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Human ResourceHuman Resource
ManagementManagementTENTH EDITONTENTH EDITON
2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentationby Charlie CookPowerPoint Presentationby Charlie Cook
Careers and HR DevelopmentCareers and HR Development
Chapter 10Chapter 10
SECTION 3Training and
DevelopingHuman
Resources
SECTION 3Training and
DevelopingHuman
Resources
Robert L. MathisRobert L. Mathis John H. JacksonJohn H. Jackson
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Learning ObjectivesLearning Objectives
After you have read this chapter, you should beable to:
Differentiate between organization-centered andindividual-centered career planning
Discuss several career issues that organizations andemployees face.
Define human resource development, and describethe development process.
Discuss specific advantages and problemsassociated with assessment centers.
Identify four on-the-job and four off-the-jobdevelopment methods.
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Employee DevelopmentEmployee Development
Significant Developments More horizontal ladders in middle management
More strategic focus on core competencies
Careers as a series of projects, not upward steps in
an organization
Career development now extends to all employees
In new career era, the individual manages owndevelopment, not the organization.
Employees who change jobs and employersfrequently are now the norm.
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CareersCareers
Career The series of work-related positions a person
occupies through life.
Organization-Centered Career Planning
Focuses on jobs and on identifying career pathsthat provide for the logical progression of peoplebetween jobs in the organization.
Individual-Centered Career Planning
Focuses on individuals careers rather than inorganizational needs.
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Organizational and IndividualOrganizational and Individual
Career Planning PerspectivesCareer Planning Perspectives
Figure 101
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Career Management for IndividualsCareer Management for Individuals
Setting Career GoalsSetting Career Goals
SelfSelf--AssessmentAssessment Feedback on RealityFeedback on Reality
CareerCareer
ManagementManagement
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How People Choose CareersHow People Choose Careers
SocialSocial
BackgroundBackground
InterestsInterests
SelfSelf--ImageImage
PersonalityPersonality
CareerCareer
ChoiceChoice
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Length of Time Employees Stay With EmployersLength of Time Employees Stay With Employers
Figure 102Source: U.S. Department of Labor, Bureau of Statistics, 2001
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General Career PeriodsGeneral Career Periods
Figure 103
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Career Transitions and HRCareer Transitions and HR
The WorkThe Work
SupervisorsSupervisors FeedbackFeedback
TimeTime
EntryEntryShockShock
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Late Career/RetirementLate Career/Retirement
TerritorialityTerritoriality
SelfSelf--
ManagementManagement
Need toNeed to
BelongBelong
Pride inPride in
AchievementAchievement
RetirementRetirement
AdjustmentAdjustment
GoalsGoals
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Special Career Issues forSpecial Career Issues for
Organizations and EmployeesOrganizations and Employees
Career Plateaus
Employees who are stuck at a career level andlack opportunities for upward mobility.
Technical and Professional Workers Dual-career ladders provide advancement pathways
for specialists and technical employees.
Dual-Career Couples
Problems occur when one partner is promoted ortransferred, causing the other partner to have torelocate.
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The Portable Career PathThe Portable Career Path
Figure 104
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DualDual--Career Paths for EngineersCareer Paths for Engineers
Figure 105
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Developing Human ResourcesDeveloping Human Resources
Development Efforts to improve employees ability to handle a
variety of a variety of assignments.
Developing Needs Analyses
Assessment Centers A collection of instruments and exercises designed to
diagnose individuals development needs.
Intent is to identify management potential in
participants.
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Development vs. TrainingDevelopment vs. Training
Figure 106
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The HRThe HR
DevelopmentDevelopment
Process in anProcess in anOrganizationOrganization
Figure 107
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The HR Development ProcessThe HR Development Process
ReRe--DevelopmentDevelopment
Make or Buy?Make or Buy?
DevelopingDeveloping
SpecificSpecific
CapabilitiesCapabilities
LifelongLifelong
LearningLearning
HRHR
DevelopmentDevelopment
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Other Development IssuesOther Development Issues
Psychological Testing Performance Appraisals
Serve as a source of development information
Results can be difficult to interpret.
Succession Planning The process of identifying a
longer-term plan for the orderlyreplacement of key employees.
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Succession Planning ProcessSuccession Planning Process
Figure 108
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Possible Means Used in a Learning OrganizationPossible Means Used in a Learning Organization
Figure 109
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Choosing a Development Approach (contd)Choosing a Development Approach (contd)
Sabbaticals andSabbaticals and
Leaves of AbsenceLeaves of Absence
Classroom CoursesClassroom Courses
and Degreesand Degrees
Human RelationsHuman Relations
TrainingTraining
OffOff--SiteSite
MethodsMethods
Outdoor TrainingOutdoor Training
SimulationsSimulations
(Business Games)(Business Games)
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Advantages andDisadvantages of MajorAdvantages andDisadvantages of Major
DevelopmentApproachesDevelopmentApproaches
Figure 1010a
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Advantages andDisadvantages of MajorAdvantages andDisadvantages of Major
DevelopmentApproachesDevelopmentApproaches
Figure 1010b
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ManagerialLessons and Job ExperienceManagerialLessons and Job Experience
Figure 1011
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Management DevelopmentManagement Development
ManagerialManagerial
ModelingModeling
ManagementManagementCoachingCoaching
MentoringMentoring
ExecutiveExecutive
EducationEducation
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Stages in Mentoring RelationshipsStages in Mentoring Relationships
Figure 1012