1. Managing Human Resources ohlander  Snell  Sherman
Notes

2. Chapter 7 Learning Objectives
Explain how a career development program integrates individual and organizational needs.
Describe the conditions that help to make a career development program successful.
Discuss how job opportunities can be inventoried and employee potential assessed.
Describe the methods used for identifying and developing managerial talent.

3. Learning Objectives, cont.
Cite the ways in which employers can facilitate the career development of women.
Cite the ways in which employers can facilitate the career development of members of minority groups and of dual-career couples.
Describe the various aspects of personal career development that one should consider.

4. Matching Individual and Organizational Needs
Presentation Slide 7-1A
Career Development #1A
Matching Individual and Organizational Needs
Organization’s Needs
Strategic
Current competencies
Future competencies
Market changes
Mergers, etc.
Joint ventures
Innovation
Growth
Downsizing
Restructuring
Operational
Employee turnover
Absenteeism
Talent pool
Outsourcing
Productivity
Professional
Career stage
Education & training
Promotion aspirations
Performance
Potential
Current career path
Career Management
Personal
Age/tenure
Family concerns
Spouse employment
Mobility
Outside interests
Individual’s Needs

5. Creating Favorable Conditions for Career Development
Presentations Slide 7-1B Career Development #1B Creating Favorable Conditions
Management Support
Creating Favorable Conditions for Career Development
Goal Setting
Career development programs represent a dynamic process that attempts to meet the needs of managers, employees, and the organization. If an organization is to succeed over the long run, then it must help its members to succeed, personally and professionally, as a basis on which to build organizational commitment. Assessment of needs should take a variety of approaches such as use of surveys, discussion groups, and interviews. Needs assessment should also involve personnel from different groups within the organization and from all levels. Finally, to succeed, a career development program need the following four conditions of a favorable organizational climate:
Management Support. Top management must completely support career development as a process, program, and idea.
Goal Setting. As with training, goal setting provides focus and specific levels of accomplishment and performance to shoot for as an organization. Career development programs must have clear goals to succeed.
Changes in HRM Policies. Often, organizations need to alter their current HRM policies to improve career development. For example, job rotation can be used to replace permanent assignments to counteract obsolescence and maintain flexibility. Other policy changes can include:
Transfer. This is the placement of an employee in another job of similar responsibilities and status.
Promotion. This is a job change that involves more responsibility at a higher level of status and authority.
Relocation Services. Many organizations also provide relocation services to help employees with the logistics of making transfers and promotions.
Outplacement. This is a service to help terminated employees find new jobs.
Publicizing the Program. The career development program should be announced widely throughout the organization using in-house publications such as a newsletters, employee manuals, flyers, computer publications, videotape, and live HR-sponsored presentations.
Publicizing the Program
Changes in HRM Policies

6. Management Participation Provide top management support
Presentation Slide 7-1C Career Development #1C Creating Favorable Conditions
Management Participation
Provide top management support
Provide collaboration between line managers and HR managers
Train management personnel
Setting Goals
Plan human resources strategy
Changing HR Policies
Provide for job rotation
Provide outplacement service
Announcing the Program
Explain its philosophy

7. Job Progressions & Career Paths
Presentation Slide 7-2A Career Development #2A Identifying Job Opportunities
Job Competencies
Job Progressions & Career Paths
Activities
of Job Opportunity Inventorying
Career development involves not only offering training programs and changes in HR activities, but also recognizing what is needed by the organization now and in the future to succeed. State-of-the-art companies use this process of inventorying job opportunities to fine tune career development programs even more. Activities of job opportunity inventorying include:
Job Competencies. Organizations need to use job analysis and evaluation systems to identify and assign importance weights to the various knowledge and skills that each job requires for it to be done well.
Job Progressions. Job progressions refer to the hierarchy of jobs a new employee might experience, ranging from a starting job to successive jobs that require more knowledge and/or skill. From these progressions, it is possible to develop career paths - the lines of advancement within the organization - for individuals.
Teaching Tip: Remind students that as employees advance through their career, they also acquire different kinds of skills. For example, the KSAs of top management are strongly weighted toward strategic planning, a set of skills not typically developed in lower management positions at all.
Dual-Career Paths. The changing nature of how companies are structured means that far fewer people will become managers than were traditionally needed a few years ago. The dual career path concept provides a means of advancement for technical personnel who do not fit neatly into either blue-collar or white-collar stereotypes.
Teaching Tip: Information-based companies are on the leading edge of dual career path models as their technical people do the work (blue collar) previously done by many workers but their training often includes one or more advanced degrees, even beyond those of traditional managers (white collar).
Training Needs. In the changing information-based global economy, most employees will need more training than that provided on the job.
Teaching Tip: Lifelong learning, a traditional liberal arts based education goal, is fast becoming the reality of business survival.
Dual Career Paths
Career Advancement Possibilities

8. Job Progressions Hierarchy of jobs a new employee might
experience, ranging from a starting job
to jobs that successively require
more knowledge and/or skill

9. Career Paths Lines of advancement in an occupational field within an
organization

10. Alternative Career Moves
Promotion
Exit
Transfer
Demotion

11. Promotion Change of assignment to a job
at a higher level in the organization

12. Transfer Placement of an individual in another job
for which the duties, responsibilities,
status, and remuneration are approximately
equal to those of the previous job

13. Relocation Services Services provided to an employee who is
transferred to a new location, which
might include help in moving, in selling
a home, in orienting to a new culture,
and/or in learning a new language

14. Outplacement Services
Services provided by organizations
to help terminated employees find a new job

15. Determining Employee Potential
Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations,
development needs
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discuss job, career interests, goals

16. HR’s Role in Career Development
Presentation Slide 7-3
HR’s Role in Career Development
THE GOAL: MATCHING
Encourage employee ownership of career.
Create a supportive context.
Communicate direction of company.
Mutual goal setting and planning.
CAREER DEVELOPMENT INITIATIVES
Provide workbooks and workshops.
Provide career counseling.
Career self-management training
Give developmental feedback.
Provide mentoring.
The Goal: Match
Individual and
Organization Needs
Identify Career Opportunities &
Requirements
Career Development
Initiatives
Gauge
Employee
Potential
OPPORTUNITIES & REQUIREMENTS
Identify future competency needs.
Establish job progressions/career paths.
Balance promotions, transfers, exists, etc.
Establish dual career paths.
GAUGE EMPLOYEE POTENTIAL
Measure competencies (appraisals).
Establish talent inventories.
Establish succession plans.
Use assessment centers.

17. Gauging Employee Potential
Career
Planning
Workbooks
Career
Planning
Workshops
Career
Counseling
The most important objective of any career development program is to provide the tools and techniques that will enable employees to gauge their potential for success in a particular career path. Three key services provided by HR to help to meet this objective include:
Career Planning Workbooks. Workbooks provide employees with systematic self-assessment tools for evaluating their values, interests, abilities, goals, and personal development plans.
Career Planning Workshops. Workshops function in much the same way as workbooks but add the chance to compare and discuss attitudes, concerns, and plans with others in similar situations.
Career Counseling. Career counseling is the process of discussing with employees their current job activities and performance, their personal job and career goals, their personal skills, and suitable career development objectives. Many organizations employee full-time career counselors to assist employes on an as-needed, when-needed basis.

18. Career Development Programs
Inventorying Management Requirements and Talent
Performance Appraisals
A formal management development program helps to ensure that developmental experiences are coordinated and in line with the needs of the individual and the organization. Typical programs include:
Inventorying Management Requirements and Talent. An inventory of management positions helps to direct attention to the developmental needs of employees and helps to identify employees who may be groomed for replacements of managers who leave their positions.
Role of Managers. Enlightened managers should be actively identifying and developing talent in persons they feel have the potential to fill more advanced positions in the organization.
Teaching Tip: To be perfectly candid, you should tell your students how rare such managers are. Companies like Microsoft and Intel reward managers with bonuses for subordinates who get promoted, but it is still far too commonplace that many managers seek to stifle such promising talent because they are threatened personally and professionally by them.
Use of Assessment Centers. An assessment center is a process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called upon to handle on the job.
Determining Individual Development Needs. Organizations should try to identify the differences among younger managers for developmental programs, customizing as much as possible training opportunities to individual needs.
Mentoring. Mentors are executives who coach, advise, and encourage individuals of lesser rank to improve their skills and performance in as an ongoing philosophy of business.
Using Assessment Centers
Mentoring
Determining Individual Development Needs

19. Assessment Center Process by which individuals are evaluated
as they participate in a series of situations
that resemble what they might
be called upon to handle on the job

20. In-Basket Training
Assessment-center process for evaluating trainees by simulating a real-life work situation.

21. Leaderless Group Discussions
Assessment-center process that places
trainees in a conference setting
to discuss an assigned topic, either
with or without designated group roles.

22. Career Counseling Process of discussing with employees
their current job activities and performance,
their personal and career interests and goals,
their personal skills, and suitable career
development objectives.

23. Fast-Track Program Program that encourages young managers
with high potential to remain
with an organization by enabling them
to advance more rapidly than those
with less potential

24. Mentors Executives who coach, advise, and
encourage individuals of lesser rank

25. Mentoring Functions SUCCESSFUL MENTORING GOOD MENTORS… GOOD MENTEES…
Listen and understand
Challenge and stimulate learning
Coach
Build self-confidence
Provide wise counsel
Teach by example
Act as role model
Share experiences
Offer encouragement
GOOD MENTEES…
Listen
Act on advice.
Show commitment to learn.
Check ego at the door.
Ask for feedback.
Are open-minded
Are willing to change
Are proactive.
SUCCESSFUL MENTORING
Source: Matt Starcevich and Fred Friend, “ Effective mentoring relationships from the Mentee's perspective,” Workforce, supplement, (Jul 1999): 2-3.

26. Career Development for Women
Eliminating Barriers to Advancement
Professional women today assume many higher level positions in organizations than in the past but in many industries, most management positions, particularly upper-management positions, are held by men. As EEO/AA requirements demand closer attention to the career development of women as organizational policy, more career development programs are attending to the needs of women for tailored programs. Key issues include:
Eliminating Barriers to Advancement. The social network (old boys’) inside organizations has traditionally excluded women on the basis of gender alone. Without full participation in the channels of information and communication exchange, women often lose out on opportunities. Removing such barriers and creating context-rich networks among women themselves can improve advancement opportunities.
Preparing Women for Management. Many employers now offer special training to women who are on a management career path. Also, the number of women in college degree programs in management (both undergraduate and graduate) is increasing. The presence of women in the culture of business is helping organizations recruit more women for management than in the past.
Teaching Tip: One effect of Title VII was to create more opportunities for women to participate in team sports, especially in secondary schools. This competitive, team-based experience is also part of the culture of business and helps women to prepare for management.
Accommodating Families. More organizations are recognizing that they protect their investment in training and developing by helping women with work and family, instead of forcing them to choose between them. Extended leave, flextime, job sharing, and telecommuting allow women to allocate family and work time commitments differently at different stages of the family life cycle.
Preparing Women for Management
Accommodating Families

27. Career Development for Minorities
Organizing Training Courses
Many organizations have specific career planning programs for minority employees. Key areas of concern for career development programs designed to increase diversity in the organization include:
Advancing of Minorities to Management Positions. In the U.S., minorities comprise only a fraction of their population percentage in middle and upper management positions. Top management and the HR department have the primary responsibility to create conditions that are favorable for recognizing and rewarding performance on the basis of objective, nondiscriminatory criteria.
Providing Internships. More organizations now are sponsoring intern programs for minority students to help them to gain valuable on-the-job experience with a company while still in college. Such experience is invaluable, particularly to learn the etiquette of business, which is usually based on a white, Anglo-Saxon cultural model that is otherwise outside the experiences of many minority groups.
Teaching Tip: Internships also provide organizations with effective recruitment prospects by helping promising minority participants get to know the company as they are still finishing their formal education. Such familiarity is often an advantage when several firms begin to recruit the graduating minority member.
Organizing Training Courses. Such professional organizations as the American Management Association sponsor training opportunities for minority managers.
Advancing Minorities to Management
Providing Internships

28. Dual-Career Partnerships
Couples in which both members follow
their own careers and actively support
each other’s career development

29. Stages of Career Development
Presentation Slide 7-4
Stages of Career Development $
Stage 5: Late Career (ages 55-retirement): Remain productive in work, maintain self esteem, prepare for effective retirement.
Stage 4: Mid Career (ages 40-55): Reappraise early career & early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.
Stage 3: Early Career (ages 25-40): Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18-25): Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.
Stage 1: Preparation for Work (ages 0-25): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

30. Presentation Slide 7-5 CISS Orientation and Basic Scales
INFLUENCING -- Leadership, Law/politics, Public speaking, Sales, Advertising
ORGANIZING -- Supervision, Financial services, Office practices
HELPING -- Adult development, Counseling, Child development, Religious activities, Medical practice
CREATING-- Art/design, Performing arts, Writing, International activities, Fashion, Culinary arts
ANALYZING -- Mathematics, Science
PRODUCING-- Mechanical crafts, Woodworking, Farming/Forestry, Plants/gardens, Animal care
ADVENTURING -- Athletics/physical fitness, Military/law enforcement, Risks/adventure
©1992 David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416 Minneapolis, MN Reproduced with permission. “Campbell Interest and Skill Survey” and “CISS” are both registered trademarks of David Campbell, Ph.D.

31. Combinations of Career
Interests and Skills
High
Explore
Pursue
Skills
Avoid
Develop
Low
Low
High
Interests

32. Combination Of Career Interests And Skills
7-6
Presentation Slide 7-6
Combination Of Career Interests And Skills
Pursue INTERESTS HIGH, SKILLS HIGH
Areas of both high interest and high confidence. Include in top career choices.
Develop INTERESTS HIGH, SKILLS LOWER
Areas of high interest, low confidence. Either accept as a vocational, or pursue skill building.
Explore INTERESTS LOWER, SKILLS HIGH
Areas of low interest but high confidence. Reconsider why interest is low or transfer skills to another area.
Avoid INTERESTS LOW, SKILLS LOW
Areas of both aversion and low confidence. Exclude from top career choices.
Source: ©David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416, Minneapolis, MN Reproduced with permission. “Campbell Interest and Skill Survey” and “CISS” are both registered trademarks of David Campbell, Ph.D.

33. Career Plateau Situation in which for either organizational
or personal reasons the probability
of moving up the career ladder is low

34. Entrepreneur One who starts, organizes, manages, and
assumes responsibility for a business
or other enterprise

35. Succession Planning
A process of identifying a plan for the orderly replacement of key employees
Different from replacement planning
Replacement planning only develops a list for replacement of given positions
Succession Planning is well-designed employee development system

36. Succession Planning Involve top management
Integrate with Strategy
Involve top management
Assess key talent
Follow development practices
Monitor/Evaluate

37. Succession Planning Link to strategic planning
Defining positions critical to the strategy
Making certain that top management is personally involved with mentoring, coaching, and talent identification
Assess talent available in the organization
Who are ready for promotion and who need additional development

38. Succession Planning Two products:
Identification of potential emergency replacements for critical positions
Other successors who will be ready with some additional development
The development necessary should be made clear to the people involved
There should be a plan for getting the development

39. Role of HR in Succession Planning
HR is responsible for succession planning
For very high positions (CEO/Board members) top executives should be involved
Identify development needs
Assist exec/mangers in the above
Identify employees who can fill future positions

40. Succession Planning Decisions
Make or buy talent?
Calculate the cost involved
Time costs, availability, quality
Ability to learn
Behavioral traits
Potential vs. performance

41. Assessing potential and current performance
High
Strong Potential
Does not meet performance expectations
High Potential
High performance
No potential to advance
Poor performance
Has reached potential
Exceeds expectations on performance
Potential for lateral move
potential
Low
Low
High
performance

42. Assessing potential and current performance
Actions:
Strong potential: Coaching/development/job change?
High potential: accelerated stretch assignments
Potential for Lateral move: Additional motivation?
No potential to advance: Dismiss?
Has reached potential: Retain and reward?

43. Metrics and Succession Planning
Key measures
Reduced costs of turnover (related to employee retention)
Higher performance
Higher profitability
Percentage of key vacancies filled
Job performance of those promoted
Bench strength, breadth, depth

44. Benefits
Having a supply of talented employees to fill future key openings
Providing career paths and plans for employees, which aids in employee retention and performance motivation
Continually reviewing the need for individuals as organizational changes occur more frequently
Enhancing the organizational “brand”