17711446 Careers and HR Development Rattar Muhammad Azam Urdu University Karachi

8/8/2019 17711446 Careers and HR Development Rattar Muhammad Azam Urdu University Karachi

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ROBERTL.MATHIS

JOHNH. JACKSON

PowerPoint Presentation by Charlie CookThe University of West Alabama

Copyright 2005 Thomson Business & Professional Publishing.All rights reserved.

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

Chapter 10Chapter 10

SECTION 3SECTION 3Training and DevelopingTraining and Developing

Human ResourcesHuman Resources

Presented By: Rattar, Muhamma Azam

Federal Urdu University Karachi


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Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 102

Learning ObjectivesLearning Objectives

Learning ObjectivesLearning Objectives

After you have read this chapter, you should beable 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.


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Employee DevelopmentEmployee Development

Employee 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.


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Careers and Career PlanningCareers and Career Planning

Careers and Career PlanningCareers and Career Planning

CareerThe series of work-related positions a person

occupies through life.

Organization-Centered Career Planning

Focuses on jobs and on identifying career paths thatprovide for the logical progression of people between

jobs in the organization.

Individual-Centered Career Planning

Focuses on an individuals career rather than inorganizational needs.


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Organizational and IndividualOrganizational and Individual

Career Planning PerspectivesCareer Planning Perspectives

Figure 101


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CareerManagement for IndividualsCareerManagement for Individuals

CareerManagement for IndividualsCareerManagement 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 CareersHow People Choose CareersHow People Choose Careers

SocialSocial

BackgroundBackground

InterestsInterests

SelfSelf--ImageImage

PersonalityPersonality

CareerCareer

ChoiceChoice


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General Career PeriodsGeneral Career Periods

Figure 102


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CareerTransitions and HRCareerTransitions and HRCareerTransitions and HRCareerTransitions and HR

The WorkThe Work

SupervisorsSupervisors FeedbackFeedback

TimeTime

New EmployeeNew Employee

Entry ShockEntry Shock


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Global Career DevelopmentGlobal Career DevelopmentGlobal Career DevelopmentGlobal Career Development

RepatriationPlanning, training, and reassignment of global

employees to their home countries.

Development Issues

Focusing on developing local managers as well asglobal executives.

Development areas typically include:

Cultural issues, running a business, leading and managing,

handling problematic people, personal qualities, self, andcareer.


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

TerritorialityTerritoriality

SelfSelf--


Need toNeed to

BelongBelong

Pride inPride in

AchievementAchievement

RetirementRetirement

AdjustmentAdjustment

GoalsGoals


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Women and CareersWomen and CareersWomen and CareersWomen and Careers

The percentage of women in the workforce hasmore than doubled since 1970, and will reach

48% by 2010.

Sequencing:

Womens careers are often interrupted for child birth andchild 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.


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Special Career Issues forSpecial Career Issues for

Organizations and EmployeesOrganizations and Employees

Special Career Issues forSpecial Career Issues for

Organizations and EmployeesOrganizations and Employees

Career Plateaus

Employees who are stuck at a career level and lack

opportunities for upward mobility.

Technical and ProfessionalWorkersDual-career ladders provide advancement pathways

for specialists and technical employees.

Dual-Career Couples

Problems occur when one partner is promoted or

transferred, causing the other partner to have to

relocate.


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Portable Career PathPortable Career Path

Figure 103


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DualDual--Career Ladder for EngineersCareer Ladder for Engineers

Figure 104


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Global TransfersGlobal TransfersGlobal TransfersGlobal Transfers

HR employee relocation assistance policies thatconsider the concerns of dual-career couples:

Paying employment agency fees for the relocating

partner

Paying for a designated number of trips for thepartner 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


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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 Analyses

Future employee competencies

Employee and managerial succession

Retirements, promotions, transfers, departures


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Development vs. TrainingDevelopment vs. Training

Figure 105


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HRDevelopmentHRDevelopmentProcess in anProcess in an

OrganizationOrganization

Figure 106


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The HR Development ProcessThe HR Development ProcessThe 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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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.


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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.


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SuccessionSuccession

PlanningPlanning

ProcessProcess

Figure 107


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

JobJob--SiteSite

MethodsMethods

CommitteeCommittee

AssignmentAssignment

JobJob

RotationRotation

AssistantAssistant--toto

PositionsPositions

OnOn--lineline


CorporateCorporate

UniversitiesUniversities--CareerCareer


LearningLearning

OrganizationOrganization

CoachingCoaching


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Possible Means forDeveloping EmployeesPossible Means forDeveloping Employees

in a Learning Organizationin a Learning Organization

Figure 108


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Choosing a Development Approach (contd)Choosing a Development Approach (contd)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 ofAdvantages andDisadvantages of

MajorDevelopmentApproachesMajorDevelopmentApproaches

Figure 109


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Advantages andDisadvantages ofAdvantages andDisadvantages of

MajorDevelopmentApproaches (contd)MajorDevelopmentApproaches (contd)

Figure 109 contd


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Management Lessons Learned from Job ExperienceManagement Lessons Learned from Job Experience

Figure 1010


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Management Development MethodsManagement Development MethodsManagement Development MethodsManagement Development Methods

ManagerialManagerial

ModelingModeling

ManagementManagementCoachingCoaching


MentoringMentoring

ExecutiveExecutive

EducationEducation


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Stages in Management MentoringRelationshipsStages in Management MentoringRelationships

Figure 1011


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Problems with ManagementProblems with Management

Development EffortsDevelopment Efforts

Problems with ManagementProblems 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 substitutingtraining for selecting qualified individuals.

Encapsulated Development

A 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.

17711446 Careers and HR Development Rattar Muhammad Azam Urdu University Karachi

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