Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-1 Managing Human Resources Managing Human Resources Bohlander  Snell  Sherman Chapter 7 Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-2 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.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-3 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.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-4 Operational Employee turnover Absenteeism Talent pool Outsourcing Productivity Operational Employee turnover Absenteeism Talent pool Outsourcing Productivity Strategic Current competencies Future competencies Market changes Mergers, etc. Joint ventures Innovation Growth Downsizing Restructuring Strategic Current competencies Future competencies Market changes Mergers, etc. Joint ventures Innovation Growth Downsizing Restructuring Presentation Slide 7-1A Career Development #1A Matching Individual and Organizational Needs Organization’s Needs Professional Career stage Education & training Promotion aspirations Performance Potential Current career path Professional Career stage Education & training Promotion aspirations Performance Potential Current career path Individual’s Needs P ersonal Age/tenure Family concerns Spouse employment Mobility Outside interests Career Management

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-5 Presentations Slide 7-1B Career Development #1B Creating Favorable Conditions Management Support Goal Setting Publicizing the Program Changes in HRM Policies Creating Favorable Conditions for Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-6 Presentation Slide 7-1C Career Development #1C Creating Favorable Conditions Management Participation u Provide top management support u Provide collaboration between line managers and HR managers u Train management personnel Setting Goals u Plan human resources strategy Changing HR Policies u Provide for job rotation u Provide outplacement service Announcing the Program u Explain its philosophy

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-7 Presentation Slide 7-2A Career Development #2A Identifying Job Opportunities Job Competencies Job Progressions & Career Paths Dual Career Paths Career Advancement Possibilities Activities of Job Opportunity Inventorying Activities of Job Opportunity Inventorying

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-8 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-9 Career Paths Lines of advancement in an occupational field within an organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-10 Alternative Career Moves Transfer Promotion Exit Demotion

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-11 Promotion Change of assignment to a job at a higher level in the organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-12 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-13 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-14 Outplacement Services Services provided by organizations to help terminated employees find a new job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-15 Presentation Slide 7-2B Career Development #2B Determining Employee Potential Career Planning Workbooks u Stimulate thinking about careers, strengths/limitations, development needs Career Planning Workshops u Discuss and compare attitudes, concerns, plans Career Counseling u Discuss job, career interests, goals

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-16 Career Development Initiatives CAREER DEVELOPMENT INITIATIVES Provide workbooks and workshops. Provide career counseling. Career self-management training Give developmental feedback. Provide mentoring. CAREER DEVELOPMENT INITIATIVES Provide workbooks and workshops. Provide career counseling. Career self-management training Give developmental feedback. Provide mentoring. Identify Career Opportunities & Requirements Gauge Employee Potential The Goal: Match Individual and Organization Needs THE GOAL: MATCHING Encourage employee ownership of career. Create a supportive context. Communicate direction of company. Mutual goal setting and planning. THE GOAL: MATCHING Encourage employee ownership of career. Create a supportive context. Communicate direction of company. Mutual goal setting and planning. OPPORTUNITIES & REQUIREMENTS Identify future competency needs. Establish job progressions/career paths. Balance promotions, transfers, exists, etc. Establish dual career paths. 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. GAUGE EMPLOYEE POTENTIAL Measure competencies (appraisals). Establish talent inventories. Establish succession plans. Use assessment centers. Presentation Slide 7-3 HR’s Role in Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-17 Gauging Employee Potential Career Planning Workbooks Career Planning Workshops Career Counseling

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-18 Career Development Programs Determining Individual Development Needs Performance Appraisals Using Assessment Centers Inventorying Management Requirements and Talent Mentoring

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-19 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-20 In-Basket Training Assessment-center process for evaluating trainees by simulating a real-life work situation.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-21 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.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-22 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.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-23 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-24 Mentors Executives who coach, advise, and encourage individuals of lesser rank

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-25 Mentoring Functions SUCCESSFUL MENTORING 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. 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. GOOD MENTORS… 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 MENTORS… 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 Source: Matt Starcevich and Fred Friend, “ Effective mentoring relationships from the Mentee's perspective,” Workforce, supplement, (Jul 1999): 2-3.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-26 Career Development for Women Eliminating Barriers to Advancement Preparing Women for Management Accommodating Families

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-27 Career Development for Minorities Advancing Minorities to Management Organizing Training Courses Providing Internships

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-28 Dual-Career Partnerships Couples in which both members follow their own careers and actively support each other’s career development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-29 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. $ Presentation Slide 7-4 Stages of Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-30 u INFLUENCING -- Leadership, Law/politics, Public speaking, Sales, Advertising u ORGANIZING -- Supervision, Financial services, Office practices u HELPING -- Adult development, Counseling, Child development, Religious activities, Medical practice u CREATING-- Art/design, Performing arts, Writing, International activities, Fashion, Culinary arts u ANALYZING -- Mathematics, Science u PRODUCING-- Mechanical crafts, Woodworking, Farming/Forestry, Plants/gardens, Animal care u 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. 7-5 Presentation Slide 7-5 CISS Orientation and Basic Scales

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-31 Interests Low High Skills Pursue DevelopAvoid Explore Combinations of Career Interests and Skills

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-32 PursueINTERESTS HIGH, SKILLS HIGH Areas of both high interest and high confidence. Include in top career choices. DevelopINTERESTS HIGH, SKILLS LOWER Areas of high interest, low confidence. Either accept as a vocational, or pursue skill building. ExploreINTERESTS LOWER, SKILLS HIGH Areas of low interest but high confidence. Reconsider why interest is low or transfer skills to another area. AvoidINTERESTS 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. 7-6 Presentation Slide 7-6 Combination Of Career Interests And Skills

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-33 Career Plateau Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-34 Entrepreneur One who starts, organizes, manages, and assumes responsibility for a business or other enterprise