HUMAN RESOURCE MANAGEMENT- CHAPTER 10 © 2008 Prentice Hall, Inc. All rights reserved. 10–1

The Basics Of Career Management © 2008 Prentice Hall, Inc. All rights reserved. 10–2 Career Management Career Planning Career Development Employees’ Careers

FIGURE 10–1 Employee Career Development Plan © 2008 Prentice Hall, Inc. All rights reserved. 10–3 Source: Reprinted from with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.

TABLE 10–2Roles in Career Development © 2008 Prentice Hall, Inc. All rights reserved. 10–4 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. Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.

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. Share that agenda with your mentor! Respect the mentor’s time. © 2008 Prentice Hall, Inc. All rights reserved. 10–5

Develop your own mentorship program Set up a time when you and your mentor can meet. Schedule regular sessions Ask to be involved with a project, or given a task that is directly tied to a project that they are working on. Ask to come to department meetings and volunteer to take minutes Select an organization within your city that is directly tied to your career. Get involved in activities of that organization and volunteer to take on leadership roles. Remember to select opportunities that will build your resume! © 2008 Prentice Hall, Inc. All rights reserved. 10–6

TABLE 10–3Possible Employer Career Planning and Development Practices © 2008 Prentice Hall, Inc. All rights reserved. 10–7 Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement 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

The Employer’s Role in Career Development © 2008 Prentice Hall, Inc. All rights reserved. 10–8 Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role

Innovative Corporate Career Development Initiatives 1.Provide each employee with an individual budget. 2.Offer on-site or online career centers. 3.Encourage role reversal. 4.Establish a “corporate campus.” 5.Help organize “career success teams.” 6.Provide career coaches. 7.Provide career planning workshops. 8.Utilize computerized on- and offline career development programs. © 2008 Prentice Hall, Inc. All rights reserved. 10–9

FIGURE 10–2 Sample Agenda—Two- Day Career Planning Workshop © 2008 Prentice Hall, Inc. All rights reserved. 10–10

Handling Transfers Employees’ reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities Better location! 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. © 2008 Prentice Hall, Inc. All rights reserved. 10–11

Enhancing Diversity Through Career Management Sources of bias and discrimination Too few people of color employed 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 © 2008 Prentice Hall, Inc. All rights reserved. 10–12

Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects 10–13 Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks

Career Management and Employee Commitment © 2008 Prentice Hall, Inc. All rights reserved. 10–14 Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Comparing Yesterday’s and Today’s Employee-Employer Contract

FIGURE 10–2 Sample Performance Review Development Plan © 2008 Prentice Hall, Inc. All rights reserved. 10–15 Source: Reprinted from with permission of the publisher Business and Legal Reports, Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.

Retirement 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 © 2008 Prentice Hall, Inc. All rights reserved. 10–16

Attracting and Retaining Older Workers © 2008 Prentice Hall, Inc. All rights reserved. 10–17 Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers

Appendix for Chapter 10 © 2008 Prentice Hall, Inc. All rights reserved. 10–18

Identify Your Career Stage Growth Stage Exploration Stage Establishment Stage Trial substage Stabilization substage Midcareer crisis substage Maintenance Stage Decline Stage © 2008 Prentice Hall, Inc. All rights reserved. 10–19

FIGURE 10–A2Finding the Job You Should Want (Part 1) © 2008 Prentice Hall, Inc. All rights reserved. 10–20 Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

FIGURE 10–A3 Finding the Job You Should Want (Part 2) © 2008 Prentice Hall, Inc. All rights reserved. 10–21 Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

Identify Your Career Anchors © 2008 Prentice Hall, Inc. All rights reserved. 10–22 Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security

FIGURE 10–A4 Finding the Job You Should Want (Part 3) © 2008 Prentice Hall, Inc. All rights reserved. 10–23 Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

FIGURE 10–A5 Occupational Outlook Handbook Online 10–24 Source: Accessed August 9, 2007.

FIGURE 10–A6Some Online Sources of Occupational Information © 2008 Prentice Hall, Inc. All rights reserved. 10–25 All Star Jobs America's Career InfoNet Campus Career Center Career Magazine CareerExplorer College Central Network CollegeGrad.com Construct My Future (information about construction careers) Cool Works ERI's Career Salary and Cost of Living Calculators Futures in Nursing hotjobs.com Jammin Jobs! Job Bank USA Job Web JobProfiles.com JobSniper NationJob O*Net Career Center (includes career assessment) Occupational Outlook Handbook Personality Questionnaires Online Quintessential Careers SalaryExpert Simply Hired Snag a Job Streaming Futures (career advice from industry leaders through online streaming video) Think Big (information on technical careers) Translation Industry Career Guide True Careers Try Tools (information about careers in construction) You Apply Here (hourly and part-time employment) Source: Printed with permission from Mapping Your Future, a public service Web site providing career, college, financial aid, and financial literacy information and services to students, families, and schools ( /mapping-our-future.org). Career Guidance / Job Search

Finding the Right Job Do Your Own Local Research Online Job Boards Personal Contacts (NETWORKING!) Answering Advertisements Employment Agencies Executive Recruiters Career Counselors Executive Marketing Consultants Employers’ Web Sites © 2008 Prentice Hall, Inc. All rights reserved. 10–26

FIGURE 10–A7CareerJournal.com © 2008 Prentice Hall, Inc. All rights reserved. 10–27 Source: Wall Street Journal by CareerJournal.com. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004.

Writing Your Résumé Introductory Information Job Objective Job Scope Your Accomplishments Length Personal Data Make Your Résumé Scannable © 2008 Prentice Hall, Inc. All rights reserved. 10–28

FIGURE 10–A8 Example of a Good Résumé © 2008 Prentice Hall, Inc. All rights reserved. 10–29

Online Bios Fill it with details Avoid touchy subjects Look the part Make it search friendly Use abbreviations Say it with numbers Carefully proofread © 2008 Prentice Hall, Inc. All rights reserved. 10–30

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 © 2008 Prentice Hall, Inc. All rights reserved. 10–31

© 2008 Prentice Hall, Inc. All rights reserved. 10–32