Part 3: Training and Developing Human Resources Chapter 8: Careers and HR DevelopmentPrepared by Linda Eligh, University of Western Ontario

Learning ObjectivesAfter you have read this chapter, you should be able to:Differentiate between organization-centred and individual-centred career planning.Discuss several career issues that organizations and employees face.Discuss the purpose of employee development and list options for development needs analyses.Explain why succession planning has become more important.Identify several management development methods.

Employee DevelopmentSignificant DevelopmentsMore horizontal ladders in middle managementMore strategic focus on core competenciesCareers as a series of projects, not upward steps in an organizationCareer development now extends to all employeesIn new career era, the individual manages own development, not the organizationEmployees who change jobs and employers frequently are now the norm

Careers and Career PlanningHuman Resource Capabilities Reliable access to the required people (quantity) with the skills, abilities and attributes and competencies (quality) that the organization needs to meet its purpose and deliver its outputs, in accordance with its strategic goals.CareerThe series of work-related positions a person occupies through life.Organization-Centred Career PlanningFocuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.Individual-Centred Career PlanningFocuses on an individuals career rather than on organizational needs.

Organizational and Individual Career Planning Perspectives Fig. 8-1

Individual-Centred Career PlanningSetting Career GoalsSelf-AssessmentFeedback on RealityCareer Management

How People Choose CareersCareer Choice

General Career Periods Fig. 8-2

Career Transitions and HRThe WorkSupervisorsFeedbackTimeNew Employee Entry Shock

Global Career DevelopmentRepatriationPlanning, 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.

Late Career/Retirement IssuesTerritorialitySelf- ManagementNeed to BelongPride in AchievementRetirement AdjustmentGoals

Proportion of the Employed Population Aged 55 and Over, by Industry, 2002 Fig. 8-3

Women and CareersIn 2002, the overall participation rate of Canadian women in the workforce reached a record-high of 60.7% Sequencing:Womens careers are often interrupted for child birth and child rearing and later return 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 labour market with child care, flexible work policies, and a willingness to be accommodating.

Aboriginal People and CareersMcCormick and Amundsons Career-Life Planning Model for First Nations PeopleConnectednessBalanceRoles and responsibilitiesGifts ValuesInclusion of family and community membersCounselor as facilitatorTalking/healing circle format

Visible Minorities and CareersLost Opportunities Lack of fit due to speaking with an accentWork credentials not taken seriouslyTaking Charge of CareersUsing networking and mentoring opportunities inside and outside the workplaceFostering a can do attitudeTaking any job while applying for work more in line with credentialsObtaining credentials from Canadian educational institutions

People with Disabilities and CareersLabour force participation is only 49%, making underemployment a serious concernWorkplace barriers are physical and attitudinalAccessibility continues to be problematicOnce employed, career development programs can begin Education, training and transition programs need to become more flexible and accessible

Special Career Issues for Organizations and EmployeesCareer 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.

Portable Career Path Fig. 8-4

Dual-Career Ladder for Engineers Fig. 8-5

Global TransfersHR employee relocation assistance policies that consider the concerns of dual-career couples:Paying employment agency fees for the relocating partnerPaying for a designated number of trips for the partner to look for a job in the proposed new locationHelping the partner find a job in the same company or in another division or subsidiary of the companyDeveloping computerized job banks to share with other companies in the area that list partners available for job openings

Developing Human ResourcesDevelopmentEfforts 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

Development vs. Training Fig. 8-6

HR Development Process in an Organization Fig. 8-7

The HR Development ProcessHR Development

Development Needs AnalysesAssessment CentresA collection of instruments and exercises designed to diagnose individuals development needs.Intent is to identify management potential in participants.Psychological TestingIntelligence 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.

Succession PlanningSuccession PlanningThe process of identifying a longer-term plan for the orderly replacement of key employees.Succession in Small and Closely Held OrganizationsImportant in small and medium-sized firms, but studies show that few of these firms formalize succession plans.

Succession Planning Process Fig. 8-8

Choosing a Development ApproachJob-Site MethodsCommittee AssignmentJob RotationAssistant-to PositionsOn-line DevelopmentCorporate Universities-Career DevelopmentLearning OrganizationCoaching

Possible Means for Developing Employees in a Learning Organization Fig. 8-9

Choosing a Development Approach (contd)Sabbaticals and Leaves of AbsenceClassroom Coursesand DegreesHuman Relations TrainingOff-Site MethodsOutdoor TrainingSimulations (Business Games)

Advantages and Disadvantages of Major Development Approaches Fig. 8-10

Advantages and Disadvantages of Major Development Approaches (contd)

Management Lessons Learned from Job Experience Fig. 8-11

Management Development MethodsLeadershipDevelopmentManagement CoachingManagement Mentoring and the Glass CeilingExecutive EducationManagerial ModelingManagement MentoringSupervisoryDevelopment

Stages in Management Mentoring Relationships Fig. 8-12

Problems with Management Development EffortsInadequate 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.