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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 Development

Chapter 10

SECTION 3Training and Developing

Human Resources

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

Learning 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 andemployees 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 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 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 Individual

Career Planning Perspectives

Figure 101

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Career Management for Individuals

Setting Career Goals

Self-Assessment Feedback on Reality

Career

Management

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How People Choose Careers

Social

Background

Interests

Self-Image

Personality

Career

Choice

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General Career Periods

Figure 102

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Career Transitions and HR

The Work

Supervisors Feedback

Time

New Employee

Entry Shock

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Global Career Development

Repatriation

Planning, 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 Issues

Territoriality

Self-

Management

Need to

Belong

Pride in

Achievement

RetirementAdjustment

Goals

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Women and Careers

The percentage of women in the workforce has

more 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 for

Organizations and Employees

Career Plateaus

Employees 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 Couples

Problems occur when one partner is promoted or

transferred, causing the other partner to have to

relocate.

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Portable Career Path

Figure 103

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Dual-Career Ladder for Engineers

Figure 104

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Global 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 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 withother companies in the area that list partners

available for job openings

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Developing Human Resources

Development

Efforts 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. Training

Figure 105

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HR Development

Process in an

Organization

Figure 106

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The HR Development Process

Re-Development

Make or Buy?

DevelopingSpecific

Capabilities

Lifelong

Learning

HR

Development

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Development Needs Analyses

Assessment Centers

A 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 Analyses

Succession Planning

The 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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Succession

Planning

Process

Figure 107

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Choosing a Development Approach

Job-Site

Methods

Committee

Assignment

Job

Rotation

Assistant-to

Positions

On-line

Development

Corporate

Universities-Career

Development

Learning

Organization

Coaching

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Possible Means for Developing Employees

in a Learning Organization

Figure 108

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Choosing a Development Approach (contd)

Sabbaticals and

Leaves of Absence

Classroom Courses

and Degrees

Human Relations

Training

Off-SiteMethods

Outdoor Training Simulations

(Business Games)

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Advantages and Disadvantages of

Major Development Approaches

Figure 109

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Advantages and Disadvantages of

Major Development Approaches (contd)

Figure 109 contd

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Management Lessons Learned from Job Experience

Figure 1010

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Management Development Methods

Managerial

Modeling

Management

Coaching

Management

Mentoring

Executive

Education

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Stages in Management Mentoring Relationships

Figure 1011

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Copyright 2005 Thomson Business & Professional Publishing All rights reserved 1032

Problems with Management

Development 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.

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