Mj11e ch10

ROBERT L. MATHIS

JOHN H. JACKSON

PowerPoint Presentation by Charlie CookThe University of West Alabama

Careers and HR DevelopmentCareers and HR DevelopmentCareers and HR DevelopmentCareers and HR Development

Chapter 10Chapter 10

SECTION 3SECTION 3Training and Developing Training and Developing

Human ResourcesHuman Resources

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• After you have read this chapter, you should be able to:Differentiate between organization-centered and

individual-centered career planning.

Discuss several career issues that organizations and employees face.

List options for development needs analyses.

Explain why succession planning has become more important.

Identify several management development methods.

Employee DevelopmentEmployee DevelopmentEmployee DevelopmentEmployee Development

• Significant DevelopmentsMore 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 own development, not the organization.

Employees who change jobs and employers frequently are now the norm.

Careers and Career PlanningCareers and Career PlanningCareers and Career PlanningCareers and Career Planning

• CareerThe 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 an individual’s career rather than in

organizational needs.

Organizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning PerspectivesOrganizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning Perspectives

Figure 10–1

Career Management for IndividualsCareer Management for IndividualsCareer Management for IndividualsCareer Management for Individuals

Setting Career GoalsSetting Career GoalsSetting Career GoalsSetting Career Goals

Self-AssessmentSelf-AssessmentSelf-AssessmentSelf-Assessment Feedback on RealityFeedback on RealityFeedback on RealityFeedback on Reality

CareerCareerManagementManagement

How People Choose CareersHow People Choose CareersHow People Choose CareersHow People Choose Careers

Social Social BackgroundBackground

InterestsInterestsInterestsInterests

Self-ImageSelf-ImageSelf-ImageSelf-Image

PersonalityPersonalityPersonalityPersonality

Career Career ChoiceChoice

General Career PeriodsGeneral Career PeriodsGeneral Career PeriodsGeneral Career Periods

Figure 10–2

Career Transitions and HRCareer Transitions and HRCareer Transitions and HRCareer Transitions and HR

The WorkThe WorkThe WorkThe Work

SupervisorsSupervisorsSupervisorsSupervisors FeedbackFeedbackFeedbackFeedback

TimeTimeTimeTime

New Employee New Employee Entry ShockEntry Shock

Global Career DevelopmentGlobal Career DevelopmentGlobal Career DevelopmentGlobal Career Development

• RepatriationPlanning, training, and reassignment of global

employees to their home countries.

• Development IssuesFocusing on developing local managers as well as

global executives. Development areas typically include:

Cultural issues, running a business, leading and managing, handling problematic people, personal qualities, self, and career.

Late Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement Issues

TerritorialityTerritorialityTerritorialityTerritoriality

Self-Self-ManagementManagement

Need toNeed toBelongBelong

Pride inPride inAchievementAchievement

RetirementRetirementAdjustmentAdjustment

GoalsGoalsGoalsGoals

Women and CareersWomen and CareersWomen and CareersWomen and Careers

• The percentage of women in the workforce has more than doubled since 1970, and will reach 48% by 2010. “Sequencing”:

Women’s careers are often interrupted for child birth and child rearing and a later return go back to work with a job that allows flexibility when they are older.

Glass ceiling: The situation in which women fail to progress into top

management positions.

Employers can tap into the female labor market with child care, flexible work policies, and a willingness to be accommodative.

Special Career Issues for Special Career Issues for Organizations and EmployeesOrganizations and Employees

• Career 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.

““Portable” Career PathPortable” Career Path““Portable” Career PathPortable” Career Path

Figure 10–3

Dual-Career Ladder for EngineersDual-Career Ladder for EngineersDual-Career Ladder for EngineersDual-Career Ladder for Engineers

Figure 10–4

Global TransfersGlobal TransfersGlobal TransfersGlobal Transfers

• HR employee relocation assistance policies that consider the concerns of dual-career couples:Paying employment agency fees for the relocating

partner

Paying for a designated number of trips for the partner to look for a job in the proposed new location

Helping the partner find a job in the same company or in another division or subsidiary of the company

Developing computerized job banks to share with other companies in the area that list partners available for job openings

Developing Human ResourcesDeveloping Human ResourcesDeveloping Human ResourcesDeveloping Human Resources

• DevelopmentEfforts to improve employees’ ability to handle a

variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication.

• Organizational Needs AnalysesFuture employee competenciesEmployee and managerial successionRetirements, promotions, transfers, departures

Development vs. TrainingDevelopment vs. TrainingDevelopment vs. TrainingDevelopment vs. Training

Figure 10–5

HR Development HR Development Process in an Process in an OrganizationOrganization

Figure 10–6

The HR Development ProcessThe HR Development ProcessThe HR Development ProcessThe HR Development Process

Re-DevelopmentRe-DevelopmentRe-DevelopmentRe-Development

Make or Buy?Make or Buy?Make or Buy?Make or Buy?

Developing Developing Specific Specific

CapabilitiesCapabilities

Developing Developing Specific Specific

CapabilitiesCapabilities

Lifelong Lifelong LearningLearning

HR HR DevelopmentDevelopment

Development Needs AnalysesDevelopment Needs AnalysesDevelopment Needs AnalysesDevelopment Needs Analyses

• Assessment CentersA collection of instruments and exercises designed to

diagnose individuals’ development needs. Intent is to identify management potential in participants.

• Psychological Testing Intelligence tests, verbal and mathematical reasoning

tests, and personality tests are often used. Interpretation of results is problematic.

• Performance AppraisalsServe as a source of development information.Results can be difficult to interpret.

Development Needs AnalysesDevelopment Needs AnalysesDevelopment Needs AnalysesDevelopment Needs Analyses

• Succession PlanningThe process of identifying a longer-term plan for the

orderly replacement of key employees.

• Succession in Small and Closely Held Organizations Important in small and medium-sized firms,

but studies show that few of these firms formalize succession plans.

Succession Succession Planning Planning ProcessProcess

Figure 10–7

Choosing a Development ApproachChoosing a Development ApproachChoosing a Development ApproachChoosing a Development Approach

Job-SiteJob-SiteMethodsMethods

Committee Committee AssignmentAssignment

JobJobRotationRotation

““Assistant-to” Assistant-to” PositionsPositions

On-line On-line DevelopmentDevelopment

Corporate Corporate Universities-Career Universities-Career

DevelopmentDevelopment

Corporate Corporate Universities-Career Universities-Career

DevelopmentDevelopment

Learning Learning OrganizationOrganization

CoachingCoachingCoachingCoaching

Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organizationin a Learning Organization

Figure 10–8

Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)

Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence

Classroom CoursesClassroom Coursesand Degreesand Degrees

Human RelationsHuman RelationsTrainingTraining

Off-Site Off-Site MethodsMethods

Outdoor TrainingOutdoor TrainingOutdoor TrainingOutdoor Training SimulationsSimulations(Business Games)(Business Games)

SimulationsSimulations(Business Games)(Business Games)

Advantages and Disadvantages of Advantages and Disadvantages of Major Development ApproachesMajor Development Approaches

Figure 10–9

Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d)Major Development Approaches (cont’d)

Figure 10–9 cont’d

Management Lessons Learned from Job ExperienceManagement Lessons Learned from Job ExperienceManagement Lessons Learned from Job ExperienceManagement Lessons Learned from Job Experience

Figure 10–10

Management Development MethodsManagement Development MethodsManagement Development MethodsManagement Development Methods

ManagerialManagerialModelingModeling

ManagementManagementCoachingCoaching

ManagementManagementMentoringMentoring

ExecutiveExecutiveEducationEducation

Stages in Management Mentoring RelationshipsStages in Management Mentoring RelationshipsStages in Management Mentoring RelationshipsStages in Management Mentoring Relationships

Figure 10–11

Problems with Management Problems with Management Development EffortsDevelopment Efforts

• Inadequate HR planning and a lack of coordination of HR development efforts.Failing to conduct adequate needs analysis, trying out

fad programs or training methods, and substituting training for selecting qualified individuals.

• Encapsulated DevelopmentA situation in which an individual learns new methods

and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods.

Mj11e ch10

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