7/31/2019 Chap12 - Copy
1/33
12 - 1
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
1212Chapter
Special Challenges in Career
Management
Special Challenges in Career
Management
7/31/2019 Chap12 - Copy
2/33
12 - 2
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
ObjectivesObjectivesAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:
1. Design an effective socialization program foremployees.
2. Discuss why a dual-career path is necessary for
professional and managerial employees.3. Provide advice on how to help a plateaued
employee.
4. Develop policies to help employees and thecompany avoid technical obsolescence.
7/31/2019 Chap12 - Copy
3/33
12 - 3
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
ObjectivesObjectives (continued)(continued)
5. Develop policies to help employees deal withwork-and-life conflict.
6. Select and design outplacement strategies that
minimize the negative effects on displacedemployees and survivors.
7. Explain why retirees may be valuable as part-
time employees.
7/31/2019 Chap12 - Copy
4/33
12 - 4
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
IntroductionIntroduction
Many companies in Silicon Valley face seriouscareer management challenges.
These companies are now paying more attention to
career management issues because their work forceis starting to age and pay more attention to work-
life balance.
Many employees face long commutes because theycan not afford to live close to where they work.
7/31/2019 Chap12 - Copy
5/33
12 - 5
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
IntroductionIntroduction (continued)(continued)
If companies do nothelp their employeeswith their personallives, they may leavefor jobs with othercompanies in otherareas that do.
7/31/2019 Chap12 - Copy
6/33
12 - 6
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Special Challenges in Career ManagementSpecial Challenges in Career Management
Socializationand
Orientation
Dual-CareerPaths
Plateauing
SkillsObsolescenc
eWork and Non-work Policies
BalancingWork and Life
Coping WithJob Loss
DealingWith OlderWorkers
7/31/2019 Chap12 - Copy
7/33
12 - 7
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Socialization and OrientationSocialization and Orientation
Organizational socializationOrganizational socialization is the process bywhich new employees are transformed into
effective members of the company.
The purpose oforientationorientation is to:Prepare employees to perform their jobs effectively
Learn about the organization
Establish work relationships
7/31/2019 Chap12 - Copy
8/33
12 - 8
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Phases of the Socialization ProcessPhases of the Socialization Process
AnticipatorySocialization
Encounter
Settling In
7/31/2019 Chap12 - Copy
9/33
12 - 9
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
What Employees Should Learn andWhat Employees Should Learn andDevelop Through Socialization:Develop Through Socialization:
History CompanyGoals
Language
Politics
PeoplePerformance
7/31/2019 Chap12 - Copy
10/33
12 - 10
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Socialization and Orientation ProgramsSocialization and Orientation Programs
Play an important role in socializing employees. Effective socialization programs result in
employees having a strong commitment and loyalty
to the company.This reduces turnover.
Effective orientation programs include active
involvement of the new employee. Effective programs have peers, managers, and
senior co-workers actively involved.
7/31/2019 Chap12 - Copy
11/33
12 - 11
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Content of Orientation ProgramsContent of Orientation Programs
Company-LevelCompany-LevelInformationInformation
Company overview
Key policies and
proceduresCompensation
Employee benefits &services
Safety & accidentprotection
Employee & unionrelations
Department-LevelDepartment-LevelInformationInformation
Department functions
Job duties &
responsibilitiesPolicies, procedures,
rules
Performance
expectations
Tour of department
Introduction to co-workers
12 12
7/31/2019 Chap12 - Copy
12/33
12 - 12
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Characteristics of Effective Orientation ProgramsCharacteristics of Effective Orientation Programs
Employees are encouraged to ask questions. Program includes information on both technical and
social aspects of the job. Orientation is the responsibility of the new employees
manager. Debasing and embarrassing new employees is avoided. Formal and informal interactions with managers and
peers occur. Programs involve relocation assistance. Employees receive information about the companys
products, services, and customers.
12 13
7/31/2019 Chap12 - Copy
13/33
12 - 13
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Dual-Career PathsDual-Career Paths
A career pathcareer path is a sequence of job positionsinvolving similar types of work and skills that
employees move through in the company.
For companies with professional employees, a keyissue is how to ensure that they feel they are valued.
The traditional career path modeltraditional career path modelhas limited
advancement opportunities for those in thetechnical career path.
12 14
7/31/2019 Chap12 - Copy
14/33
12 - 14
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Traditional career path for scientists andTraditional career path for scientists andmanagers:managers:
Individual ContributorCareer Path
Management CareerPath
Scientist
Research Scientist
Principal ResearchScientist
Assistant Manager
Manager
DepartmentManager
Assistant Director
Assistant Director
12 15
7/31/2019 Chap12 - Copy
15/33
12 - 15
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
A dual-career-dual-career-
path systempath system
enablesemployees to
remain in a
technical career
path or move into
a management
career path.
12 - 16Example of a dual-career-path systemExample of a dual-career-path system
7/31/2019 Chap12 - Copy
16/33
12 - 16
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
MANAGEMENTLADDER
TECHNICALLADDERSenior Associate
Associate
Engineers,Programmers,
Project
Development
Senior
Functional
Management
Executives
Staff
Advisory
Senior
SeniorTechnical
StaffMember
Fellow
Example of a dual career path systemExample of a dual career path system
12 - 17
7/31/2019 Chap12 - Copy
17/33
12 17
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Characteristics of Effective Career PathsCharacteristics of Effective Career Paths
Salary, status, and incentives for technicalemployees compare favorably with those of
managers.
Individual contributors base salary may be lowerthan managers, but they are given opportunities to
increase their total compensation through bonuses.
The individual contributor career path is not used tosatisfy poor performers who have no managerial
potential.
12 - 18
7/31/2019 Chap12 - Copy
18/33
12 18
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Characteristics of Effective Career PathsCharacteristics of Effective Career Paths(continued)(continued)
The career path is for employees with outstandingtechnical skills.
Individual contributors are given the opportunity to
choose their career path.The company provides assessment resources.
Assessment information enables employees to make
comparisons between their interests and abilitieswith those of employees in technical and
managerial positions.
12 - 19
7/31/2019 Chap12 - Copy
19/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
PlateauingPlateauing
PlateauingPlateauingmeans that the likelihood of theemployee receiving future job assignments with
increased responsibility is low.
Mid-career employees are most likely to plateau. Plateauing becomes dysfunctional when the
employee feels stuck in a job that offers no
potential for personal growth. Such frustration results in poor job attitude,
increased absenteeism, and poor job performance.
12 - 20
7/31/2019 Chap12 - Copy
20/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Reasons Employees Can PlateauReasons Employees Can Plateau
Discrimination based on age, gender, or race. Lack of ability.
Lack of training.
Low need for achievement. Unfair pay decisions or dissatisfaction with pay
raises.
Confusion about job responsibilities. Slow company growth resulting in reduced
development opportunities.
12 - 21
7/31/2019 Chap12 - Copy
21/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Possible Remedies for Plateaued EmployeesPossible Remedies for Plateaued Employees
Employee understands the reasons for plateau.
Employee is encouraged to participate in
development activities.
Employee is encouraged to seek career counseling.
Employee reality-tests his solutions.
12 - 22
7/31/2019 Chap12 - Copy
22/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Skills ObsolescenceSkills Obsolescence
ObsolescenceObsolescence a reduction in an employeescompetence resulting from a lack of knowledge of
new work processes, techniques, and technologies
that have developed since the employee completed
her education.
Not just a concern of technical and professional
occupations. All employees are at risk.
Obsolescence needs to be avoided if companies are
trying to become learning organizations.
12 - 23
7/31/2019 Chap12 - Copy
23/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Factors Related to Updating SkillsFactors Related to Updating Skills
Updated
Skills
Manager CompanyClimate
RewardSystem
Peers
Provide Challenging WorkAssignments
Encourage Employees toAcquire New Skills
Discuss Ideas
Share Information
Emphasis onContinuous Learning
Sabbaticals
Pay for New Ideas
Pay for EmployeeDevelopment
12 - 24
7/31/2019 Chap12 - Copy
24/33
Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve
Balancing Work and LifeBalancing Work and Life
Families with a working husband, homemaker wife,and two or more children account for only 7
percent of American families.
The increasing number of two-career couples andsingle heads of households creates a challenge for
companies.
Companies have to carefully consider how tomanage employees who are simultaneously meeting
the needs of both work and family.
12 - 25
7/31/2019 Chap12 - Copy
25/33
Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve
Balancing Work and LifeBalancing Work and Life (continued)(continued)
There are two roles that training can play inbalancing work and non-work.
Trainers and managers may be responsible for
developing policies and procedures.Trainers may be responsible for developing
training programs to teach managers their role
in administering and overseeing the use ofwork-life policies.
12 - 26
7/31/2019 Chap12 - Copy
26/33
Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve
Types of Work-Life ConflictTypes of Work-Life Conflict
Time-basedConflict
Strain-basedConflict
Behavior-basedConflict
12 - 27
C P li i t A d tC P li i t A d t
7/31/2019 Chap12 - Copy
27/33
Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve
Company Policies to AccommodateCompany Policies to AccommodateWork and Non-work:Work and Non-work:
Communicating information about workand non-work policies and job demands.
Flexibility in work arrangements and work
schedules.Redesigning jobs.
Support Services.
12 - 28
7/31/2019 Chap12 - Copy
28/33
Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve
For job sharing to be effective:For job sharing to be effective:
The impact of job sharing on clients and customers must bedetermined. The employee interested in job sharing must find another
employee performing the same job who wants reduced workhours.
The two people sharing the job need to have similar workvalues and motivations.
The manager must actively communicate with the job-
sharing employees. All schedules and work assignments need coordination. Performance measurement should be both team and
individual.
12 - 29
7/31/2019 Chap12 - Copy
29/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Coping With Job LossCoping With Job Loss
Important career management issue because of theincreased use of downsizing to deal with excess
employees resulting from corporate restructuring,
mergers, acquisitions, and takeovers.
Companies that lay off employees can experience
lowered job commitment, distrust of management,
and difficulties recruiting new employees.
Job loss causes stress and disrupts the personal
lives of laid-off employees.
12 - 30
7/31/2019 Chap12 - Copy
30/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Coping With Job LossCoping With Job Loss (continued)(continued)
From a career management standpoint,companies and managers have two major
responsibilities:
They are responsible for helping employees whowill lose their jobs.
Steps must be taken to ensure that the survivors
of the layoff (remaining employees) remainproductive and committed to the organization.
12 - 31
7/31/2019 Chap12 - Copy
31/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Coping With Job Loss: OutplacementCoping With Job Loss: Outplacement
Companies need to provide outplacement servicesto help prepare employees for layoffs:
Advance warning and explanation for a layoff.
Psychological, financial, and career counseling.Assessment of skills and interests.
Job campaign services.
Job banks.Electronic delivery of job openings.
12 - 32
7/31/2019 Chap12 - Copy
32/33
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve
Dealing With Older WorkersDealing With Older Workers
Meeting the needs of older workers.
Pre-retirement socialization.
Retirement.
Early retirement programs.
7/31/2019 Chap12 - Copy
33/33