Developing and

Assisting Members

Career Stages Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above)

18-2

Career Stages and Planning Issues

18-3

Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected?

Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient?

Maintenance How do I help others? Should I reassess and redirect my career?

Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

Career Planning Resources Communication regarding career

opportunities and resources within the organization

Workshops to assess member interests, abilities, and job situations and to formulate career plans

Career counseling by managers or human resource department personnel

Self-development materials directed toward identifying life and career issues

Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals

18-4

Career and Human Resource Planning

18-5

Personal objectivesand life plans

Occupational andorganizational choice

Job assignment choice

Developmentplanning and review

Retirement

Business objectives and plans

Ways to attract and orient new talent

Methods for matching individuals and jobs

Ways to help people perform and develop

Ways to prepare for satisfying retirement

Individual Career Planning Human Resources Planning

Career Development Interventions

18-6

Role & Structure Interventions Realistic job preview Job rotation and challenging assignments Consultative roles Phased retirement

Individual Employee Development Assessment centers Mentoring Developmental training

Performance Feedback and Coaching Work Life Balance

18-7

A Framework for Managing Diversity

External Pressures For & Against Diversity

Internal Pressures For & Against Diversity

Management’sPerspectives &

Priorities

StrategicResponses

Implementation

Age DiversityTrends

Median age upDistribution of ages changing

ImplicationsHealth careMobilitySecurity

InterventionsWellness programs Job designCareer development and planningReward systems

18-8

Gender DiversityTrends

Percentage of women in work force increasing

Dual-income families increasing Implications

Child careMaternity/paternity leavesSingle parents

Interventions Job designFringe benefit rewards

18-9

Disability DiversityTrends

The number of people with disabilities entering the work force is increasing

Implications Job skills and challenge issuesPhysical space designRespect and dignity

InterventionsPerformance management Job designCareer planning and development

18-10

Culture and Values DiversityTrends

Rising proportion of immigrant and minority-group workers

Shift in rewards Implications

Flexible organizational policiesAutonomyAffirmation and respect

InterventionsCareer planning and developmentEmployee involvementReward systems

18-11

Race/Ethnicity Diversity Trends

Minorities represent large segments of workforce and a small segment of top management/senior executives

Qualifications and experience of minority employees is often overlooked

Implications Discrimination

Interventions Equal employment opportunities Mentoring programs Education and training

18-12

Sexual Orientation DiversityTrends

Number of single-sex households up More liberal attitudes toward sexual orientation

Implications Discrimination

Interventions Equal employment opportunities Fringe benefits Education and training

18-13

18-14

Occupational Stressors• Physical Environment

• Individual: role conflict and ambiguity, lack of control

• Group: poor peer, subordinate or boss, relationships

• Organizational: poor design, HR policies, politics

Stress• How the individual perceives the occupational stressors

Consequences• Subjective: anxiety, apathy

• Behavioral: drug and alcohol abuse

• Cognitive: poor focus, burnout

• Physiological: high blood pressure and pulse

• Organizational: low productivity, absenteeism, legal action

Individual Differences

Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity

Biologic/Demographic:Age, gender, occupation, race

A Model of Stress and Work

Stress and Wellness Workplace InterventionsRole Clarification

A systematic process for determining expectations and understanding work roles

Supportive relationships Establish trust and positive relationships

Stress inoculation training Programs to help employees acquire skills and

knowledge to cope positively with stressorsHealth facilitiesEmployee Assistance Programs

18-15