Chapter 12 Career Planning & Development McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

6-2 Talent Management System Comprehensive method for monitoring and tracking employee skills and abilities Identify the KSAOs required for all jobs The complete set of KSAOs is compiled into a master list. The current workforce will need to be assessed for its competence in this set of KSAOs When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions. Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

6-3 Career Development Centers Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

6-4 Hierarchical Mobility Paths

6-5 Alternative Mobility Paths

6-6 Legal Issues: Glass Ceiling - Overcoming Barriers Ways to Improve Advancement for Women and Minorities Examine the organizational culture Drive change through management commitment Foster inclusion Educate and support women in career development Measure for change

Chapter 8 The Selection Process – Making a Job Offer McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

12-8 Job Offer Process Formulation of job offer Presentation of job offer Job offer acceptance or rejection Reneging

12-9 Formulation of Job Offer Knowledge of competitors Labor demand issues Who are the competitors? What terms and conditions are they offering for the job for which the hiring organization is staffing? Labor supply issues Offers need to attract number of staff required Offers need to consider KSAOs of each offer receiver and the worth of the KSAOs

12-10 Formulation of Job Offer (continued) Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by candidate Candidates may be receiving counteroffers from current employer Currently employed candidates incur costs for leaving and expect a “make whole” offer Candidates are sophisticated in presenting their demands

12-11 Formulation of Job Offer (continued) Strategies for presenting initial offer Lowball offering the lower bounds of terms and conditions to the receiver Competitive an offer that is “on the market,” neither too high nor too low Best shot gives a high offer, one right at the upper bounds of feasible terms and conditions

12-12 Job Offer Content Job title Starting date, location Duration (for temporary positions) Hours Exempt/non-exempt status Compensation Benefits Perquisites Special hiring inducements Hiring bonuses Relocation assistance Conditional offer Other terms and conditions Employment at-will Acceptance terms Expiration date for offer

12-13 Legal Issues Authorization to work Under IRCA, company is prohibited from hiring or continuing to employ an alien not authorized to work in U.S. Negligent hiring Workplace torts issue involving claims by an injured plaintiff that plaintiff was harmed by an unfit employee who was negligently hired by company Employment-at-will Involves right of either employer or employee to unilaterally terminate employment relationship