Human ResourceManagement

TENTH EDITONCareers and HR Development 2003 Southwestern College Publishing. All rights reserved.PowerPoint Presentation by Charlie CookChapter 10SECTION 3 Training and Developing Human ResourcesRobert L. Mathis John H. Jackson

Learning ObjectivesAfter you have read this chapter, you should be able to:Differentiate between organization-centered and individual-centered career planningDiscuss several career issues that organizations and employees face.Define human resource development, and describe the development process.Discuss specific advantages and problems associated with assessment centers.Identify four on-the-job and four off-the-job 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 organization.Employees who change jobs and employers frequently are now the norm.

CareersCareerThe 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 individuals careers rather than in organizational needs.

Organizational and Individual Career Planning PerspectivesFigure 101

Career Management for IndividualsSetting Career GoalsSelf-AssessmentFeedback on RealityCareer Management

How People Choose CareersCareer Choice

Length of Time Employees Stay With EmployersFigure 102Source: U.S. Department of Labor, Bureau of Statistics, 2001

General Career PeriodsFigure 103

Career Transitions and HRThe WorkSupervisorsFeedbackTimeEntry Shock

Late Career/RetirementTerritorialitySelf- ManagementNeed to BelongPride in AchievementRetirement AdjustmentGoals

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.

The Portable Career PathFigure 104

Dual-Career Paths for EngineersFigure 105

Developing Human ResourcesDevelopmentEfforts to improve employees ability to handle a variety of a variety of assignments.Developing Needs AnalysesAssessment CentersA collection of instruments and exercises designed to diagnose individuals development needs.Intent is to identify management potential in participants.

Development vs. TrainingFigure 106

The HR Development Process in an OrganizationFigure 107

The HR Development ProcessHR Development

Other Development IssuesPsychological TestingPerformance AppraisalsServe as a source of development informationResults can be difficult to interpret.Succession PlanningThe process of identifying a longer-term plan for the orderly replacement of key employees.

Succession Planning ProcessFigure 108

Choosing a Development ApproachJob-Site MethodsCommittee Assignment/ MeetingsJob RotationAssistant to PositionsOn-line DevelopmentCorporate Universities Career DevelopmentLearning OrganizationIndividual Coaching

Possible Means Used in a Learning OrganizationFigure 109

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 ApproachesFigure 1010a

Advantages and Disadvantages of Major Development ApproachesFigure 1010b

Managerial Lessons and Job ExperienceFigure 1011

Management DevelopmentManagerial ModelingManagement CoachingMentoringExecutive Education

Stages in Mentoring RelationshipsFigure 1012