HUMAN RESOURCE MANAGEMENT Human Resources Management 12e Gary Dessler

HUMAN RESOURCE MANAGEMENT Human Resources Management 12e Gary Dessler
Global Edition 12e Human Resources Management 12e Gary Dessler Chapter 10 Coaching, Careers, And Talent Management Part 3 Training and Development Copyright © 2011 Pearson Education GARY DESSLER PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2011 Pearson Education 1–1

Human Resources Management 12e Gary Dessler
WHERE WE ARE NOW… The main purpose of this chapter is to help you be more effective at coaching and mentoring employees, and at supporting their career planning needs. The topics addressed include coaching employees, the basics and methods of career planning and mentoring, and talent management. The appendix to this chapter provides specific career management and job search tools and techniques. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

LEARNING OUTCOMES Compare and contrast coaching and mentoring and describe the importance of each. Compare employers’ traditional and career planning-oriented HR focuses. Explain the employee’s, manager’s, and employer’s career development roles. Describe the issues to consider when making promotion decisions. List and briefly explain at least four methods for better managing retirements. Define talent management and give an example of an actual talent management system. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Coaching and Mentoring
Human Resources Management 12e Gary Dessler Coaching and Mentoring Coaching Involves educating, instructing, and training subordinates Focuses on teaching shorter-term job-related skills Mentoring Is actively advising, counseling, and guiding Is helping employees navigate longer-term career hazards Is leading highly trained employees and self-managing teams Supplants the need for authority and for giving orders for getting things done Coaching and mentoring require both analytical and interpersonal skills. Coaching means educating, instructing, and training subordinates. Mentoring means advising, counseling, and guiding. Coaching focuses on teaching shorter-term job-related skills; mentoring, on helping employees navigate longer-term career hazards. Coaching and mentoring require both analytical and interpersonal skills. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Improving Your Coaching Skills
Human Resources Management 12e Gary Dessler Improving Your Coaching Skills The Four-Step Coaching Process 1 3 2 Preparing to coach 4 Developing a mutually agreed change plan Engaging in active coaching Evaluating for feedback and follow-up Coaching does not mean just telling someone what to do. We can best think of coaching in terms of a four-step process: preparation, planning, active coaching, and follow-up. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Preparing to Coach: Applying the ABC Approach
Human Resources Management 12e Gary Dessler Preparing to Coach: Applying the ABC Approach Antecedents What things must come before the person does the job? Behavior Can the person do the job if he or she wanted to? Consequences What are the consequences of doing the job right? In formulating your hypothesis, it can help to apply the ABC (antecedents, behavior, consequences) approach. The basic idea of ABC is that poor skills and motivation don’t always explain poor performance. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–1 A Short Course in Improving Interpersonal Communications Figure 10-1 presents, in the form of guidelines (such as “make yourself clear”), a short course in interpersonal communications. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

The Basics Of Career Management
Human Resources Management 12e Gary Dessler The Basics Of Career Management Career Management Career Development Career Planning Career Terminology Career management is the process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests most effectively within the company and after they leave the firm. Career development is the lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment. Career planning is the formal process through which someone becomes aware of his or her personal skills, interests, knowledge, motivations, and other characteristics; acquires information about opportunities and choices; identifies career-related goals; and establishes action plans to attain specific goals. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Careers Today and Employee Commitment
Human Resources Management 12e Gary Dessler Careers Today and Employee Commitment Old Contract (Employer-focused) “Do your best and be loyal to us, and we’ll take care of your career.” New Contract (Employee-focused) “I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.” Careers today differ in many ways from a few years ago. These changes have big implications for employers. A few years ago, the assumption (the “psychological contract”) between employer and employee was, often, “Be loyal to us, and we’ll take care of you.” Today, employees know they must take care of themselves. The psychological contract is more like, “I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.” Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

TABLE 10–1 Traditional Versus Career Development Focus HR Activity Traditional Focus Career Development Focus Human resource planning Analyzes jobs, skills, tasks—present and future. Projects needs. Uses statistical data. Adds information about individual interests, preferences, and the like to replacement plans. Recruiting and placement Matching organization’s needs with qualified individuals. Matches individuals and jobs based on variables including employees’ career interests and aptitudes. Training and development Provides opportunities for learning skills, information, and attitudes related to job. Provides career path information. Adds individual development plans. Performance appraisal Rating and/or rewards. Adds development plans and individual goal setting. Compensation and benefits Rewards for time, productivity, talent, and so on. Adds tuition reimbursement plans, compensation for non–job-related activities such as United Way. Table 10-1 summarizes the career aspect of human resource activities that support the employer’s needs and also facilitate career self-analysis and development for employees. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–3 Employee Career Development Plan Figure 10-3 illustrates a simple individual employee’s career development plan worksheet. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Why Offer Career Development?
Human Resources Management 12e Gary Dessler Why Offer Career Development? Better equips employees to serve the firm Boosts employee commitment to the firm Supports recruitment and retention of efforts Career Development Benefits Employers can benefit from offering career development to their employees. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

TABLE 10–2 Roles in Career Development Individual Accept responsibility for your own career. Assess your interests, skills, and values. Seek 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. Employer Communicate mission, policies, and procedures. Provide training and development opportunities, including workshops. Provide career information and career programs. Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs. Manager Provide timely and accurate performance feedback. Provide developmental assignments and support. Participate in career development discussions with subordinates. Support employee development plans. Table 10-2 outlines the roles that the employer, employee, and manager all play in planning, guiding, and developing the employee’s career. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

TABLE 10–3 Possible Employer Career Planning and Development Practices Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Preretirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths Career booklets/pamphlets Written individual career plans Career workshops Assessment center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation As you can see in Table 10-3, employers’ career development efforts range from simple to comprehensive. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–4 Sample Agenda— Two-Day Career Planning Workshop Figure 10-4 illustrates a typical agenda for a career planning workshop in which participants are expected to be actively involved, completing career planning exercises and inventories and participating in career skills practice sessions. A typical workshop includes a self-assessment, an environmental assessment, and goal-setting and action-planning segments. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Innovative Corporate Career Development Initiatives
Human Resources Management 12e Gary Dessler Innovative Corporate Career Development Initiatives Provide individual lifelong learning budgets. Encourage role reversal. Help organize “career success teams.” Provide career coaches. Offer online career development programs. Employers also use innovative career development initiatives of one sort or another in their career development initiatives. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Commitment-Oriented Career Development Efforts
Human Resources Management 12e Gary Dessler Commitment-Oriented Career Development Efforts Change in Employee Commitment Globalization raising productivity and efficiency requirements Employees thinking of selves as free agents Career-oriented Appraisals Provide an opportunity to discuss and link the employee’s performance, career interests, and developmental needs into a coherent career plan. Appraisals also provide an opportunity to discuss and link the employee’s performance, career interests, and developmental needs into a coherent career plan. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–5 Sample Performance Review Development Plan A simple form like the one in Figure 10-5 can suffice to help the manager and employee translate the latter’s performance-based experiences for the year into tangible development plans and goals. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Establishing an Effective Mentoring Program
Human Resources Management 12e Gary Dessler Establishing an Effective Mentoring Program Require mentoring? Provide mentoring training? Does distance matter? Same or different departments? Big or small difference in rank? What employers can do to make mentoring programs more effective is somewhat counterintuitive. • Require mentoring? It makes little difference in the extent or quality of mentoring whether the protégés volunteer to take part, or are assigned formally to mentors. • Provide mentoring training? Keep it to a minimum. The more hours spent on mentor training, the more mentors report poorer mentoring relationships. • Does distance matter? No. The long-distance mentoring participants may work harder at their relationship to compensate for the distance. • Same or different departments? Mentoring is useful when mentors and protégés are in the same department. • Big or small difference in rank? Protégés prefer mentors closer to their own level. This makes first-line supervisors particularly valuable as mentors. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Characteristics of Effective Mentors
Human Resources Management 12e Gary Dessler Characteristics of Effective Mentors Are professionally competent Are trustworthy Are consistent Have the ability to communicate Are willing to share control Set high standards Are willing to invest time and effort Actively steer protégés into important work Mentoring traditionally means having experienced senior people advising, counseling, and guiding employees’ longer-term career development. Mentoring may be formal or informal. Informally, mid- and senior-level managers may voluntarily help less experienced employees—for instance, by giving them career advice and helping them to navigate office politics. Many employers also have formal mentoring programs. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Choosing a Mentor Choose an appropriate potential mentor. Don’t be surprised if you’re turned down. Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda. Respect the mentor’s time. In order for the mentoring relationship to work effectively, proteges must choose their mentors carefully. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Enhancing Diversity Through Career Management
Human Resources Management 12e Gary Dessler Enhancing Diversity Through Career Management Sources of Bias and Discrimination A lack of diversity in the hiring department The “old-boy network” of informal friendships A lack of women mentors A lack of high-visibility assignments and developmental experiences (glass ceiling) A lack of company role models for members of the same racial or ethnic group Inflexible organizations and career tracks While all employees have much in common, a diverse workforce often brings to the workplace some special career development needs. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects
Human Resources Management 12e Gary Dessler Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects Eliminate institutional barriers Improve networking and mentoring Abolish the glass ceiling Adopt flexible career tracks Supporting Diversity Perhaps the most important thing the employer and manager can do is to take steps to address the career needs of women and minority employees seriously. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Employer Life-Cycle Career Management
Human Resources Management 12e Gary Dessler Employer Life-Cycle Career Management Decision 1: Is Seniority or Competence the Rule? Decision 4: Vertical, Horizontal, or Other? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Making Promotion and Transfer Decisions Most people hope for promotions, which usually mean more pay, responsibility, and (often) job satisfaction. For employers, promotions can provide opportunities to reward exceptional performance, and to fill open positions with tested and loyal employees. Yet the promotion process isn’t always a positive experience. Unfairness, arbitrariness, or secrecy can diminish the effectiveness of the process. Several decisions, therefore, loom large in any firm’s promotion process. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Managing Transfers Employees’ reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities Employers’ reasons for transferring employees To 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 A transfer is a move from one job to another, usually with no change in salary or grade. Transfers have become less used due to the high cost of relocating employees and the adverse effects of transfers on transferees’ family lives. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Attracting and Retaining Older Workers
Human Resources Management 12e Gary Dessler Attracting and Retaining Older Workers Create a culture that honors experience Modify selection procedures Offer flexible or part-time work Implement phased retirement programs HR Policies for Older Workers Employers seeking to recruit and/or retain retirees need to take several steps. The general idea is to institute human resource policies that encourage retention and support for older workers’ continued participation in the workplace. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Managing Retirements Preretirement Counseling Practices Explanation of Social Security benefits Leisure time counseling Financial and investment counseling Health counseling Psychological counseling Counseling for second careers Counseling for second careers inside the company For many employees, years of appraisals and career planning end with retirement. Retirement planning is a significant long-term issue for both employees and for employers facing a long-term shortage of talented workers. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Talent Management Talent Management Is the automated end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout the organization Requires coordinating several human resource activities, in particular workforce acquisition, assessment, development, and retention Is career management from the employer’s point of view In an ideal world, an employer would be able to integrate the entire process of hiring, training, appraising, and developing and rewarding employees to maximize each employee’s contribution while minimizing the total costs of that process. New integrated computerized systems enable employers to move closer to accomplishing that. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–6 The Talent Management Process Figure 10-6 summarizes how talent management information systems integrate system components like succession planning, recruitment, learning, and employee pay, enabling the seamless updating of data among the various components. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

K E Y T E R M S coaching mentoring career career management career development career planning reality shock promotions transfers talent management career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

HUMAN RESOURCE MANAGEMENT Human Resources Management 12e Gary Dessler
Global Edition 12e Human Resources Management 12e Gary Dessler Chapter 10 Appendix Part 3 Training and Development Copyright © 2011 Pearson Education GARY DESSLER 10-32 Copyright © 2011 Pearson Education 1–32

Identify Your Career Stage
Human Resources Management 12e Gary Dessler Identify Your Career Stage Growth Stage Exploration Stage Establishment Stage Trial substage Stabilization substage Midcareer crisis substage Maintenance Stage Decline Stage Each person’s career goes through career cycle stages, and the stage you are in will influence your knowledge of and preference for various occupations. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A1 Choosing an Occupational Orientation Career-counseling expert John Holland says that personality (including values, motives, and needs) is one career choice determinant. For example, a person with a strong social orientation might be attracted to careers that entail interpersonal rather than intellectual or physical activities and to occupations such as social work. Based on research with his Vocational Preference Test (VPT), Holland found six basic personality types or orientations (see Most people have more than one occupational orientation (they might be social, realistic, and investigative, for example), and Holland believes that the more similar or compatible these orientations are, the less internal conflict or indecision a person will face in making a career choice. To help illustrate this, Holland suggests placing each orientation in one corner of a hexagon, as in Figure 10-A1. As you can see, the model has six corners, each of which represents one personal orientation (for example, enterprising). According to Holland’s research, the closer two orientations are in this figure, the more compatible they are. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

TABLE 10–A1 Example of Some Occupations That May Typify Each Occupational Theme Realistic Investigative Artistic Social Enterprising Conventional Engineers Carpenters Physicians Psychologists Research and development managers Advertising executives Public relations executives Auto sales dealers School administrators A wide range of managerial occupations, including: Military officers Chamber of commerce executives Investment managers Lawyers Accountants Bankers Credit managers TABLE 10-A1 summarizes some of the occupations found to be the best match for each of the six personality-type orientations. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A2 Finding the Job You Should Want (Part 1) Figure 10-A2 assumes that all executive work is based on one or more of eight core activities such as “quantitative analysis” and “managing people.” Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A3 Finding the Job You Should Want (Part 2) In Figure 10-A3, quickly go through each of the second figure’s pairs of statements and indicate which one is more interesting to you. Then add the letters for your total score on each core function and record that score in the second figure. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A4 Finding the Job You Should Want (Part 3) Use Figure 10-A4 to see what kind of successful businesspeople share your career direction’s interests. For example, if you scored high in Figure 10-A3 on “Enterprise Control” and “Managing People,” then CEOs, presidents, division managers, and general managers are the sorts of people whose career interests are most similar to yours. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Identify Your Career Anchors
Human Resources Management 12e Gary Dessler Identify Your Career Anchors Technical/functional competence Managerial competence Autonomy and independence Creativity Security Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them because of learning, through experience, about his or her talents and abilities, motives and needs, and attitudes and values. Career anchors are difficult to predict because they are evolutionary and a product of a process of discovery. Some people may never find out what their career anchors are until they have to make a major choice—such as whether to take the promotion to the headquarters staff or strike out on their own by starting a business. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A5 Occupational Outlook Handbook Online Figure 10-A5 is a snapshot of the U.S. Department of Labor’s online Occupational Outlook Handbook ( is updated each year, and provides detailed descriptions and information on hundreds of occupations. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

FIGURE 10–A6 Some Online Sources of Occupational Information Figure 10-A6 lists some other Web sites to turn to both for occupational information and for information on where to turn to when searching for a job—the subject to which we ourselves now turn. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Job Search Techniques Do your own local research Online job boards Personal contacts Answering advertisements Employment agencies Executive recruiters Career counselors Executive marketing consultants Employers’ Web sites Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Writing Your Résumé Introductory information Job objective Job scope Your accomplishments Length Personal data Make your résumé scannable Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Online Bios Fill it with details Avoid touchy subjects Look the part Make it search friendly Use abbreviations Say it with numbers Carefully proofread Today, employers often encourage or require their professionals and managers to post brief biographies on corporate intranets or Web sites. These bios let other employees know about their colleagues’ expertise. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Handling the Interview
Human Resources Management 12e Gary Dessler Handling the Interview Prepare, prepare, prepare Uncover the interviewer’s needs Relate yourself to the person’s needs Think before answering Make a good appearance and show enthusiasm You have done all your homework and now the big day is almost here; you have an interview next week with the person who is responsible for hiring for the job you want. What must you do to excel in the interview? Here are some suggestions. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

HUMAN RESOURCE MANAGEMENT Human Resources Management 12e Gary Dessler

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