HRM Chapter 10

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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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2002 Southwestern College Publishing. All rights reserved. 102

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

HRM Chapter 10

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