement Some employers are instituting formal pre-retirement counseling aimed at easing the passage of their employees into retirement. A large majority of employees have said they expect to continue to work beyond the normal retirement age. Part-time employment is an alternative to outright retirement. Employers can benefit from retirement planning by becoming able to anticipate labor shortages. A. Create a Culture That Honors Experience – Changing cultures that are explicitly or implicitly biased against older workers can help make a company more attractive to retirees. B. Offer Flexible Work – Redesigning jobs to include telecommuting and other options will attract and retain workers C. Offer Part Time Work – Granting part time work is often a good alternative to losing an employee. ➢ NOTES Educational Materials to Use APPENDIX FOR CHAPTER 10 – Managing Your Career I. Making Career Choices A. Identify Your Career Stage – The career lifecycle consists of the following stages: 1. Growth Stage – lasts roughly from birth to age 14 and is marked by the development of self-concept. 2. Exploration Stage – The period from 15 to 24 when a person seriously explores various occupational alternatives. 3. Establishment Stage – roughly spans ages 24 to 44 and is the heart of most people’s work lives. It has three substages: a. Trial Substage- is a time during which a person determines is their chosen field is suitable b. Stabilization Substage – is characterized by setting firm occupational goals, and planning to determine the sequence of promotions, job changes and educational activities necessary to accomplish the goals. c. Mid-career Crisis Substage – is reached sometime between the mid thirties and mid forties. Here, people make a major reassessment of their progress toward their ambitions. 4. Maintenance Stage – Between the ages of 45 and 65 this stage is directed at maintaining the person’s place in the world of work. 5. Decline Stage – characterized by the prospect of having to accept reduced levels of power and responsibility in preparation for retirement. B. Identify Your Occupational Orientation – Personality is one career choice determinant. Research indicates there are six different personality types, each of which is attracted to different types of occupations. See Figure 10A-1. C. Identify Your Career Directions – Figures 10A-2, 3 and 4 assist in determining career directions and choices in which an individual will be happy. D. Identify Your Skills – In addition to ability, aptitude and special talents plays a role in career success. E. Identify Your Career Anchors – Edgar Schein identified five career anchors: technical/functional competence, managerial competence, creativity, autonomy and independence, and security. F. What Do You Want To Do? –This asks the question: “If you could have any kind of job, what would it be?” G. Identify High Potential Occupations – Once an occupation has been chosen, it is necessary to find the right occupations that will be available in the years to come. The internet can be helpful in learning about occupations. II. Finding the Right Job A. Job Search Techniques – A variety of tools exist for job search activities. These include the library, personal contacts, answering advertisements, employment agencies and executive recruiters, career counselors, executive marketing consultants, and employer web sites. B. Writing Your Resume – A good resume is one that best represents your skills, ability and experience. Figure 10A-9 is an example of a good resume. It is advisable to make your resume scannable, and carefully proofreading it is essential. C. Handling the Interview – Tips for success in interviewing include preparation, uncovering the interviewer’s needs, relating yourself to those needs, thinking before answering, making a good appearance, and showing enthusiasm. Teaching Tip: Ask students what the dress code should be for men and for women if they were interviewing for an entry level job in supervision. Discuss. If possible, ask local HR recruiters or someone from your college placement office to give feedback. DISCUSSION QUESTIONS 1. What is the employee’s role in the career development process? The manager’s role? The employer’s role? The employee must understand that it is their role to take charge of their own career development. The manager should support the employee’s career development needs and schedule regular performance appraisals. The employer’s role depends on how long the employee has been with the organization, but should include providing a process and a structure to develop their careers. 2. Describe the specific corporate career development initiatives that the employer can take. Employers can implement several corporate career development initiatives, such as: 1. Offering mentorship programs to guide employees in their professional growth. 2. Providing ongoing training and skill development opportunities tailored to individual career paths. 3. Creating clear career progression paths with transparent performance metrics and promotion criteria. 4. Encouraging cross-functional projects to help employees gain diverse experiences. 5. Supporting employees' professional certifications or continuing education to enhance their expertise. 3. What are four specific steps employers can take to support diverse employees’ career progress? These could include mentoring programs, increasing opportunities for networking and interaction, providing realistic job previews, provide challenging first jobs, and implementing career- oriented appraisals. 4. Give several examples of career development activities that employers can use to foster employee commitment. The steps listed in number 3 above and the list on pages 355-357 of innovative corporate career development initiatives are a pretty comprehensive list. DESSLER COMPANION WEB SITE We invite you to visit the Dessler homepage (http://www.prenhall.com/dessler) on the Prentice Hall Web site for the best online business support available. This site provides professors with a customized course Web site, including new communication tools, one-click navigation of chapter content, and great resources, such as Internet Resources, an HRCI Exam Prep Guide, assessment exercises, and more. INDIVIDUAL AND GROUP ACTIVITIES 1. Write a one-page essay stating “where I would like to be career-wise 10 years from today.” Look for realistic expectations 2. Explain the career-related factors to keep in mind when making the employee’s first assignments. Providing realistic job previews, challenging first jobs, and mentors can help prevent reality shock. 3. In groups of four or five students, meet with several administrators and faculty members in your college or university, and, based on this, write a two-page paper on the topic, “The faulty promotion process at our college.” What do you think of the process? Could you make any suggestions for improving it? Look for students to integrate the principles in this chapter in their analysis and suggestions. 4. In groups of four or five students, at your place of work or at your college, interview the HR manager with the aim of writing a two-page paper addressing the topic, “Steps we are taking in this organization to enhance diversity through career management.” Again, look for students to display an understanding of the topics and fundamentals of this chapter. 5. Develop a résumé for yourself, using the guidelines presented in this chapter’s appendix. Form, format, and content are all important. 6. Working individually or in groups, choose three occupations (such as management consultant, HR manager, or salesperson) and use some of the sources described in the appendix to this chapter to make an assessment of the future demand for this occupation in the next 10 years or so. Does this seem like a good occupation to pursue? Why or why not? Students should be able to support their conclusions with data and information from these sources. 7. The HRCI “Test Specifications” appendix at the end of this book lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In groups of four to five students, do four things: (1) review that appendix now; (2) identify the material in this chapter that relates to the required knowledge the appendix lists; (3) write four multiple choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and (4) if time permits, have someone from your team post your team’s questions in front of the class, so the students in other teams can take each others’ exam questions. Material that would be relevant to the exam includes the sections on career development programs, career records/job posting systems, managing fair treatment, grounds for dismissal, avoiding wrongful discharge suits, termination interviews, layoffs and the plant closing law, and retirement. 8. A 2003 survey of recent college graduates in the United Kingdom found that although many hadn’t found their first jobs, most were already planning “career breaks” and to keep up their hobbies and interests outside work. As one report of the findings put it, “the next generation of workers is determined not to wind up on the hamster wheel of long hours with no play.” Part of the problem seems to be that many already see their friends “putting in more than 48 hours a week” at work. Career experts reviewing the results concluded that many of these recent college grads “are not looking for high-pay, high-profile jobs anymore.” Instead they seem to be looking to “compartmentalize” their lives; to keep the number of hours they spend at work down, so that they can maintain their hobbies and outside interests. So, do you think these findings are as popular in the United States as they appear to be in the United Kingdom? If so, if you were mentoring one of these people at work, what three specific bits of career advice would you give to him or her? The advice needs to be relevant to the issues surrounding the blending of this world view with the political realities of the work force. Experiential Exercise: Where and I Going and Why? This exercise asks students to analyze their careers. They have to determine their career interests, examine the prospects of that career, and write a one-page career plan. Application Case: The Mentor Relationship Turns Upside Down 1. What is Carol’s role in Walter’s career development now? Should Larchmont have any such role? Why or why not? The students should review the roles that a manager and the employer should play in a seasoned employee’s career development. The students should then decide and justify what role, if any, Carol and/or Larchmont should play in Walter’s career development at this stage of his career. 2. What advice would you offer Carol for approaching Walter? Carol will likely feel a debt of gratitude to Walter for his help. She will likely want to maintain a positive working relationship with Walter. She might be able to help Walter process some of his feelings and frustrations by asking him about difficulties they might encounter in their working relationship? She may wish to ask a general question like, “How do you think you will respond if I feel I need to undo some of your original decisions. Carol has shown skills in the past at helping subordinates get over the initial awkwardness of the situation by meeting one on one. 3. If Carol has to dismiss Walter, how specifically would you suggest she proceed? The students should review the Managing Dismissals section of the chapter to come up with their answers. The answers should include specifying the grounds for dismissal, make sure the dismissal is fair, and have a termination interview. 4. Assume Carol has heard a rumor that Walter has considered resigning. What should she do about it? Though Walter was not successful in this venture, his position suggests he has had many other successes in the firm. Most companies would not want to lose someone with Walter’s experience and expertise. She may wish to consult with her supervisors and inform them what she has heard and discuss strategies for retaining Walter. If her personal relationship with him is strong, she may wish to confront him with the rumor directly, probe his reasons for leaving and try to identify what it would take to keep Walter and his expertise with company. EXPERIENTIAL EXERCISES & CASES Continuing Case: Carter Cleaning Company The Career Planning Program 1. What would be the advantages to Carter Cleaning Company of setting up such a career planning program? Some examples of the advantages of setting up a career planning program for employees include: increasing their job satisfaction, helping them navigate through the company, and helping them think about and plan their careers. 2. Who should participate in the program, and why? All employees? Selected employees? Students should justify why they think certain employees should or should not participate in the program. 3. Outline and describe the program you would propose for the cleaners, pressers, counterpeople and managers at the Carter Cleaning Company. Based on the career planning activities discussed in the chapter, students should design a tailored career planning and development program for the employees. Translating Strategy Into HR policies and practices case: the Hotel Paris: The New Career Management System – In this case, with every hotel employee “on the front line” HR manager Lisa Cruz must find ways to help employees have successful and satisfying careers by instituting a career management system. 1. “Many hotel jobs are inherently “dead end”—maids, laundry workers, and valets, for instance, either have no great aspirations to move up, or are just using these jobs temporarily, for instance to help out with household expenses”. First, do you agree with this statement—why, or why not? Second, list three specific career activities you would recommend Lisa implement for these employees. There are no dead-end jobs; every job offers an employee the opportunity to be seen and if performing successfully, to be considered for other jobs within the organization. Some possible career activities include job posting programs, educational assistance, career pathing, job rotation, etc. 2. Build on the company’s current performance management system by recommending two other specific career development activities the hotel should implement. The hotel should use the performance management system to do specific career counseling. First, however, a training program to assist supervisors in how to coach employees should be developed. 3. What specific career development activities would you recommend in light of the fact that the Paris’s hotels and employees are disbursed around the world? Answers will vary. Discuss the feasibility of expatriation programs in a hotel environment. VIDEO CASE APPENDIX Video 5: Training and Development In this video, the director of training and development turns a somewhat confrontational meeting with the firm’s marketing director into something more positive. The marketing director is making the case that there are several performance problems among employees of the company, and that she believes that inadequate training and development is the reason why. For her part, the training and development manager, Jenny Herman, says that she understands that the company, Loews Hotels, is getting complaints from customers, but that the firm’s training program has been following the employee performance standards now in place. The problem is “there are standards, but employees are still falling down.” After discussing the matter between the two of them, they agree that the training and development program was not revised for the company’s new needs, and that among other things Jenny would “like to revise the new hire certification process.” She emphasizes that “we need to hear more from the field what the training and development needs are, and then try these out, and then roll out the final program.” Video 6 Ernst & Young Ernst &Young, a large U.S. accounting firm, increased its employee retention rate by 5% as a result of a human resource initiative “to put people first.” By creating a performance feedback—rich culture, building great résumés for its 160,000 people in New York City and around the world, and giving them time and freedom to pursue personal goals, Ernst & Young operationalized the idea of “people first” and thereby created a more motivated work force. In this video, you’ll see the company uses mandatory goal setting, provides employees with learning opportunities in their areas of interest, and measures HR processes using an employee survey to evaluate the workplace environment. While the first segment of this video is necessarily relevant for our needs, the segment on Ernst &Young, in which Kevin, the senior auditor describes his experience at Ernst &Young, illustrates both what performance management means in practice, and the effect that it can have on employees. For full video case and discussion questions, please visit the Faculty Resource section of the Dessler Companion Web Site at: http://www.prenhall.com/dessler KEY TERMS 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 person’s career exploration, establishment, success, and fulfillment. 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. career planning and The deliberate process through which a person becomes aware of development personal career-related attributes and the lifelong series of stages that contribute to his or her career fulfillment. reality shock Results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchallenging job. job rotation Moving an employee through a pre-planned series of positions in order to prepare the person for an enhanced role with the company. mentoring Formal or informal programs in which mid- and senior-level managers help less experienced employees – for instance, by giving them career advice and helping them navigate political pitfalls. promotions Advancements to positions of increased responsibility. transfers Reassignments to similar (or higher) positions in other parts of the firm. retirement The point at which a person gives up one's work, usually between the ages of 60 to 65, but increasingly earlier today due to firms' early retirement incentive plans. pre-retirement counseling Counseling provided to employees who are about to retire, which covers matters such as benefits advice, second careers, and so on. career cycle The various stages a person’s career goes through. growth stage The period from birth to age 14 during which a person develops a self- concept by identifying with and interacting with other people. exploration stage The period (roughly from ages 15 to 24) during which a person seriously explores various occupational alternatives. establishment stage Spans roughly ages 24 to 44 and is the heart of most people’s work lives. trial substage Period that lasts from about ages 25 to 30 during which the person determines whether or not the chosen field is suitable; if not, changes may be attempted. stabilization substage Firm occupational goals are set and the person does more explicit career planning. midcareer crisis substage Period during which people often make major reassessments of their progress relative to original ambitions and goals. maintenance stage Period between ages 45 and 65 when many people slide from the stabilization substage into an established position and focus on maintaining that place. decline stage Period where many people face having to accept reduced levels of power and responsibility, and must learn to develop new roles as mentors or confidantes for younger people. career anchors Pivots around which a person’s career swings; require self-awareness of talents and abilities, motives and needs, and attitudes and values. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R Managing Careers Chapter 10 Part 3 | Training and Development 10–2 After studying this chapter, you should be able to: 1. Compare employers’ traditional and career planning- oriented HR focuses. 2. Explain the employee’s, manager’s, and employer’s 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? 10–3 The Basics Of Career Management Career Management Career Planning Career Development Employees’ Careers 10–4 TABLE 10–1 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 organization’s 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, 2008. 10–5 FIGURE 10–1 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. 10–6 TABLE 10–2 Roles in Career Development 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. 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. Manager • Provide timely and accurate performance feedback. • Provide developmental assignments and support. • Participate in career development discussions with subordinates. • Support employee development plans. 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. 10–7 Choosing a Mentor • Choose an appropriate potential mentor. • Don’t be surprised if you’re turned down. • Be sure that the mentor understands what you expect in terms of time and advice. • Have an agenda. • Respect the mentor’s time. 10–8 TABLE 10–3 Possible Employer Career Planning and Development Practices 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. Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths 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 10–9 The Employer’s Role in Career Development Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role 10–10 Innovative Corporate Career Development Initiatives 1. Provide each employee with an individual budget. 2. Offer on-site or online career centers. 3. Encourage role reversal. 4. Establish a “corporate campus.” 5. Help organize “career success teams.” 6. Provide career coaches. 7. Provide career planning workshops. 8. Utilize computerized on- and offline career development programs. 10–11 FIGURE 10–2 Sample Agenda— Two-Day Career Planning Workshop 10–12 Managing Promotions and Transfers Decision 1: Is Seniority or Competence the Rule? Decision 4: Vertical, Horizontal, or Other? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Making Promotion Decisions 10–13 Handling 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. 10–14 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 10–15 Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks 10–16 Career Management and Employee Commitment Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Comparing Yesterday’s and Today’s Employee-Employer Contract 10–17 Career Management and Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- oriented career development efforts 10–18 Career Management and Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- Oriented Career Development Efforts 10–19 FIGURE 10–3 Sample Performance Review 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. 10–20 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 10–21 Attracting and Retaining Older Workers Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers 10–22 K E Y T E R M S 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 PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R Managing Careers Chapter 10 Appendix Part 3 | Training and Development 10–24 Identify Your Career Stage • Growth Stage • Exploration Stage • Establishment Stage ➢Trial substage ➢Stabilization substage ➢Midcareer crisis substage • Maintenance Stage • Decline Stage 10–25 FIGURE 10–A1 Choosing an Occupational Orientation 10–26 TABLE 10–A1 Examples of Occupations that Typify Each Occupational Theme Realistic Investigative Artistic Social Enterprising Conventional Engineers Carpenters Physicians Psychologists Research and Development Managers Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators A Wide Range of Managerial Occupations, including: Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers 10–27 FIGURE 10–A2 Finding the Job You Should Want (Part 1) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 211. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved. 10–28 FIGURE 10–A3 Finding the Job You Should Want (Part 2) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 212. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved. 10–29 Identify Your Career Anchors Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security 10–30 FIGURE 10–A4 Finding the Job You Should Want (Part 3) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 214. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved. 10–31 FIGURE 10–A5 Occupational Outlook Handbook Online Source: http://www.bls.gov//oco/, Accessed August 9, 2007. 10–32 FIGURE 10–A6 Some Online Sources of Occupational Information • All Star Jobs • America's Career InfoNet • Campus Career Center • Career Magazine • CareerExplorer • College Central Network • CollegeGrad.com • Construct My Future (information about construction careers) • Cool Works • ERI's Career Salary and Cost of Living Calculators • Futures in Nursing • hotjobs.com • Jammin Jobs! • Job Bank USA • Job Web • JobProfiles.com • JobSniper • NationJob • O*Net Career Center (includes career assessment) • Occupational Outlook Handbook • Personality Questionnaires Online • Quintessential Careers • SalaryExpert • Simply Hired • Snag a Job • Streaming Futures (career advice from industry leaders through online streaming video) • Think Big (information on technical careers) • Translation Industry Career Guide • True Careers • Try Tools (information about careers in construction) • You Apply Here (hourly and part-time employment) Source: Printed with permission from Mapping Your Future, a public service Web site providing career, college, financial aid, and financial literacy information and services to students, families, and schools (http:/ /mapping-our-future.org). Career Guidance / Job Search 10–33 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 10–34 FIGURE 10–A7 CareerJournal.com Source: Wall Street Journal by CareerJournal.com. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004. 10–35 Writing Your Résumé • Introductory Information • Job Objective • Job Scope • Your Accomplishments • Length • Personal Data • Make Your Résumé Scannable 10–36 FIGURE 10–A8 Example of a Good Résumé 10–37 Online Bios • Fill it with details • Avoid touchy subjects • Look the part • Make it search friendly • Use abbreviations • Say it with numbers • Carefully proofread 10–38 Handling the Interview • Prepare, Prepare, Prepare • Uncover the Interviewer’s Needs • Relate Yourself to the Person’s Needs • Think Before Answering • Make a Good Appearance and Show Enthusiasm Solution Manual for Human Resource Management Gary Dessler 9780133029864, 9789353942205, 9780135226803, 9780136089964, 9780134235455, 9780130141248, 9780131746176