shrm ppt

5/19/2018 shrm ppt

1/29

B YV i s h a l

V i p r aJ a s m i n e

p r a y a s

Careers and Career

Management

5/19/2018 shrm ppt

2/29

Introduction11 -2

The concepts of career and career management isimportant in order to retain and motivate employees.

These companies do provide resources supportingcareers such as development opportunities,mentoring, and training managers in how to coachemployees.

A major challenge is how to balance advancingcurrent employees careers with simultaneouslyattracting and acquiring employees with new skills.

5/19/2018 shrm ppt

3/29

What Is Career Management?11 -3

Career managementis the processthrough which employees: Become aware of their own interests, values,

strengths, and weaknesses. Obtain information about job opportunities

within the company.

Identify career goals. Establish action plans to achieve career

goals.

5/19/2018 shrm ppt

4/29

Why Is Career Management Important?

The failure to motivate employees to plantheir careers can result in:

A shortage of employees to fill openpositions

Lower employee commitment

Inappropriate use of money allocated for

training and development programs

Companys

perspective

Lack of career management can result in: Frustration

Feelings of not being valued by thecompany

Being unable to find suitable employmentshould a job change be necessary due tomergers, acquisitions, restructuring, ordownsizing.

Employeesperspective

5/19/2018 shrm ppt

5/29

Career Management and Career Motivation11 -5

Career motivationrefers to:

Employees energy to invest in their careers

Their awareness of the direction they want their

careers to take The ability to maintain energy and direction despite

barriers they may encounter

Career motivation has three aspects:

Career resilience Career insight

Career identity

5/19/2018 shrm ppt

6/29

The Value of Career Motivation11 -6

Components of Career Motivation

Career

Resilience(flexibility)

Company Value

Innovation

Employees adapting to unexpected changes

Commitment to CompanyPride in Work

Employee Value

Be aware of skill strengths and weaknesses

Participate in learning activitiesCope with less than ideal workingconditions

Avoid skill obsolescence

Career Insight

(approaching)

Career Identity

5/19/2018 shrm ppt

7/29

The career management process:11 -7

Self-Assessment

Reality

Check Goal SettingAction

Planning

Use of information by

employees to determine their

career interests, values,

aptitudes, and behavioral

tendencies.

Often involves psychological

tests.

Informationemployeesreceive about how the

company evaluates their

skills and knowledge andwhere they fit into

company plans.

The process of

employees developing

short- and long-term

career objectives.

Usually discussed with

the manager and written

into a development plan.

Employees

determining how

they will achievetheir short- and long-

term career goals.

5/19/2018 shrm ppt

8/29

Design factors of Effective Career ManagementSystems:

11 -8

System is positioned as a response to abusiness need.

Employees and managers participate indevelopment of the system.

Employees are encouraged to take an

active role in career management. Evaluation is ongoing and used to

improve the system.

5/19/2018 shrm ppt

9/29

Design factors of Effective Career ManagementSystems: (continued)

11 -9

Business units can customize the system fortheir own purposes.

Employees need access to careerinformation sources.

Senior management supports the careersystem.

Career management is linked to other

human resource practices such as training,recruiting systems, and performancemanagement.

5/19/2018 shrm ppt

10/29

Shared Responsibility:Roles in Career Management

Employees

Take the initiative to ask for feedback from managers and peers regarding their skill strengths

and weaknesses. Identify their stage of career development and development needs. Seek challenges by gaining exposure to learning opportunities.

Interact with employees from different work groups inside and outside the company.

Create visibility through good performance.

Manager

Provide information or advice about training and development opportunities. Provide specialized services such as testing to determine employees values, interests, and

skills.

Help prepare employees for job searches.

Offer counseling on career-related problems.

Company

Companies are responsible for providing employees with the resources needed to besuccessful in career planning: Career workshops

Information on career and job opportunities

Career planning workbooks

Career counseling

Career paths

5/19/2018 shrm ppt

11/29

Managers Role in Career Management

Roles Responsibilities

Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns

Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs

Advisor Generate options, experiences, and relationships

Assist in goal settingProvide recommendations

Referral agent Link to career management resources

Follow up on career management plan

11 - 11

5/19/2018 shrm ppt

12/29

Evaluating Career Management Systems11 -12

Career management systems need to be evaluated toensure that they are meeting the needs of employees andthe business.

Two types of outcomes can be used to evaluate:

Reactions of the customers (employees andmanagers) who use the career managementsystem

Results of the career management system Evaluation of a career management system should be

based on its objectives.

5/19/2018 shrm ppt

13/29

FLEXIBLE WORKINGENVIRONMENT

5/19/2018 shrm ppt

14/29

What are flexible work arrangements?

Flexible Work Arrangements alter the time and/orplace that work is conducted. FWA provide flexibilityin the:

Scheduling of hours worked and arrangements

regarding overtime, predictable scheduling, and shiftand break schedules;

Amount of hours worked; and

Place of work.

Workplace Flexibility 2010
http://www.law.georgetown.edu/workplaceflexibility2010/definition/index.cfmhttp://www.law.georgetown.edu/workplaceflexibility2010/definition/index.cfm

5/19/2018 shrm ppt

15/29

Common flexible work arrangements

Compressed Work Week:A work schedule that condenses one or morestandard workweeks into fewer, longer days. (9/80)

Flextime:A work schedule with variable starting and ending times, withinlimits set by ones manager. Employees still work the same number ofscheduled hours as they would under a traditional arrangement. (7 am-3pmor 10 am-6pm)

Job-Sharing:An arrangement in which two or more part-time (oroccasional) employees share the responsibilities of one full-time job at a pro-rated salary.

Part-time Work:A work schedule that is less than full-time but is at leasthalf of the regularly scheduled full-time workweek.

Personal or Family Leaves:A block of time off while retaining ones job.These leaves may be paid or unpaid.

Telecommuting: regularly work at home or at an alternative worksiteduring part or all of a work schedule (in office M/W/F, remote work T/Th).

MIT
http://hrweb.mit.edu/worklife/flexible_work_arrangements.pdfhttp://hrweb.mit.edu/worklife/flexible_work_arrangements.pdf

5/19/2018 shrm ppt

16/29

FWA Metrics and Statistics

Everyone wants FWA Nearly 80% of workers say they would

like to have more flexible work optionsand would use them if there were nonegative consequences at work.Families and Work Institute,2004

79% of companies allow some

employees to use FWA 37% of companies allow all or most

employees to use FWA

(Galinsky, Bond, & Sakai, 2008)

Not for every job or employee Must meet business needs

More common among professionalstaff

Must achieve performance expectations

0%

10%

20%

30%

1985 1997 2004

% of Workforce using FWA

Beers, T. (2000). Flexible schedules and shift

work: Replacing the 9 to 5 workday? Monthly

Labor Review, 123(6), p. 33.
http://familiesandwork.org/3w/research/downloads/status.http://familiesandwork.org/3w/research/downloads/status.http://familiesandwork.org/3w/research/downloads/status.http://familiesandwork.org/3w/research/downloads/status.http://familiesandwork.org/3w/research/downloads/status.

5/19/2018 shrm ppt

17/29

Business benefits of FWA

Offers a no-cost or low-cost initiative with highROI

Impacts ability to recruit and retain Reduces unplanned absenteeism Enhances reputation as an employer of choice Lowers overhead and real estate costs

Provides greater coverage in a 24/7 globaleconomy

EmployerBenefits

Increases job satisfaction, loyalty andengagement

Improves productivity and performance Lowers stress and health care costs Minimizes the impact of environmental issues

Employer

&EmployeeBenefits

5/19/2018 shrm ppt

18/29

Business benefits of FWA: Data

96% report that flexibility influences theirdecision to stay at the company; 73% saythat flexibility is very important in thatdecision, and 23% say that its somewhatimportant.

Employees who use flexible workarrangements scored, on average, 30%lower on stress and burnout.

Bank branches with flexible workarrangements had retention rates 50%

higher than other branches.

Corporate Voices for Working Families with WFD Consulting
http://www.cvworkingfamilies.org/system/files/Business%20Impacts%20of%20Flexibility.pdfhttp://www.cvworkingfamilies.org/system/files/Business%20Impacts%20of%20Flexibility.pdf

5/19/2018 shrm ppt

19/29


73% of employees with high availability of

flexible work arrangements reported thatthere was a high likelihood that they wouldstay with their current employer for the nextyear.

Bond, J.T., Thompson, C., Galinsky, E. & Prottas,D. (2003).Highlights of the

2002 national study of the changing workforce.New York: Families andWork Institute.

Studies indicate that the availability and useof flexibility and other work-family policies is

associated with higher commitment, jobsatisfaction, loyalty, and lower intention toturnover.

Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, andboundary management: Correlates of policy use and practice, job control, andwork-family effectiveness.Journal of Vocational Behavior.68(2), 347-367.

5/19/2018 shrm ppt

20/29


Organizations with higher employee satisfactionreport larger than average annual returns to investors.

with respect to flexibility programs that enable workers towork from home, if the proportion of employees working

from home increases by one percentage point, the firmsprofit rate increases by an additional six-tenths of onepercent. For the average firm included in this sample, thisequates to a profit increase of approximately $84 million.

Meyer, C.S., Mukerjee, S., & Sestero, A. (2001). Work-family benefits: Which onesmaximize profits?Journal of Managerial Issues, 13(1), p. 40.

5/19/2018 shrm ppt

21/29

General obstacles to implementation

Nature of work

Managers perceptions and abilities

Culture of workplace and how work is done

Employee concerns

5/19/2018 shrm ppt

22/29

Economic obstacles to implementation

In todays economic climate, FWA present new challenges:

Inflexible systems make it difficult to integrate FWA

Groundwork not created to integrate FWA within theorganization

Not comfortable with FWA as a way to do business

5/19/2018 shrm ppt

23/29

Overcoming the obstacles

Effective steps to reduce obstacles at your organization:

Make managers accountable (raise-dependent) for creating awork environment where employees can thrive at work/home

Help managers to measure important business outcomes

Try a pilot program

Train managers and co-workers about how flexibility can helpthem to achieve their business goals

Train managers and co-workers about how to implement andsustain FWA

Encourage communication about how work will get done and

the rules of the game Use metrics and evaluation to demonstrate impacts, make

improvements and re-measure

5/19/2018 shrm ppt

24/29

Overcoming the economic obstacles

Effective steps to reduce obstacles in current economic

climate:

Examine how FWA could help the organization to achieve businessgoals

Reward performance versus face time

Ask employees and work teams how they could integrate FWA intotheir jobs/teams

Offer FWA as a way to support employees and provide relief fromheavy workloads and stress

Remember: even if there have already been layoffs, its never toolate to embrace FWA

5/19/2018 shrm ppt

25/29

Best practices and examples

KPMG UK, German and Swiss firms: FlexibleFutures. Asked staff to volunteer to work either afour-day week with a proportionate pay cut or take asabbatical for up to three months.

We learnt some painful lessons from the last downturn

when we made redundancies and lost some real talent. Whenthe upturn came, we were not positioned as well as we couldbe. So this time the challenge was clear. Could we createsufficient flexibility in our cost base that would allow us toreact quickly to future events while retaining our people forthe moment the market picks up?People Management

Dell asked employees to take up to 5 days off withoutpay during the next 3 months. Although the leave isnot mandatory, the company has indicated thatlayoffs may be necessary if not enough workersparticipate in this reduction of hours/pay.

Goal: Reduce workforce costs without severing ties to employees
http://www.peoplemanagement.co.uk/pm/articles/2009/01/thinking-two-steps-ahead.htmhttp://www.peoplemanagement.co.uk/pm/articles/2009/01/thinking-two-steps-ahead.htmhttp://www.peoplemanagement.co.uk/pm/articles/2009/01/thinking-two-steps-ahead.htm

5/19/2018 shrm ppt

26/29


FedEx cut salaries of senior executives andsalaried-exempt employees by 5 to 20%, a$600 million savings.

Brandeis University requested that facultymembers give up 1% of their salary, and 30%

have volunteered.

Cisco ordered a four-day year-endshutdown. Instead of a severance package,Cisco Systems offered the 8,500 employeesit laid off in April, a third of their salaries, all

benefits, and stock-option awards whileworking for one year at a not-for-profitgroup already associated with the company.

5/19/2018 shrm ppt

27/29


In Atlanta, an expected budget shortfall of$60 million meant that 4,600 cityemployees had their weekly hours and paycut by 10%.

During their layoffs, founder CharlesSchwab and his wife created a $10 millioneducational fund for these workers. Thefund covers as much as $20,000 worth oftuition over two years at accreditedacademic institutions for re-training andnew skill development.

5/19/2018 shrm ppt

28/29


Megavolt (Springfield, MO) moved to a "shared work program" of three10-hour days a week. While workers keep their jobs, the lost 10 hourseach week is enough for them to be eligible for state unemploymentbenefits in Missouri.

In 1984, the Maryland General Assemblyestablished the Work Sharing

Unemployment Insurance Program. This voluntary program providesemployers with an alternative to layoffs. The principle behind WorkSharing is simple; instead of laying off a percentage of the work force tocut costs, an employer can reduce workers' hours by the samepercentage and keep the entire work force on the job.

Numerous states allow workers with reduced schedules to collectunemployment:AZ, AR, CA, CT, FL, IA, KS, LA, MD,MA, MN, MO, NY, OR, RI, TX, VT and WA.
http://www.dllr.state.md.us/employment/worksharing/http://www.adp.com/tools-and-resources/newsletters/ui-forum-adp-group/~/media/UI%20Forum%20PDF/UIForum_Spring08.ashxhttp://www.adp.com/tools-and-resources/newsletters/ui-forum-adp-group/~/media/UI%20Forum%20PDF/UIForum_Spring08.ashxhttp://www.dllr.state.md.us/employment/worksharing/

5/19/2018 shrm ppt

29/29

Conclusion

FWA can help you to achieve your business goals

FWA offer a wide range of business benefits

FWA provide an alternative to layoffs

Research data documents the significant ROI ofFWA

Obstacles exist but can be overcome

shrm ppt

Documents

Transcript of shrm ppt