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© 2008 by Prentice Hall7A-1 Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT.

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Presentation on theme: "© 2008 by Prentice Hall7A-1 Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT."— Presentation transcript:

1 © 2008 by Prentice Hall7A-1 Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT

2 © 2008 by Prentice Hall7A-2 Career Planning and Development Definitions Career - General course that a person chooses to pursue throughout working life Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them Organizational career planning - Firm identifies paths and activities for individual employees as they develop

3 © 2008 by Prentice Hall7A-3 Career Planning and Development Definitions (Cont.) Career path - Flexible line of movement through which employee may move during employment with company Career development - Formal approach used by organization to help people acquire skills and experiences needed to perform current and future jobs

4 © 2008 by Prentice Hall7A-4 Career Planning Process where plan life’s work Evaluates abilities and interests Considers alternative career planning Establishes goals Plans developmental activities

5 © 2008 by Prentice Hall7A-5 Individual Career Planning: The Self-Assessment Process of learning about oneself Realistic self-assessment may help person avoid mistakes Getting to know yourself is not a singular event Should be viewed as continuous process primary responsibility for career planning rests with the individual

6 © 2008 by Prentice Hall7A-6 Strength/Weakness Balance Sheet Self-evaluation procedure, developed originally by Benjamin Franklin that assists people in becoming aware of strengths and weaknesses Individual lists strengths and weaknesses as he or she perceives them Perception of weakness often becomes a self-fulfilling prophecy

7 © 2008 by Prentice Hall7A-7 Likes and Dislikes Survey Assists individuals in recognizing restrictions they place on themselves Looking for qualities you want in job and attributes of job you do not want

8 © 2008 by Prentice Hall7A-8 Using the Web for Self-Assessment Assistance Valuable information available Some sites free, others charge modest fee

9 © 2008 by Prentice Hall7A-9 Using the Web for Career Planning Assistance Large amount of free information available Develop and maintain a professional network Investigate specific companies

10 © 2008 by Prentice Hall7A-10 Organizational Career Planning Planned succession of jobs worked out by a firm to develop its employees Begins with a person’s job placement and initial orientation Organizational career planning must closely parallel individual career planning if a firm is to retain its best and brightest workers

11 © 2008 by Prentice Hall7A-11 Objectives Organizational Career Planning Expected to Achieve Effective development of available talent Self-appraisal opportunities for employees considering new or nontraditional career paths Development of career paths that cut across divisions and geographic locations Demonstration of a tangible commitment to EEO and affirmative action

12 © 2008 by Prentice Hall7A-12 Objectives Organizational Career Planning Expected to Achieve (Cont.) Satisfaction of employees’ specific development needs Improvement of performance Increased employee loyalty and motivation Method of determining training and development needs

13 © 2008 by Prentice Hall7A-13 Career Paths Traditional career path Network career path Lateral skill path Dual career path Adding value to your career Demotion Free agents (being own boss)

14 © 2008 by Prentice Hall7A-14 Traditional Career Path Employee progresses vertically upward in organization from one specific job to the next Not as viable a career path option today

15 © 2008 by Prentice Hall7A-15 Network Career Path Both vertical job sequence and horizontal opportunities Recognize experience interchangeable at certain levels and broad experience at one level needed before promotion to next level

16 © 2008 by Prentice Hall7A-16 Lateral Skill Path Lateral moves within company Employee becomes revitalized and finds new challenges No pay or promotion involved Opportunity to develop new skills

17 © 2008 by Prentice Hall7A-17 Dual Career Path Technical specialists contribute expertise without having to become managers

18 © 2008 by Prentice Hall7A-18 Adding Value to Retain Present Job Workers view themselves as independent contractors who must constantly improve their skills to continually add value to organization Workers need to develop own plan

19 © 2008 by Prentice Hall7A-19 Demotion A more realistic option today with limited promotional opportunities and the fast pace of technological change Senior employee can escape unwanted stress without being a failure

20 © 2008 by Prentice Hall7A-20 Free Agents Take charge of all or part of career by being own boss or working for others in ways that fit particular needs or wants

21 © 2008 by Prentice Hall7A-21 Career Planning and Development Methods Manager/Employee Self- Service Discussion with knowledgeable individuals Company material Performance appraisal system Workshops Personal development plans

22 © 2008 by Prentice Hall7A-22 Developing Unique Segments of the Workforce Baby Boomers Developing Generation X employees Developing the new factory workers Generation Y -- As Future Employees Generation I -- As Future Employees

23 © 2008 by Prentice Hall7A-23 Baby Boomers People born between just after World War II through the mid-1960s Corporate downsizing in the 1980s and 1990s cast aside millions of baby boomers Now returning Do not appear ready to retire

24 © 2008 by Prentice Hall7A-24 Generation X Employees Label affixed to the 40 million American workers born between the mid- 1960s and late 1970 Xers careers not founded on relationship with any one employer

25 © 2008 by Prentice Hall7A-25 The New Factory Worker Life on factory line requires more brains than brawn Laborers identifying skills and educational strengths and weaknesses and adaptability

26 © 2008 by Prentice Hall7A-26 Generation Y -- As Present and Future Employees People born between the late 1970s and early 1990s Never wound a watch, dialed a rotary phone, or plunked the keys of a manual typewriter Leading edge of generation that will be richest, smartest and savviest ever Often referred to as the echo boomers, and nexters Want a workplace that is both fun and rewarding Childhoods have been short-lived

27 © 2008 by Prentice Hall7A-27 Generation I -- As Future Employees Bill Gates, chairman of Microsoft Corporation, referred to children born after 1994 as Generation I First generation to grow up with Internet Internet will change Generation I’s world as much as television transformed world after World War II

28 © 2008 by Prentice Hall7A-28

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