chapter 10 careers and hr development
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Copyright © 2005 Thomson Business & Professional Publishing.All rights reserved.
ROBERT L. MATHIS
JOHN H. JACKSON
PowerPoint Presentation by Charlie CookThe University of West Alabama
Careers and HR DevelopmentCareers and HR DevelopmentCareers and HR DevelopmentCareers and HR Development
Chapter 10Chapter 10
SECTION 3SECTION 3Training and Developing Training and Developing
Human ResourcesHuman Resources
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–2
Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning 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.
List options for development needs analyses.
Explain why succession planning has become more important.
Identify several management development methods.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–3
Employee DevelopmentEmployee DevelopmentEmployee DevelopmentEmployee Development
• Significant DevelopmentsMore 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.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–4
Careers and Career PlanningCareers and Career PlanningCareers and Career PlanningCareers and Career Planning
• CareerThe series of work-related positions a person
occupies through life.
• Organization-Centered Career PlanningFocuses on jobs and on identifying career paths that
provide for the logical progression of people between jobs in the organization.
• Individual-Centered Career PlanningFocuses on an individual’s career rather than in
organizational needs.
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Organizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning PerspectivesOrganizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning Perspectives
Figure 10–1
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Career Management for IndividualsCareer Management for IndividualsCareer Management for IndividualsCareer Management for Individuals
Setting Career GoalsSetting Career GoalsSetting Career GoalsSetting Career Goals
Self-AssessmentSelf-AssessmentSelf-AssessmentSelf-Assessment Feedback on RealityFeedback on RealityFeedback on RealityFeedback on Reality
CareerCareerManagementManagement
CareerCareerManagementManagement
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–7
How People Choose CareersHow People Choose CareersHow People Choose CareersHow People Choose Careers
Social Social BackgroundBackground
Social Social BackgroundBackground
InterestsInterestsInterestsInterests
Self-ImageSelf-ImageSelf-ImageSelf-Image
PersonalityPersonalityPersonalityPersonality
Career Career ChoiceChoice
Career Career ChoiceChoice
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General Career PeriodsGeneral Career PeriodsGeneral Career PeriodsGeneral Career Periods
Figure 10–2
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–9
Career Transitions and HRCareer Transitions and HRCareer Transitions and HRCareer Transitions and HR
The WorkThe WorkThe WorkThe Work
SupervisorsSupervisorsSupervisorsSupervisors FeedbackFeedbackFeedbackFeedback
TimeTimeTimeTime
New Employee New Employee Entry ShockEntry Shock
New Employee New Employee Entry ShockEntry Shock
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–10
Global Career DevelopmentGlobal Career DevelopmentGlobal Career DevelopmentGlobal Career Development
• RepatriationPlanning, training, and reassignment of global
employees to their home countries.
• Development IssuesFocusing on developing local managers as well as
global executives. Development areas typically include:
Cultural issues, running a business, leading and managing, handling problematic people, personal qualities, self, and career.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–11
Late Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement Issues
TerritorialityTerritorialityTerritorialityTerritoriality
Self-Self-ManagementManagement
Self-Self-ManagementManagement
Need toNeed toBelongBelong
Need toNeed toBelongBelong
Pride inPride inAchievementAchievement
Pride inPride inAchievementAchievement
RetirementRetirementAdjustmentAdjustment
RetirementRetirementAdjustmentAdjustment
GoalsGoalsGoalsGoals
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Women and CareersWomen and CareersWomen and CareersWomen and Careers
• The percentage of women in the workforce has more than doubled since 1970, and will reach 48% by 2010. “Sequencing”:
Women’s careers are often interrupted for child birth and child rearing and a later return go back to work with a job that allows flexibility when they are older.
Glass ceiling: The situation in which women fail to progress into top
management positions.
Employers can tap into the female labor market with child care, flexible work policies, and a willingness to be accommodative.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–13
Special Career Issues for Special Career Issues for Organizations and EmployeesOrganizations and Employees
Special Career Issues for Special Career Issues for Organizations and EmployeesOrganizations and Employees
• Career PlateausEmployees who are “stuck” at a career level and lack
opportunities for upward mobility.
• Technical and Professional WorkersDual-career ladders provide advancement pathways
for specialists and technical employees.
• Dual-Career CouplesProblems occur when one partner is promoted or
transferred, causing the other partner to have to relocate.
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““Portable” Career PathPortable” Career Path““Portable” Career PathPortable” Career Path
Figure 10–3
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Dual-Career Ladder for EngineersDual-Career Ladder for EngineersDual-Career Ladder for EngineersDual-Career Ladder for Engineers
Figure 10–4
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Global TransfersGlobal TransfersGlobal TransfersGlobal Transfers
• HR employee relocation assistance policies that consider the concerns of dual-career couples:Paying employment agency fees for the relocating
partner
Paying for a designated number of trips for the partner to look for a job in the proposed new location
Helping the partner find a job in the same company or in another division or subsidiary of the company
Developing computerized job banks to share with other companies in the area that list partners available for job openings
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–17
Developing Human ResourcesDeveloping Human ResourcesDeveloping Human ResourcesDeveloping Human Resources
• DevelopmentEfforts to improve employees’ ability to handle a
variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication.
• Organizational Needs AnalysesFuture employee competenciesEmployee and managerial successionRetirements, promotions, transfers, departures
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–18
Development vs. TrainingDevelopment vs. TrainingDevelopment vs. TrainingDevelopment vs. Training
Figure 10–5
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HR Development HR Development Process in an Process in an OrganizationOrganization
HR Development HR Development Process in an Process in an OrganizationOrganization
Figure 10–6
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The HR Development ProcessThe HR Development ProcessThe HR Development ProcessThe HR Development Process
Re-DevelopmentRe-DevelopmentRe-DevelopmentRe-Development
Make or Buy?Make or Buy?Make or Buy?Make or Buy?
Developing Developing Specific Specific
CapabilitiesCapabilities
Developing Developing Specific Specific
CapabilitiesCapabilities
Lifelong Lifelong LearningLearning
Lifelong Lifelong LearningLearning
HR HR DevelopmentDevelopment
HR HR DevelopmentDevelopment
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–21
Development Needs AnalysesDevelopment Needs AnalysesDevelopment Needs AnalysesDevelopment Needs Analyses
• Assessment CentersA collection of instruments and exercises designed to
diagnose individuals’ development needs. Intent is to identify management potential in participants.
• Psychological Testing Intelligence tests, verbal and mathematical reasoning
tests, and personality tests are often used. Interpretation of results is problematic.
• Performance AppraisalsServe as a source of development information.Results can be difficult to interpret.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–22
Development Needs AnalysesDevelopment Needs AnalysesDevelopment Needs AnalysesDevelopment Needs Analyses
• Succession PlanningThe process of identifying a longer-term plan for the
orderly replacement of key employees.
• Succession in Small and Closely Held Organizations Important in small and medium-sized firms,
but studies show that few of these firms formalize succession plans.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–23
Succession Succession Planning Planning ProcessProcess
Succession Succession Planning Planning ProcessProcess
Figure 10–7
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–24
Choosing a Development ApproachChoosing a Development ApproachChoosing a Development ApproachChoosing a Development Approach
Job-SiteJob-SiteMethodsMethods
Job-SiteJob-SiteMethodsMethods
Committee Committee AssignmentAssignment
Committee Committee AssignmentAssignment
JobJobRotationRotation
JobJobRotationRotation
““Assistant-to” Assistant-to” PositionsPositions
““Assistant-to” Assistant-to” PositionsPositions
On-line On-line DevelopmentDevelopment
On-line On-line DevelopmentDevelopment
Corporate Corporate Universities-Career Universities-Career
DevelopmentDevelopment
Corporate Corporate Universities-Career Universities-Career
DevelopmentDevelopment
Learning Learning OrganizationOrganization
Learning Learning OrganizationOrganization
CoachingCoachingCoachingCoaching
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–25
Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organizationin a Learning Organization
Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organizationin a Learning Organization
Figure 10–8
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–26
Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)
Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence
Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence
Classroom CoursesClassroom Coursesand Degreesand Degrees
Classroom CoursesClassroom Coursesand Degreesand Degrees
Human RelationsHuman RelationsTrainingTraining
Human RelationsHuman RelationsTrainingTraining
Off-Site Off-Site MethodsMethods
Off-Site Off-Site MethodsMethods
Outdoor TrainingOutdoor TrainingOutdoor TrainingOutdoor Training SimulationsSimulations(Business Games)(Business Games)
SimulationsSimulations(Business Games)(Business Games)
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–27
Advantages and Disadvantages of Advantages and Disadvantages of Major Development ApproachesMajor Development Approaches
Advantages and Disadvantages of Advantages and Disadvantages of Major Development ApproachesMajor Development Approaches
Figure 10–9
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–28
Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d)Major Development Approaches (cont’d)
Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d)Major Development Approaches (cont’d)
Figure 10–9 cont’d
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–29
Management Lessons Learned from Job ExperienceManagement Lessons Learned from Job ExperienceManagement Lessons Learned from Job ExperienceManagement Lessons Learned from Job Experience
Figure 10–10
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–30
Management Development MethodsManagement Development MethodsManagement Development MethodsManagement Development Methods
ManagerialManagerialModelingModeling
ManagerialManagerialModelingModeling
ManagementManagementCoachingCoaching
ManagementManagementCoachingCoaching
ManagementManagementMentoringMentoring
ManagementManagementMentoringMentoring
ExecutiveExecutiveEducationEducation
ExecutiveExecutiveEducationEducation
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–31
Stages in Management Mentoring RelationshipsStages in Management Mentoring RelationshipsStages in Management Mentoring RelationshipsStages in Management Mentoring Relationships
Figure 10–11
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10–32
Problems with Management Problems with Management Development EffortsDevelopment Efforts
Problems with Management Problems with Management Development EffortsDevelopment Efforts
• Inadequate HR planning and a lack of coordination of HR development efforts.Failing to conduct adequate needs analysis, trying out
fad programs or training methods, and substituting training for selecting qualified individuals.
• Encapsulated DevelopmentA situation in which an individual learns new methods
and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods.
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