1. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 1 Part 3: Training and Developing Human Resources Chapter 8: Careers and HR Development Prepared by Linda Eligh, University of Western Ontario

2. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 2 Learning Objectives After you have read this chapter, you should be able to: 1.Differentiate between organization-centred and individual-centred career planning. 2.Discuss several career issues that organizations and employees face. 3.Discuss the purpose of employee development and list options for development needs analyses. 4.Explain why succession planning has become more important. 5.Identify several management development methods.

3. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 3 Employee Development Significant Developments  More horizontal “ladders” in middle management  More strategic focus on core competencies  Careers as a series of projects, not upward steps in an organization  Career development now extends to all employees  In “new career” era, the individual manages own development, not the organization  Employees who change jobs and employers frequently are now the norm

4. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 4 Careers and Career Planning Human Resource Capabilities  Reliable access to the required people (quantity) with the skills, abilities and attributes and competencies (quality) that the organization needs to meet its purpose and deliver its outputs, in accordance with its strategic goals. Career  The series of work-related positions a person occupies through life. Organization-Centred Career Planning  Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. Individual-Centred Career Planning  Focuses on an individual’s career rather than on organizational needs.

5. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 5 Organizational and Individual Career Planning Perspectives Fig. 8-1

6. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 6 Individual-Centred Career Planning Setting Career Goals Self-AssessmentSelf-Assessment Feedback on Reality Career Management

7. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 7 How People Choose Careers Social Background InterestsInterests Self-ImageSelf-Image PersonalityPersonality Career Choice

8. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 8 General Career Periods Fig. 8-2

9. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 9 Career Transitions and HR The Work SupervisorsSupervisorsFeedbackFeedback TimeTime New Employee Entry Shock

10. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 10 Global Career Development Repatriation  Planning, training, and reassignment of global employees to their home countries. Development Issues  Focusing on developing local managers as well as global executives.  Development areas typically include:  Cultural issues, running a business, leading and managing, handling problematic people, personal qualities, self, and career.

11. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 11 Late Career/Retirement Issues TerritorialityTerritoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment GoalsGoals

12. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 12 Proportion of the Employed Population Aged 55 and Over, by Industry, 2002 Fig. 8-3

13. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 13 Women and Careers In 2002, the overall participation rate of Canadian women in the workforce reached a record-high of 60.7%  “Sequencing”:  Women’s careers are often interrupted for child birth and child rearing and later return to work with a job that allows flexibility when they are older.  Glass ceiling:  The situation in which women fail to progress into top management positions.  Employers can tap into the female labour market with child care, flexible work policies, and a willingness to be accommodating.

14. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 14 Aboriginal People and Careers McCormick and Amundson’s Career-Life Planning Model for First Nations People  Connectedness  Balance  Roles and responsibilities  Gifts  Values  Inclusion of family and community members  Counselor as facilitator  Talking/healing circle format

15. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 15 Visible Minorities and Careers Lost Opportunities  “Lack of fit” due to speaking with an accent  Work credentials not taken seriously Taking Charge of Careers  Using networking and mentoring opportunities inside and outside the workplace  Fostering a “can do” attitude  Taking any job while applying for work more in line with credentials  Obtaining credentials from Canadian educational institutions

16. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 16 People with Disabilities and Careers  Labour force participation is only 49%, making underemployment a serious concern  Workplace barriers are physical and attitudinal  Accessibility continues to be problematic  Once employed, career development programs can begin  Education, training and transition programs need to become more flexible and accessible

17. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 17 Special Career Issues for Organizations and Employees Career Plateaus  Employees who are “stuck” at a career level and lack opportunities for upward mobility. Technical and Professional Workers  Dual-career ladders provide advancement pathways for specialists and technical employees. Dual-Career Couples  Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.

18. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 18 “Portable” Career Path Fig. 8-4

19. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 19 Dual-Career Ladder for Engineers Fig. 8-5

20. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 20 Global Transfers HR employee relocation assistance policies that consider the concerns of dual-career couples:  Paying employment agency fees for the relocating partner  Paying for a designated number of trips for the partner to look for a job in the proposed new location  Helping the partner find a job in the same company or in another division or subsidiary of the company  Developing computerized job banks to share with other companies in the area that list partners available for job openings

21. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 21 Developing Human Resources Development  Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication. Organizational Needs Analyses  Future employee competencies  Employee and managerial succession  Retirements, promotions, transfers, departures

22. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 22 Development vs. Training Fig. 8-6

23. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 23 HR Development Process in an Organization Fig. 8-7

24. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 24 The HR Development Process Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning HR Development

25. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 25 Development Needs Analyses Assessment Centres  A collection of instruments and exercises designed to diagnose individuals’ development needs.  Intent is to identify management potential in participants. Psychological Testing  Intelligence tests, verbal and mathematical reasoning tests, and personality tests are often used.  Interpretation of results is problematic. Performance Appraisals  Serve as a source of development information.  Results can be difficult to interpret.

26. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 26 Succession Planning  The process of identifying a longer-term plan for the orderly replacement of key employees. Succession in Small and Closely Held Organizations  Important in small and medium-sized firms, but studies show that few of these firms formalize succession plans.

27. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 27 Succession Planning Process Fig. 8-8

28. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 28 Choosing a Development Approach Job-Site Methods Committee Assignment Job Rotation “Assistant-to” Positions On-line Development Corporate Universities-Career Development Learning Organization CoachingCoaching

29. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 29 Possible Means for Developing Employees in a Learning Organization Fig. 8-9

30. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 30 Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Sabbaticals and Leaves of Absence Classroom Courses and Degrees Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)

31. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 31 Advantages and Disadvantages of Major Development Approaches Fig. 8-10

32. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 32 Advantages and Disadvantages of Major Development Approaches (cont’d)

33. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 33 Management Lessons Learned from Job Experience Fig. 8-11

34. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 34 Management Development Methods LeadershipDevelopmentLeadershipDevelopment Management Coaching Management Mentoring and the Glass Ceiling Management Mentoring and the Glass Ceiling Executive Education Managerial Modeling Management Mentoring SupervisoryDevelopmentSupervisoryDevelopment

35. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 35 Stages in Management Mentoring Relationships Fig. 8-12

36. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.8 – 36 Problems with Management Development Efforts Inadequate HR planning and a lack of coordination of HR development efforts.  Failing to conduct adequate needs analysis, trying out fad programs or training methods, and substituting training for selecting qualified individuals. Encapsulated Development  A situation in which an individual learns new methods and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods.