career management & work-life balance- lecture 8
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Lecture 8
Career & Diversity Management
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The Career Management Goal:
Matching Individual and Organizational
Needs
Individual andIndividual and
Organizational GoalsOrganizational Goals
Individual andIndividual and
Organizational GoalsOrganizational Goals
The Employees RoleThe Employees Role
The Employees RoleThe Employees Role The Organizations RoleThe Organizations Role
The Organizations RoleThe Organizations Role
CareerCareer
ManagementManagement
CareerCareer
ManagementManagement
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The Organizations Role:
Establishing a Favorable Context
ManagementParticipation
Provide topmanagementsupport
Providecollaboration
between linemanagers and HRmanagers
Train managementpersonnel
Setting Goals
Plan human
resources strategy
Changing HR Policies
Provide for jobrotation
Provideoutplacementservice
Announcing theProgram
Explain itsphilosophy
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Identifying Career Opportunities and
Requirements
Competency Analysis
Measures three basic competencies for eachjob: know-how, problem solving, andaccountability.
Job Progressions The hierarchy of jobs a new employee might
experience, ranging from a starting job tojobs that require more knowledge and/or
skill. Career Paths
Lines of advancement in an occupational fieldwithin an organization.
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Recognize Lots of Possibilities
Promotion
A change of assignment to a job at a
higher level in the organization. Principal criteria for determining
promotions are merit, seniority, andpotential.
Transfer The placement of an individual in
another job for which the duties,responsibilities, status, and
remuneration are approximately equalto those of the revious ob.
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Alternative Career Moves
Exit
Exit
Demotion
Demotion
TransferCareer
Moves
Career
Moves
Promotion
Promotion
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Career Change Organizational
Assistance
Relocation services
Services provided to an employee who
is transferred to a new location: Help in moving, in selling a home, in
orienting to a new culture, and/or inlearning a new language.
Outplacement services
Services provided by organizations tohelp terminated employees find a newjob.
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The Plateauing Trap
Career Plateau
Situation in which for either
organizational or personal reasons theprobability of moving up the careerladder is low.
Types of Plateaus
Structural plateau: end ofadvancement
Content plateau: lack of challenge
Life plateau: crisis of personal identity
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Career Plateau Questions
CAREER PLATEAU QUESTIONS.
Do I accept high visibility assignments?
Do I continue to advance my education, both formal and
vocational?
Am I recognized by other leaders in my organization?
Am I routinely promoted?
Am I known as a versatile employee?
Do I continue to get larger-than-normal raises?
Do I rate at the high end of the performance ratings?
Do I have a plan with measurable objectives, and have I
updated it recently?
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Internal Barriers to Career
Advancement
Lack of time, budgets, andresources for employees to plan
their careers and to undertaketraining and development.
Rigid job specifications, lack ofleadership support for careermanagement, and a short-termfocus.
Lack of career opportunities and
pathways within the organization
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Career Development Initiatives:
Developing Talent over Time
Career Planning Workbooks
Stimulate thinking about careers,strengths/limitations, developmentneeds
Career Planning Workshops
Discuss and compare attitudes,concerns, plans
Career Counseling
Discuss job, career interests, goals
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Determining Individual
Development Needs
Fast-track Program
A program that encourages young
managers with high potential to remainwith an organization by enabling themto advance more rapidly than thosewith less potential.
Career Self-Management Training Helping employees learn to
continuously gather feedback andinformation about their careers.
Encouraging them to prepare formobilit .
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Mentoring
Mentors
Executives who coach, advise, and encourageindividuals of lesser rank.
Mentoring functions Functions concerned with the career
advancement and psychological aspects of theperson being mentored.
E-mentoring
Brings experienced businessprofessionals together withindividuals needing counseling.
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Forming a Mentoring Relationship
1. Research the mentors background.
2. Make contact with the mentor.
3. Request help on a particularmatter.
4. Consider what you can offer inexchange.
5. Arrange a meeting.
6. Follow up.
7. Ask to meet on an
ongoing basis.
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Career Networking Contacts
Your college alumni association or career officenetworking lists
Your own extended family
Your friends parents and other family members
Your professors, advisors, coaches, tutors, clergy
Your former bosses and your friends and familymembers bosses
Members of clubs, religious groups, and otherorganizations to which you belong
All of the organizations near where you live or goto school
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Developing a Diverse Talent Pool
Recruiting and Developing Women
Growth of women in the workplace
Increase in females in managementroles
Stereotyping and gender conflicts
Recruitment of Minorities
Educational and societal disadvantages
Retention in organizations
Affirmative action
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Recruitment and Development of
Women
The Glass Ceiling
Artificial barriers based on attitudinal ororganizational bias that prevent qualified
women from advancing upward in theirorganizations into management level positions.
Eliminating Womens Barriers to Advancement
Development of womens networks
Online e-mentoring for women
Diminishing stereotyping of women
Presence of women in significant managerialpositions
Accommodating families
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Recruiting and Developing of
Minorities
Career development for minorities isadvanced by:
Organizational support for theadvancement of minorities tosignificant management positions
Provision of internships to attract
minorities to management careers
Organization of training courses tofoster the development of minoritysmanagerial skills and knowledge.
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Other Important Talent Concerns
Recruitment of the Disabled
Increasing numbers of disabled in theworkforce
Stereotyping of the disabled versus theirsuperior records for dependability, attendance,motivation and performance
Accommodations for physical and mentaldisabilities
Others with less publicized disadvantages Recruitment of Older People
Increasingly returning to the workplace
Have valued knowledge, experience, flexibilityand reliability as employees
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Dual-Career Couples
Dual-Career Partnerships
Couples in which bothmembers follow their own
careers and actively supporteach others careerdevelopment.
Flexible work schedules
Adaptive leave policies
Work-at-home On-premises day care
Job sharing
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CAREER MANAGEMENT & WORK LIFE BALANCE
DEFINITIONS OF WORK-LIFE BALANCE :
BEING AWARE OF DIFFERENT DEMANDS ON TIMEAND ENERGY
HAVING THE ABILITY TO MAKE CHOICES IN THEALLOCATION OF TIME AND ENERGY
KNOWING WHAT VALUES TO APPLY TO CHOICES
Clutterbuck David ( 2003) Managing work-life balance:a guide for HR in achieving organisational andindividual change.London:CIPD
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WORK LIFE BALANCE
Work Life Balance - Another definition
adjusting work patterns so that everyone regardlessof age , race or gender can find a rhythm that enablesthem more easily to combine work and their otherresponsibilities and aspirations"
Department for Education and Employment 2001( aswas)
It concerns
y the organisation of working life over the lifecourse
y time for caring and for familiesy time for learningy time for ourselvesy time for community / political participation
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WORK LIFE BALANCE
Work Life Balance Approaches involves policies andpractices that:
Permit some flexibility with respect to hours of work;and/or
allow people to work from home; and/or grant leave arrangements that allowed people to either
meet their non-work commitments or realise their non-work goals; and/or
provide workplace facilities to assist employees to attendwork; and/or
promote communication and consultation betweenemployers and employees over relevant issues.
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Work- Life Balance - Why is it on the agenda
Concerns about longer hours / workintensity
Proportion of women in the workforce
Family structures - number of lone-parent families
number of dual income families
Organisational demands - 24/7 operation
working beyond contract Government concerns & Increasing
development of legislation - familyfriendly policies
Employee attitudes
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Work Life Balance - The Business Case
y a recruitment tool to attract the best talent;
y retention of valued employees;
y offering better customer service;
y a return on investment - eg women returners;
y a truer reflection of customer diversity;
y reduction of absenteeism, sickness and stress;
y improved productivity and performance;
y increased morale, commitment and loyalty; and
y greater flexibility in staff attitudes and ability todeal with change.
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WORK-LIFE BALANCE BENEFITS
Child care/elder care referral services Time off for childrens school activities Employer-paid on-site or near-site child care facilities Flexible work hours scheduling Health club and wellness programs
Employer-accumulated leave days for dependent care Customized training programs Subsidized temporary or emergency dependent care
costs Extended leave policies for child/elder care Educational reimbursement
Sick-child programs (caregiver on call) Work-at-home arrangements/telecommuting Partial funding of child care costs Customized career paths Part-time work schedules
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SCOPE OF LEGISLATION
Annual leave - all employees minimum 20 days
working time- technically 48 hours but opt outs
parental leave- 13 weeks unpaid leave up to childs5th birthday applies employees 1 years service
maternity leave- 26 weeks leave +26 weeksemployees who qualify
paternity leave- 2 weeks paid leave within 56 daysof the birth
dependant care- to take unpaid leave familyemergencies
adoption leave- 26 weeks and 26 weeks additionalleave
flexible working- to request flexible working foremployees with children under 6 ( 18 if havedisability )
additional leave employees 26 weeks service
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WORK LIFE BALANCE PROCESS
Negotiating a work-life balance involves:
Change in culture and reorganisation of work
Consensual, joint and partnership approaches
Partnership process
T.U.C. VIEW
work-life balance requires a change in cultureabout how work is organised including areorganisation of work, the development of
trust, partnership approaches, and jointproblem solving. In particular this mean that ifchanges are to benefits employers andemployees alike this may mean that somepeople have to concede control while othersmay be asked to take more responsibility intheir work
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FLEXIBILITY CONSIDERATIONS
WHICH STAFF REQUIRE ANNUALISED ANDFLEXIBLE CONTRACTS?
DEFINING THE WORKING YEAR
PAY HOLIDAY ARRANGEMENTS
SICKNESS ABSENCE
STARTERS / LEAVERS DURING YEAR
RESERVE HOURS
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FLEXIBILITY
POTENTIAL EMPLOYERADVANTAGES MORE EFFICIENT USE OF RESOURCES
MATCHINGDEMAND
REDUCTION OF OVERTIME
MEETING CUSTOMERDEMANDS 24/7 SOCIETY ASSISTS CONTINUOUS PRODUCTION PROCESSES
ASSISTS ORGANISATIONAL / CULTURE CHANGE
POTENTIAL EMPLOYERDISADVANTAGES
IMPACT ON EMPLOYMENT RELATIONS RETENTION PROBLEMS
IMPACT OF BADLY THOUGHT THROUGH SCHEME
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THE FLEXIBLE FIRM : ATKINSON MODEL
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CORBRIDGE AND PILBEAM MODEL
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Flexible Work Schedules
Flextime
Working hours that permit employees theoption of choosing daily starting and quitting
times, provided that they work a set number ofhours per day or week.
All employees are required to be presentduring a designated core period.
Flexible hours reduce absenteeism and
tardiness. Employees can schedule their working hours
for the time of day when they are mostproductive.
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Flexible Work Schedules
Job Sharing
The arrangement whereby two part-timeemployees perform a job that otherwise would
be held by one full-time employee. Job sharers may work three days a week,
creating an overlap day for extended face-to-face conferencing.
Telecommuting
The use of personal computers, networks, andother communications technology such as faxmachines to do work in the home that istraditionally done in the workplace.
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Advantages of Telecommuting
Increased flexibility for employees
Ability to attract workers who might
not otherwise be available Lessened burden on working
parents
Less time and money wasted onphysical commuting
Increased productivity
Reduced absenteeism
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Keys ForKEYS FOR SUCCESSFUL TELECOMMUTING
Identify jobs best suited to distance work.
Select responsible employees.
Establish employee feedback procedures andperformance review methods for evaluation.
Establish formalized telecommuting procedures.
Begin a formal training program.
Keep telecommuters informed and in the loop.
Recognize when telecommuting isnt working.
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Flexible Work Schedules
Benefits
Recruitment andretention of employees
Coordinating employeework schedules withproduction schedules
Accommodating theleisure-time activitiesof employees while
facilitating employeepersonal appointments
Improvements inemployee jobsatisfaction and morale
Disadvantages
Overtime paymentsrequired by the Fair
Labor Standards Actfor employeesworking over 40hours in one week.
The additional stress
on managers andemployees, and longworkdays can be
exhausting.
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TUTORIAL QUESTIONS
1. Explain the initiatives that organizationsneed to adopt to provide successfulcareer advancement opportunities for the
workforce2. Suggest alternative career moves
available to employees and how a careerplateau should be addressed
3. Outline the role of mentoring and how
such relationships can be developedeffectively
4. How can organizations embrace diversityissues within career management
strategies?
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TUTORIAL QUESTIONS
5. Investigate the issues involved in the operationof
Outsourcing & Agency staff
Work life balance Types ofFlexible Working arrangements
And in particular address the followingquestions
In what circumstances might it be appropriate to
use such contracts ? What are the advantages / disadvantages for
employer / employee in using them ?
What legal issues in their use, if any , should H/R.managers be aware of ?
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