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Chapter 6
CAREER DEVELOPMENT
5–1
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–2
1. Compare employers’ traditional and career planning-oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s career development roles.
3. List and briefly explain approaches to employee career management.
4. Identify the steps in the process of career management.
LEARNING OUTCOMES
The Basics Of Career Management
10–3
Career Management: The process for enabling employees to better understand and develop their career skills and interests and to use these skills
and interests most effectively.
Career Development: The lifelong series of activities that contribute to a
person’s career exploration, establishment, success, and fulfillment.
Career Planning: The formal process through which someone becomes aware of their personal KSAOs, interests, career opportunities; career-related
goals; and establishes action plans to attain specific goals.
Career Terminolog
y
Career is the occupational positions a person has had over many years.
Careers Today and Employee Commitment
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–4
Old Contract(Employer-focused)
“Do your best and be loyal to us, and we’ll
take care of your career.”
New Contract(Employee-focused)
“I’ll do my best for you, but I expect you
to provide the development and learning that will
prepare me for the day
I must move on, and for having the work-
life balance that I desire.”
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–5
TABLE 10–1 Traditional Versus Career Development Focus
HR Activity Traditional Focus Career Development Focus
Human resource
planning
Analyzes jobs, skills, tasks—
present and future. Projects
needs. Uses statistical data.
Adds information about individual
interests, preferences, and the like to
replacement plans.
Recruiting and
placement
Matching organization’s needs
with qualified individuals.
Matches individuals and jobs based on
variables including employees’ career
interests and aptitudes.
Training and
development
Provides opportunities for
learning skills, information,
and attitudes related to job.
Provides career path information.
Adds individual development plans.
Performance
appraisal
Rating and/or rewards. Adds development plans and individual
goal setting.
Compensation
and benefits
Rewards for time, productivity,
talent, and so on.
Adds tuition reimbursement plans,
compensation for non–job-related
activities such as United Way.
Why Offer Career Development?
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–6
Better equips employeesto serve the firm
Boosts employee commitment to the firm
Supports recruitment and retention of efforts
Career Development
Benefits
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–7
TABLE 10–2 Roles in Career Development
Individual• Accept responsibility for your own career.• Assess your interests, skills, and values.• Seek out career information and resources.• Establish goals and career plans.• Utilize development opportunities.• Talk with your manager about your career.• Follow through on realistic career plans.
Employer• Communicate mission, policies, and procedures.• Provide training and development opportunities, including workshops.• Provide career information and career programs.• Offer a variety of career paths.• Provide career-oriented performance feedback.• Provide mentoring opportunities to support growth and self-direction.• Provide employees with individual development plans.• Provide academic learning assistance programs.
Manager• Provide timely and accurate performance
feedback.• Provide developmental assignments and
support.• Participate in career development
discussions with subordinates.• Support employee development plans.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–8
FIGURE 10–3Employee Career Development Plan
10–9
TABLE 10–3 Possible Employer Career Planning and Development Practices (Approaches to Employee Career Development)
Formal education/tuition reimbursement
Performance appraisal for career planning
Counseling by manager
Lateral moves/job rotations
Counseling by HR
Preretirement programs
Succession planning
Formal mentoring
Common career paths
Dual ladder career paths
Career booklets/pamphlets
Written individual career plans
Career workshops
Assessment center
Upward appraisal
Appraisal committees
Training programs for managers
Orientation/induction programs
Special needs (highfliers)
Special needs (dual-career couples)
Diversity management
Expatriation/repatriation
Approaches to Employee Career Development
• Career Planning Workbooks Stimulate thinking about careers, strengths/limitations, development
needs
• Career Workshops Conducting workshops on related topics Discuss and compare attitudes, concerns, plans
• Mentoring experienced & skilled senior employee helps develop a less
experience employee
concerned with the career advancement and psychological aspects of the person being mentored.
• Career Counseling Discuss job, career interests, goals
Approaches to Employee Career Development• Assessment Center
A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job. In-basket exercises Leaderless group discussions Role playing Behavioral interviews
• Career Paths• Lines of advancement in an occupational field within an organization.
FIGURE
5.7Typical Line of Advancement in HR Management
2Career Path of Jeffrey Immelt, CEO, General Electric
1982 Enters GE’s Commercial Leadership Program
1983 Manager of Business Development/GTX Product Management, GE Plastics
1984 Manager of Dallas District Sales, GE Plastics
1986 General Manager of Western Region Sales, GE Plastics
1987 General Manager of New Business Development and Marketing Development, GE Plastics
1989 Vice President of Consumer Service, GE Appliances
1991 Vice President of Worldwide Marketing and Product Management, GE Appliances
1992 Vice President of Commercial Division, GE Plastics Americas
1993 Vice President and General Manager, GE Plastics Americas
1997 President and CEO, GE Medical Systems
2000 President, GE
2001 CEO, GE
Career Moves
ExitExit
DemotionDemotion
TransferTransferCareer Moves
Career Moves
PromotionPromotion
Approaches to Employee Career Development
• Special needs (Highfliers: Fast-track Program) A program that encourages young managers with
high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
• Career Self-Management Training Helping employees learn to continuously gather
feedback and information about their careers. Encouraging them to prepare for mobility.
Approaches to Employee Career Development
Approaches to Employee Career Development: Innovative Initiatives
1. Provide individual lifelong learning budgets.
2. Encourage role reversal.
3. Help organize “career success teams.”
4. Provide career coaches.
5. Offer online career development programs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–16
Approaches to Employee Career Development: Commitment-Oriented Efforts
Career-oriented Appraisals Provide an opportunity to discuss and link the employee’s
performance, career interests, and developmental needs into a coherent career plan.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–17
Career Management Process
(Noe et al., 2009, pp. 262)
Career Management Process (Cont’d)
Self-Assessment• The use of information by
employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs.
• Strong-Campbell Interest Inventory
• Self-Directed Search• Self assessment
Reality Check• Information employers give
employees about their skills and knowledge and where these assets fit into the organization’s plans.
(Noe et al., 2009, pp. 263-264)
Career Management Process (cont’d)
Goal Setting• Based on the information
from the self-assessment and reality check, the employee sets short- and long-term career objectives.
Action Planning• Employees prepare an action
plan for how they will achieve their short- and long-term career goals.
• Any one or a combination of development methods may be used.
• Approach used depends on the particular development need and career objectives.
(Noe et al., 2009, pp. 265)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–21
FIGURE 10–4Sample Agenda—Two-Day Career Planning Workshop
Issues and Challenges on Career Development
• Sources of Bias and Discrimination A lack of diversity in the hiring department
A lack of women mentors
Invisible barrier that keep most women & minorities from obtaining the top jobs in organization (glass ceiling).
A lack of company role models for members of the same racial or ethnic group
Inflexible organizations and career tracks
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–22
Issues and Challenges on Career Development:Employer Life-Cycle Career Management
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–23
Decision 1: Is Seniority
or Competence
the Rule?
Decision 4:Vertical,
Horizontal, or Other?
Decision 2:How Should We Measure Competence
?
Decision 3:Is the
Process Formal or Informal?
Making Promotion and Transfer
Decisions
Issues and Challenges on Career Development:Managing Transfers
• Employees’ reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities
• Employers’ reasons for transferring employees To vacate a position where an employee is no longer needed To fill a position where an employee is needed To find a better fit for an employee within the firm To boost productivity by consolidating positions
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–24
Issues and Challenges on Career Development:Attracting and Retaining Older Workers
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–25
Create a culture that honors experience
Modify selection procedures
Offer flexible or part-time work
Implement phased retirement programs
HR Policies for Older Workers
Issues and Challenges on Career Development:Managing Retirements
• Preretirement Counseling Practices Explanation of Social Security benefits
Leisure time counseling
Financial and investment counseling
Health counseling
Psychological counseling
Counseling for second careers
Counseling for second careers inside the company
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–26
Issues and Challenges on Career Development:Dual-Career Couples
• Dual-Career Partnerships Couples in which both members follow their own careers and
actively support each other’s career development. Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing
5–27
(Snell & Bohlander, 2010, pp. 232)
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