careers in hrm.doc

8/12/2019 careers in hrm.doc

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ROBERT L.MATHIS

JOHNH. JACKSON

PowerPoint Presentation by Charlie CookThe University of West Alabama

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Careers and HR DevelopmentCareers and HR Development

Chapter $0Chapter $0

%&CT'() *%&CT'() *Training an# +evelopingTraining an# +eveloping

,man -esor.es,man -esor.es


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Learning ObjectivesLearning Objectives

After you have read this chapter, you should beable to

Differentiate bet!een organi"ation#centered and

individual#centered career planning$

Discuss several career issues that organi"ations andemployees face$

List options for development needs analyses$

%&plain !hy succession planning has become more

important$

'dentify several management development methods$


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%mployee Development%mployee Development

(ignificant Developments)ore hori"ontal *ladders+ in middle management

)ore strategic focus on core competencies

Careers as a series of projects, not up!ard steps in

an organi"ation

Career development no! e&tends to all employees

'n *ne! career+ era, the individual manages o!n

development, not the organi"ation$%mployees !ho change jobs and employers

freuently are no! the norm$


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Careers and Career -lanningCareers and Career -lanning

Career.he series of !or/#related positions a person

occupies through life$

Organi"ation#Centered Career -lanning

0ocuses on jobs and on identifying career paths thatprovide for the logical progression of people bet!een

jobs in the organi"ation$

'ndividual#Centered Career -lanning

0ocuses on an individual1s career rather than inorgani"ational needs$


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Organizational and IndividualOrganizational and Individual

Career Planning PerspectivesCareer Planning Perspectives

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Career )anagement for 'ndividualsCareer )anagement for 'ndividuals

%etting Career 3oals%etting Career 3oals

%elf4Assessment%elf4Assessment 1ee#ba.k on -eality1ee#ba.k on -eality

CareerCareer

anagementanagement


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Ho! -eople Choose CareersHo! -eople Choose Careers

%o.ial%o.ial

Ba.kgron#Ba.kgron#

'nterests'nterests

%elf4'mage%elf4'mage

PersonalityPersonality

CareerCareer

Choi.eChoi.e


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General Career PeriodsGeneral Career Periods

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Career .ransitions and HRCareer .ransitions and HR

The WorkThe Work

%pervisors%pervisors 1ee#ba.k1ee#ba.k

TimeTime

New EmployeeNew Employee

Entry ShockEntry Shock


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2lobal Career Development2lobal Career Development

Repatriation

-lanning, training, and reassignment of global

employees to their home countries$

Development 'ssues

0ocusing on developing local managers as !ell asglobal e&ecutives$

Development areas typically includeCultural issues, running a business, leading and managing,

handling problematic people, personal ualities, self, andcareer$


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Late Career3Retirement 'ssuesLate Career3Retirement 'ssues

TerritorialityTerritoriality

%elf4%elf4

anagementanagement)ee# to)ee# to

BelongBelong

Pri#e inPri#e in

A.hievementA.hievement

-etirement-etirementA#9stmentA#9stment

3oals3oals


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4omen and Careers4omen and Careers

.he percentage of !omen in the !or/force has

more than doubled since 5678, and !ill reach

9:; by


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(pecial Career 'ssues for(pecial Career 'ssues for

Organi"ations and %mployeesOrgani"ations and %mployees

Career -lateaus

%mployees !ho are *stuc/+ at a career level and lac/

opportunities for up!ard mobility$

.echnical and -rofessional 4or/ersDual#career ladders provide advancement path!ays

for specialists and technical employees$

Dual#Career Couples

-roblems occur !hen one partner is promoted or

transferred, causing the other partner to have to

relocate$


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Portable Career PathPortable Career Path

1igre $0/*


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Dual-Career Ladder for EngineersDual-Career Ladder for Engineers

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2lobal .ransfers2lobal .ransfers

HR employee relocation assistance policies that

consider the concerns of dual#career couples

-aying employment agency fees for the relocating

partner

-aying for a designated number of trips for thepartner to loo/ for a job in the proposed ne! location

Helping the partner find a job in the same company or

in another division or subsidiary of the company

Developing computeri"ed job ban/s to share !ith

other companies in the area that list partners

available for job openings


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Developing Human ResourcesDeveloping Human Resources

Development

%fforts to improve employees1 ability to handle a

variety of comple& assignments =/no!ledge !or/>

reuiring judgment, responsibility, decision ma/ing,

and communication$

Organi"ational ?eeds Analyses

0uture employee competencies

%mployee and managerial succession

Retirements, promotions, transfers, departures


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Developent vs! "rainingDevelopent vs! "raining

1igre $0/5


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#$ Developent#$ Developent

Process in anProcess in an

OrganizationOrganization

1igre $0/


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.he HR Development -rocess.he HR Development -rocess

-e4+evelopment-e4+evelopment

ake or By:ake or By:

+eveloping+eveloping%pe.ifi.%pe.ifi.

CapabilitiesCapabilities

;ifelong;ifelong

;earning;earning

,-,-

+evelopment+evelopment


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Development ?eeds AnalysesDevelopment ?eeds Analyses

Assessment Centers

A collection of instruments and e&ercises designed to

diagnose individuals1 development needs$ 'ntent is to identify management potential in participants$

-sychological .esting 'ntelligence tests, verbal and mathematical reasoning

tests, and personality tests are often used$

'nterpretation of results is problematic$

-erformance Appraisals(erve as a source of development information$

Results can be difficult to interpret$


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Development ?eeds AnalysesDevelopment ?eeds Analyses

(uccession -lanning

.he process of identifying a longer#term plan for the

orderly replacement of /ey employees$

(uccession in (mall and Closely Held

Organi"ations 'mportant in small and medium#si"ed firms,

but studies sho! that fe! of these

firms formali"e succession plans$


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%uccession%uccession

PlanningPlanning

ProcessProcess

1igre $0/6


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Choosing a Development ApproachChoosing a Development Approach


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Possible &eans for Developing Eplo'eesPossible &eans for Developing Eplo'ees

in a Learning Organizationin a Learning Organization

1igre $0/7


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Choosing a Development Approach =cont1d>Choosing a Development Approach =cont1d>

%abbati.als an#%abbati.als an#

;eaves of Absen.e;eaves of Absen.e

Classroom CorsesClassroom Corses

an# +egreesan# +egrees,man -elations,man -elations

TrainingTraining

(ff4%ite(ff4%iteetho#setho#s

(t#oor Training(t#oor Training %imlations%imlations

@Bsiness 3ames@Bsiness 3ames


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(dvantages and Disadvantages of(dvantages and Disadvantages of

&a)or Developent (pproaches&a)or Developent (pproaches

1igre $0/8


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(dvantages and Disadvantages of(dvantages and Disadvantages of

&a)or Developent (pproaches *cont+d,&a)or Developent (pproaches *cont+d,

1igre $0/8 .ont#


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&anageent Lessons Learned fro ob E.perience&anageent Lessons Learned fro ob E.perience

1igre $0/$0


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)anagement Development )ethods)anagement Development )ethods

anagerialanagerial

o#elingo#eling

anagementanagement

Coa.hingCoa.hing

anagementanagement

entoringentoring

&e.tive&e.tive

.ation.ation


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%tages in &anageent &entoring $elationships%tages in &anageent &entoring $elationships

1igre $0/$$


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-roblems !ith )anagement-roblems !ith )anagement

Development %ffortsDevelopment %fforts

'nadeuate HR planning and a lac/ of

coordination of HR development efforts$

0ailing to conduct adeuate needs analysis, trying out

fad programs or training methods, and substitutingtraining for selecting ualified individuals$

%ncapsulated Development

A situation in !hich an individual learns ne! methods

and ideas in a development course and returns to a

!or/ unit that is still bound by old attitudes and

methods$

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