MAN 404 Human Resource Management Managing Careers Managing

MAN 404 Human Resource Management Managing Careers & Managing Global HR Week 11 Tuğberk Kaya tugberk. kaya@neu. edu. tr Near East University

The Basics of Career Management �Career �The occupational positions a person has had over many years. �Career management �The process for enabling employees to better understand develop their career skills and interests, and to use these skills and interests more effectively. �Career development �The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

The Basics of Career Management �Career planning �The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. �Careers today �Careers are no simple progressions of employment in one or two firms with a single profession. �Employees now want to exchange performance for training, learning, and development that keep them marketable.

Roles in Career Development �The Individual � Accept responsibility for your own career. � Assess your interests, skills, and values. � eek 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.

Roles in Career Development The Manager • Provide timely performance feedback. • Provide developmental assignments and support. • Participate in career development discussions. • Support employee development plans.

Roles in Career Development The Organization • Communicate mission, policies, and procedures. • Provide training and development opportunities. • Provide career information and career programs. • Offer a variety of career options.

The Employer’s Role in Career Development �Realistic job previews �Challenging first jobs �Career-oriented appraisals �Job rotation �Mentoring �Networking and interactions

Career Management and Employee Commitment �The “New Psychological Contract” �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. ”

Managing Transfers �Employees’ reasons for desiring transfers �Personal enrichment and growth �More interesting jobs �Greater convenience (better hours, location) �Greater advancement possibilities �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.

Enhancing Women’s and Minorities’ Prospects �Eliminate institutional barriers �Improve networking and mentoring �Eliminate the glass ceiling �Institute flexible schedules and career tracks

Retirement �The point at which one gives up one’s work, usually between the ages of 60 and 65. �Preretirement practices �Explanation of Social Security benefits �Leisure time counseling �Financial and investment counseling �Health counseling �Psychological counseling �Counseling for second careers inside the company

Managing Global HR �The Management Challenges of International Business �Coordinating market, product, and production plans on a worldwide basis �Creating organization structures capable of balancing centralized home-office control with adequate local autonomy. �Extending its HR policies and systems to service its staffing needs abroad:

The Global HR Challenges �Deployment � Easily getting the right skills to where we need them, regardless of geographic location. �Knowledge and innovation dissemination � Spreading state-of-the-art knowledge and practices throughout the organization regardless of where they originate. �Identifying and developing talent on a global basis � Identifying can function effectively in a global organization and developing his or her abilities.

Global Staffing Issues �Selecting candidates for overseas assignment �Assignment terms and documentation �Relocation process �Immigration processing �Cultural and language orientation and training �Compensation administration and payroll processing �Tax administration �Career planning and development �Handling of spouse and dependent matters

Intercountry Differences Affecting HRM �Cultural Factors �Economic Systems �Legal and Industrial Relations Factors �The European Union

Global Differences and Similarities in HR Practices �Personnel Selection Procedure �The Purpose of the Performance Appraisal �Training and Development Practices �The Use of Pay Incentives

A Global HR System �Making the global HR system more acceptable �Remember that global systems are more accepted in truly global organizations. �Investigate pressures to differentiate and determine their legitimacy. �Try to work within the context of a strong corporate culture.

A Global HR System �Developing a more effective global HR system �Form global HR networks. �Remember that it’s more important to standardize ends and competencies than specific methods. �Implementing the global HR system �Remember, “You can’t communicate enough. ” �Dedicate adequate resources for the global HR effort.

Values and International Staffing Policy �Ethnocentric � The notion that home-country attitudes, management style, knowledge, evaluation criteria, and managers are superior to anything the host country has to offer. �Polycentric � A conscious belief that only the host-country managers can ever really understand the culture and behavior of the host-country market. �Geocentric � The belief that the firm’s whole management staff must be scoured on a global basis, on the assumption that the best manager of a specific position anywhere may be in any of the countries in which the firm operates.

Why Expatriate Assignments Fail �Personality �Personal intentions �Family pressures �Inability of the spouse to adjust �Inability to cope with larger overseas responsibility. �Lack of cultural skills

Helping Expatriate Assignment Succeed �Providing realistic previews of what to expect �Careful screening �Improved orientation �Cultural and language training �Improved benefits packages

Selecting Expatriate Managers �Adaptability screening �Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer. �Overseas Assignment Inventory �A test that identifies the characteristics and attitudes international assignment candidates should have. �Realistic previews �The problems to expect in the new job as well as about the cultural benefits, problems, and idiosyncrasies of the country.

References � Dessler, G. (2008) Human Resource Management. 11 th edn. Harlow: Pearson Education Ltd � Mondy, R. (2005) Human Resource Management. Harlow: Pearson Education Ltd � Purcell, J. , Kinnie, N. , Hutchinson, S. , Rayton, B. and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD

Any Questions? tugberk. kaya@neu. edu. tr