Chapter 12 Special Challenges in Career Management

Socialization & Orientation Chapter 12 Socialization & Orientation Organizational socialization: The process of transforming new employees into the members of the company, including being prepared to perform effectively, learning about the company, and establishing work relationships.

Socialization & Orientation Chapter 12 Socialization & Orientation Three Phases of Organizational Socialization: Anticipatory Socialization - - The development of expectations about the company, the job, working conditions, and co-workers before joining the company. Comes from interactions during the recruitment and selection process and previous work experiences.

Socialization & Orientation Chapter 12 Socialization & Orientation Three Phases of Organizational Socialization: Encounter Phase - - Point at which the individual begins the new job and experiences some shock and surprises. This is time for familiarity with tasks, policies… Nature of relationship w/ manager is important

Socialization & Orientation Chapter 12 Socialization & Orientation Three Phases of Organizational Socialization: Settling Phase - - Employee begins to feel comfortable with the company and job and begins to resolve any work or non-work conflicts.

Socialization & Orientation Chapter 12 Socialization & Orientation Orientation programs play an important role in socializing new employees by familiarizing employees with company rules, policies, and procedures. Effective orientation programs include active involvement of the new employee.

Socialization & Orientation Chapter 12 Socialization & Orientation Characteristics of Effective Orientation Programs: Encourage employees to ask questions Include technical & social info about job Are the responsibility of the manager Avoid embarrassing new employees Allow formal & informal interactions Involve relocation assistance Provide info about company’s products, cust, etc...

Plateauing Chapter 12 Plateauing Is: When there’s a low likelihood that an employee will receive future job assignments or promotions. It’s dysfunctional when the employee feels “stuck” in a job with no personal growth opportunities. Poor attitudes Poor performance

Plateauing Chapter 12 Why do employees Plateau: Lack of skill or ability Lack of training Low need for achievement Unfair or dissatisfying pay decisions Confusion about job responsibilities Slow co. growth and few developmental oppys

Plateauing Chapter 12 Possible remedies for Plateauing: Ensuring emp. understands reason for plateau Encourage emp. to go to developmental activities Encourage emp. to seek career counseling Help employee to “reality-test” solutions Hit the road jack...

Skills Obsolescence Chapter 12 Obsolescence Is: A reduction in an employee’s competence due to a lack of knowledge of new processes, techniques or technologies that have emerged since the employee’s education was completed. Used to be a concern for technical emps, but changing technology means it effects all emps.

Skills Obsolescence Chapter 12 To avoid Obsolescence: 1. Have managers provide challenging work assignments and encourage employees to acquire new skills through various means. 2. Have company climate emphasize continuous learning 3. Encourage peers to share ideas, info, problems 4. Reward system that pays for sabbaticals, development, new ideas.

Coping with Job Loss Chapter 12 More important now in an environment of downsizing, layoffs, restructuring, mergers, etc. Two responsibilities of managers/company from a career management standpoint: 1. Help employees who will lose their jobs 2. Ensure “survivors” remain productive and committed.

Coping with Job Loss Chapter 12 To prepare employees for layoffs: Advance warning & explanation Psychological, financial and career counseling Assessment of skills and interests Job campaign services Job lead banks, newspapers, phones, job books Electronic delivery of job openings, self-dir career mgt guides, and interest & values inventory

Coping with Job Loss Chapter 12 Many companies are teaming with public sector to assist laid off employees. Unemployment Insurance Placement services Re-education programs Apprenticeship and Training Programs Re-employment Skills Training

Dealing With Older Workers Chapter 12 Dealing With Older Workers To meet the needs of older workers: 1. Be flexible in scheduling work. 2. Ensure older workers get training to avoid obsolescence. 3. Provide info regarding long-term health care and elder care. 4. Assessment and counseling for poss. recycling. 5. No stereotypes regarding older workers.

Dealing With Older Workers Chapter 12 Dealing With Older Workers Pre-retirement Socialization: The process of helping employees prepare for exit from employment. Psychological aspects of retirement Housing and living considerations/costs Retirement health Estate planning Social Sec. and Pension benefits collection

Dealing With Older Workers Chapter 12 Dealing With Older Workers Retirement: Leaving a job and work role and transitioning into a life without employment or recycling into another career or job. Companies must- - Meet needs of older workers Assist employees in retirement planning Avoid discrimination in early retirement programs

Dealing With Older Workers Chapter 12 Dealing With Older Workers Early Retirement (ER) programs: Offers employees financial incentives to leave the company before the traditional retirement age. Effective ER programs : Are part of the benefit package Justify age-related distinctions for ER eligibility Ensure ER is voluntary Training to understand ER implications ($$!)