1. MGTO 630C Staffing and Managing Human Resources Dr. Christina Sue-Chan Employee & Career Development Systems: Chapter 6 Saturday, March 1, 2003

2. 2 By the end of today class, you should be able to More effectively manager the careers of your employees, including those in China, as well as self-manage your own career.

3. 3 Career Management Models Life-Cycle Model  employees move through distinct career stages  face distinct developmental tasks based on stages Organizational-Based Models  careers progress through stages  development involves learning to perform certain activities

4. 4 Career Management Models (con’t) Direction Pattern Model  employees make decisions about how quickly they want to progress through career stages example: some employees plan on staying in a job or occupation their entire lives (linear view)

5. Status, salary, incentives compare favorably with managers  Recognition and increased opportunities for influencing company decisions, enhanced professional environment Paths of excellence (not dumping grounds for poor performers) Technical employees have choices Self-assessment Characteristics of Effective Dual Career Path Systems

6. 6 Now let’s see how development occurs in the Chinese context ASIMCO case presentation and discussion Video on performance management in China

7. 7 Careers -- From Stability and Predictability to Change and Unpredictability Womb to tomb security Managers as a fixed cost Promotion culture Trajectory careers Organizational loyalty Organizational identity Organizational pensions Employability Managers as a variable cost Psychological success Multiple/Discontinuous careers Professional loyalty Self defined identity Personalized retirement WHAT’S OUTWHAT’S IN

8. 8 Managerial Derailment Source: Center for Creative Leadership Occurs when a manager wants to move ahead but is instead fired, demoted, or plateaued below expected levels of achievement. 30-50% of high potential managers derail. Derailment is costly to individuals and organizations.

9. 9 The Process of Derailment: Things Change  A strength no longer matters  A strength becomes a weakness  An untested area becomes a weakness  A flaw now matters  A blind spot becomes a flaw Source: Lombardo and Eichinger

10. 10 Why Managers Derail Intelligence isn’t enough for long term success. Talents that once brought early success can lead to failure. Flaws and blind spots that seemed insignificant earlier suddenly matter.

11. 11 Seven Success Contributors Social Capital (family background, gender, race, etc. provide access to strategic networks) Scholastic Capital (quality and status of education) Technical Skills Successful Intelligence (cognitive intelligence, creativity and practical skills) Emotional Intelligence (self awareness and social skills) Proactive Personality Conscientiousness (hard work and dependability) Do the same 7 factors apply here in HK / China?

12. 12 Components of Emotional Intelligence Self-awareness Self-regulation Motivation Empathy Social skill Source: What Makes a Leader? Daniel Goleman

13. 13 Proactive Personality May Predict:  Executive Success  Job Performance  Salary  Promotions  Career Satisfaction  Community Involvement

14. 14 Proactive Personality Scale I am constantly on the lookout for new ways to improve my life. Wherever I have been, I have been a powerful force for constructive change. Nothing is more exciting than seeing my ideas turn into reality. If I see something I don’t like, I fix it. No matter what the odds, if I believe in something I will make it happen. I love being a champion for my ideas, even against other’s opposition. I excel at identifying opportunities. I am always looking for better ways to do things. If I believe in an idea, no obstacle will prevent me from making it happen. I can spot a good opportunity long before others can. Source:Thomas Bateman & J. Michael Grant, 1993, Journal of Organizational Behavior

15. 15 Common Thread for Derailing Individuals exhibit superior skill in a particular area to the exclusion of developing complementary ones.

16. 16 Process of Derailment Assertive Introspective High energy and initiative Ability to solve problems well and quickly Assertive Introspective High energy and initiative Ability to solve problems well and quickly Impatient Doesn’t listen well Independent to the point that relationships suffer Likes to solve problems alone Impatient Doesn’t listen well Independent to the point that relationships suffer Likes to solve problems alone Profile of High Potential Manager Corollary Weaknesses Is the profile the same for HIPOs in HK/China?