1. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 1 12 Chapter Special Challenges in Career Management

2. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 2 Introduction Supportive work-life culture – a company culture that: acknowledges and respects family and life responsibilities and obligations encourages managers and employees to work together to meet personal and work needs Helping employees balance work and life, benefits the business and employees’ personal lives

3. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 3 Work-Life Balance Employee’s Perspective Trying to manage work obligations as well as family and life responsibilities Employer’s Perspective The challenge of creating a supportive company culture where employees can focus on their jobs while at work

4. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 4 If companies do not help their employees with their personal lives, they may leave for jobs with other companies in other areas that do.

5. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 5 Special Challenges in Career Management Socialization and Orientation Dual-Career Paths Plateauing Skills Obsolescence Work and Non-work Policies Balancing Work and Life Coping With Job Loss Dealing With Older Workers

6. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 6 Socialization and Orientation Organizational socialization - the process by which new employees are transformed into effective members of the company The purpose of orientation is to: Prepare employees to perform their jobs effectively Learn about the organization Establish work relationships

7. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 7 Phases of the Socialization Process Anticipatory Socialization Encounter Settling In

8. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 8 Politics People Performance Proficiency Company Goals Language History What Employees Should Learn and Develop Through Socialization:

9. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 9 Socialization 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

10. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 10 Content of Orientation Programs Company-Level Information Company overview Key policies and procedures Compensation Employee benefits & services Safety & accident protection Employee & union relations Physical facilities Economic factors Customer relations Department-Level Information Department functions Job duties & responsibilities Policies, procedures, rules Performance expectations Tour of department Introduction to co-workersMiscellaneous Community Housing Family adjustment

11. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 11 Characteristics 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 employee’s manager New employees are not debased or embarrassed Formal and informal interactions with managers and peers occur Programs involve relocation assistance Employees receive information about the company’s products, services, and customers

12. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 12 Dual-Career Paths career path A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company For companies with professional employees, a key issue is how to ensure that they feel they are valued traditional career path model The traditional career path model has limited advancement opportunities for those in the technical career path

13. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 13 Traditional career path for scientists and managers: Individual Contributor Career PathManagement Career Path Scientist Research Scientist Principal Research Scientist Assistant Manager Manager Department Manager Assistant Director Director

14. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 14 dual-career-path system A dual-career-path system enables employees to remain in a technical career path or move into a management career path.

15. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 15 Researcher Research Scientist Principal Research Scientist Associate Section Manager Section Manager Department Manager Director Project Manager Program Manager Senior Program Manager Senior Research Scientist Research Leader Senior Research Leader Fellow Example of Dual- Career-Path System

16. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 16 Characteristics of Effective Career Paths (1 of 2) Salary, status, and incentives for technical employees compare favorably with those of managers Individual contributors’ base salary may be lower than managers’, but they are given opportunities to increase their total compensation through bonuses The individual contributor career path is not used to satisfy poor performers who have no managerial potential

17. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 17 Characteristics of Effective Career Paths (2 of 2) The career path is for employees with outstanding technical 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 abilities with those of employees in technical and managerial positions

18. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 18 Plateauing Plateauing means that the likelihood of the employee 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

19. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 19 Reasons 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

20. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 20 Possible Remedies for Plateaued Employees Employee understands the reasons for plateauing Employee is encouraged to participate in development activities Employee is encouraged to seek career counseling Employee does a reality check on his or her solutions

21. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 21 Skills Obsolescence Obsolescence – a reduction in an employee’s competence 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

22. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 22 Factors Related to Updating Skills Updated Skills Manager Company Climate Reward System Peers Provide Challenging Work Assignments Encourage Employees to Acquire New Skills Discuss Ideas Share Information Emphasis on Continuous Learning Sabbaticals Pay for New Ideas Pay for Employee Development

23. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 23 Additional Steps to Avoid Obsolescence (1 of 2) 1. Provide employees with the opportunity to exchange information and ideas 2. Give employees challenging job assignments early in their careers 3. Provide job assignments that challenge employees and require them to “stretch” their skills 4. Provide rewards for updating behaviors, suggestions, and innovations

24. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 24 Additional Steps to Avoid Obsolescence (2 of 2) 5. Allow employees to:  attend professional conferences  subscribe to professional journals and magazines  enroll in university, technical school, or community college courses at low or no cost 6. Encourage employees to interact in person or electronically to discuss problems and new ideas

25. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 25 Balancing Work and Life (1 of 2) 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 and single heads of households creates a challenge for companies Companies have to carefully consider how to manage employees who are simultaneously meeting the needs of both work and family

26. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 26 Balancing Work and Life (2 of 2) Family and Medical Leave Act (FMLA) There are two roles that training can play in balancing 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 of work-life policies

27. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 27 Types of Work-Life Conflict Time-Based Conflict Strain-Based Conflict Behavior-Based Conflict

28. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 28 Company Policies to Accommodate Work and Non-work: Identifying work and life needs and communicating information about work and non-work policies and job demands Flexibility in work arrangements and work Schedules Redesigning jobs Managerial support for work-life policies Dependent care support: child and elder care

29. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 29 Example of work-life programs at Bank of America: Child Care Plus Adoption Reimbursement Tuition Reimbursement Flexible Work Arrangements Time Off and Leaves Employee Assistance Program LifeWorks ©

30. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 30 Examples of Alternative Work Schedules and Work Arrangements Traditional Flextime Compressed Workweek Temporary Work Job Sharing Part-Time Work Shift Work Telecommuting Reduced Work Hours Hoteling

31. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 31 For Job Sharing to be Effective: (1 of 2) 1. The impact of job sharing on clients and customers must be determined 2. The employee interested in job sharing must find another employee performing the same job who wants reduced work hours 3. The two people sharing the job need to have similar work values and motivations

32. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 32 For Job Sharing to be Effective: (2 of 2) 4. The manager must actively communicate with the job-sharing employees and accept the fact that they might not be immediately available for consultation 5. Meeting schedules, work assignments, and vacation schedules need to be carefully coordinated 6. Performance evaluation of job sharers needs to include both an individual and team appraisal

33. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 33 Recommendations for the Development of Dependent Care Assistance Programs: 1. Use surveys and focus groups to determine need 2. Develop a philosophy or rationale related to business objectives 3. Solicit employees’ participation in designing and implementing the program 4. Allocate resources for communicating the program to employees and managers 5. Request feedback from users to make adjustments to the program

34. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 34 Coping With Job Loss (1 of 2) Important career management issue because of the increased 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

35. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 35 Coping With Job Loss (2 of 2) From a career management standpoint, companies and managers have two major responsibilities: They are responsible for helping employees who will lose their jobs Steps must be taken to ensure that the “survivors” of the layoff (remaining employees) remain productive and committed to the organization

36. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 36 Outplacement services should include: Advance warning and explanation for a layoff Psychological, financial, and career counseling Assessment of skills and interests Job campaign services (e.g., résumé-writing assistance) Job banks Electronic delivery of job openings, self-directed career management guides, and values and interest inventories

37. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 37 Dealing With Older Workers Age Discrimination in Employment Act Meeting the needs of older workers Pre-retirement socialization Retirement Early retirement programs

38. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 38 Meeting the Needs of Older Workers (1 of 2) Flexibility in scheduling to allow for care of sick spouses, return to school, travel, or reduced work hours Older workers should receive the training they need to avoid skill obsolescence and to be prepared to use new technology Older employees need resources and referral help that addresses long-term care and elder care

39. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 39 Meeting the Needs of Older Workers (2 of 2) Assessment and counseling to help older workers recycle to new jobs or careers, or Transition to less secure positions whose responsibilities are not as clearly outlined Companies need to ensure that employees do not hold inappropriate stereotypes about older employees

40. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 40 Preretirement Socialization Programs Typically address the following topics: Psychological aspects of retirement Housing (i.e., transportation, costs, proximity to medical care) Health during retirement Financial planning, insurance, and investments Health care plans Estate planning The collection of benefits from company plans and Social Security

41. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 12 - 41 Early Retirement Programs To avoid costly litigation, companies need to make sure that their early retirement programs contain the following features: The program is part of the employee benefit plan The company can justify age-related distinctions for eligibility for early retirement Employees are allowed to voluntarily choose early retirement