Tuğberk Kaya [email protected] Near East University Managing Careers & Managing Global HR Week 11.

MAN 404Human Resource Management

Tuğberk Kaya

[email protected]

Near East University

Managing Careers & Managing Global HR Week 11

The Basics of Career ManagementCareer

The occupational positions a person has had over many years.

Career managementThe process for enabling employees to better

understand and develop their career skills and interests, and to use these skills and interests more effectively.

Career developmentThe lifelong series of activities that contribute to a

person’s career exploration, establishment, success, and fulfillment.

The Basics of Career ManagementCareer planning

The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.

Careers todayCareers are no simple progressions of employment

in one or two firms with a single profession. Employees now want to exchange performance for

training, learning, and development that keep them marketable.

Roles in Career DevelopmentThe Individual

Accept responsibility for your own career.

Assess your interests, skills, and values.

eek out career information and resources.

Establish goals and career plans.

Utilize development opportunities.

Talk with your manager about your career.

Follow through on realistic career plans.

Roles in Career DevelopmentThe Manager

• Provide timely performance feedback.

• Provide developmental assignments and support.

• Participate in career development discussions.

• Support employee development plans.

Roles in Career DevelopmentThe Organization

• Communicate mission, policies, and procedures.

• Provide training and development opportunities.

• Provide career information and career programs.

• Offer a variety of career options.

The Employer’s Role in Career DevelopmentRealistic job previews

Challenging first jobs

Career-oriented appraisals

Job rotation

Mentoring

Networking and interactions

Career Management and Employee CommitmentThe “New Psychological Contract”

Old contract: “Do your best and be loyal to us, and we’ll take care of your career.”

New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.”

Managing TransfersEmployees’ reasons for desiring transfers

Personal enrichment and growthMore interesting jobsGreater convenience (better hours, location)Greater advancement possibilities

Employers’ reasons for transferring employeesTo vacate a position where an employee is no

longer needed.To fill a position where an employee is needed.To find a better fit for an employee within the firm.To boost productivity by consolidating positions.

Enhancing Women’s and Minorities’Prospects

Eliminate institutional barriers

Improve networking and mentoring

Eliminate the glass ceiling

Institute flexible schedules and career tracks

RetirementRetirement

The point at which one gives up one’s work, usually between the ages of 60 and 65.

Preretirement practicesExplanation of Social Security benefits Leisure time counselingFinancial and investment counselingHealth counselingPsychological counselingCounseling for second careersCounseling for second careers inside the company

Managing Global HRThe Management Challenges

of International Business

Coordinating market, product, and production plans on a worldwide basis

Creating organization structures capable of balancing centralized home-office control with adequate local autonomy.

Extending its HR policies and systems to service its staffing needs abroad:

The Global HR ChallengesDeployment

Easily getting the right skills to where we need them, regardless of geographic location.

Knowledge and innovation disseminationSpreading state-of-the-art knowledge and practices

throughout the organization regardless of where they originate.

Identifying and developing talent on a global basis Identifying can function effectively in a global

organization and developing his or her abilities.

Global Staffing IssuesSelecting candidates for overseas assignmentAssignment terms and documentationRelocation processImmigration processingCultural and language orientation and trainingCompensation administration and payroll

processingTax administrationCareer planning and developmentHandling of spouse and dependent matters

Intercountry Differences Affecting HRMCultural Factors

Economic Systems

Legal and Industrial Relations Factors

The European Union

Global Differences and Similaritiesin HR PracticesPersonnel Selection Procedure

The Purpose of the Performance Appraisal

Training and Development Practices

The Use of Pay Incentives

A Global HR SystemMaking the global HR system more

acceptableRemember that global systems are more

accepted in truly global organizations.Investigate pressures to differentiate and

determine their legitimacy.Try to work within the context of a strong

corporate culture.

A Global HR SystemDeveloping a more effective global HR

systemForm global HR networks.Remember that it’s more important to

standardize ends and competencies than specific methods.

Implementing the global HR systemRemember, “You can’t communicate enough.”Dedicate adequate resources for the global HR

effort.

Values and International Staffing PolicyEthnocentric

The notion that home-country attitudes, management style, knowledge, evaluation criteria, and managers are superior to anything the host country has to offer.

PolycentricA conscious belief that only the host-country managers can

ever really understand the culture and behavior of the host-country market.

GeocentricThe belief that the firm’s whole management staff must be

scoured on a global basis, on the assumption that the best manager of a specific position anywhere may be in any of the countries in which the firm operates.

Why Expatriate Assignments FailPersonalityPersonal intentionsFamily pressures Inability of the spouse to adjustInability to cope with larger overseas

responsibility.Lack of cultural skills

Helping Expatriate Assignment Succeed Providing realistic previews of what to expectCareful screeningImproved orientationCultural and language trainingImproved benefits packages

Selecting Expatriate ManagersAdaptability screening

Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer.

Overseas Assignment Inventory A test that identifies the characteristics and

attitudes international assignment candidates should have.

Realistic previews The problems to expect in the new job as well

as about the cultural benefits, problems, and idiosyncrasies of the country.

References Dessler, G. (2008) Human Resource Management. 11th edn. Harlow: Pearson Education Ltd

Mondy, R. (2005) Human Resource Management. Harlow: Pearson Education Ltd

Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and

Performance Link: Unlocking the Black Box. London: CIPD

Any Questions?

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