Managing careers Career planning development The Basics Of

Managing careers Career planning & development

The Basics Of Career Management Career Development Employees’ Careers Career Planning

The Career Management Goal: Matching Individual and Organizational Needs The Employee’s Role The Organization’s Role Career Management Individual and Organizational Goals

The Employer’s Role in Career Development Realistic Job Previews Networking and Interactions Challenging First Jobs Employer’s Role Career-Oriented Appraisals Mentoring Job Rotation

HR’s Role in Career Management

The Organization’s Role: Establishing a Favorable Context • Management Participation Ø Provide top management support Ø Provide collaboration between line managers and HR managers Ø Train management personnel • Setting Goals Ø Plan human resources strategy • Changing HR Policies Ø Provide for job rotation Ø Provide outplacement service • Announcing the Program Ø Explain its philosophy

Balancing Individual and Organizational Needs

Identifying Career Opportunities and Requirements • Competency Analysis Ø Measures three basic competencies for each job: know-how, problem solving, and accountability. • Job Progressions Ø The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill. • Career Paths Ø Lines of advancement in an occupational field within an organization.

Recognize Lots of Possibilities • Promotion Ø A change of assignment to a job at a higher level in the organization. Ø Principal criteria for determining promotions are merit, seniority, and potential. • Transfer Ø The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

Managing Promotions and Transfers Making Promotion Decisions Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Decision 4: Vertical, Horizontal, or Other?

Alternative Career Moves Promotion Exit Career Moves Demotion Transfer

Stages of Career Development

Typical Line of Advancement in HR Management

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

Career Management and Employee Commitment Comparing Yesterday’s and Today’s Employee-Employer 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. ”

Career Management and Employee Commitment (cont’d) Commitmentoriented career development efforts Career Development Programs Career. Oriented Appraisals

Career Management and Employee Commitment (cont’d) Career Development Programs Commitment. Oriented Career Development Efforts Career. Oriented Appraisals

Attracting and Retaining Older Workers Create a Culture that Honors Experience HR Practices for Older Workers Offer Flexible Work Offer Part-Time Work

Identify Your Career Anchors Technical/ Functional Competence Security Autonomy and Independence Managerial Competence Creativity

Career Change Organizational Assistance • Relocation services Ø Services provided to an employee who is transferred to a new location: v Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language. • Outplacement services Ø Services provided by organizations to help terminated employees find a new job.

Human Capital Profiles for Two Different Careers

Stages of Career Development

Successful Career-Management Practices • • Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. • Giving employees the time and resources they need to consider short- and long-term career goals. • Encouraging employees to continually assess their skills and career direction.

Internal Barriers to Career Advancement • Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. • Rigid job specifications, lack of leadership support for career management, and a shortterm focus. • Lack of career opportunities and pathways within the organization for employees.

Career Development Initiatives: Developing Talent over Time • Career Planning Workbooks Ø Stimulate thinking about careers, strengths/limitations, development needs • Career Planning Workshops Ø Discuss and compare attitudes, concerns, plans • Career Counseling Ø Discuss job, career interests, goals

Determining Individual Development Needs • Fast-track Program Ø A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential. • Career Self-Management Training Ø Helping employees learn to continuously gather feedback and information about their careers. Ø Encouraging them to prepare for mobility.

Mentoring • Mentors Ø Executives who coach, advise, and encourage individuals of lesser rank. • Mentoring functions Ø Functions concerned with the career advancement and psychological aspects of the person being mentored. • E-mentoring Ø Brings experienced business professionals together with individuals needing counseling.

Mentoring Functions

Forming a Mentoring Relationship 1. 2. 3. 4. 5. 6. 7. Research the mentor’s background. Make contact with the mentor. Request help on a particular matter. Consider what you can offer in exchange. Arrange a meeting. Follow up. Ask to meet on an ongoing basis.

Career Networking Contacts • Your college alumni association or career office networking lists • Your own extended family • Your friends’ parents and other family members • Your professors, advisors, coaches, tutors, clergy • Your former bosses and your friends’ and family members’ bosses • Members of clubs, religious groups, and other organizations to which you belong • All of the organizations near where you live or go to school

Developing a Diverse Talent Pool • Recruiting and Developing Women Ø Growth of women in the workplace Ø Increase in females in management roles Ø Stereotyping and gender conflicts • Recruitment of Minorities Ø Educational and societal disadvantages Ø Retention in organizations Ø Affirmative action

Recruitment and Development of Women • The “Glass Ceiling” Ø Artificial barriers based on attitudinal or organizational bias that prevent qualified women from advancing upward in their organizations into management level positions. • Eliminating Women’s Barriers to Advancement Ø Development of women’s networks Ø Online e-mentoring for women Ø Diminishing stereotyping of women Ø Presence of women in significant managerial positions Ø Accommodating families

Glass-Ceiling Audits • Glass ceiling audit factors: Ø Upper-level management and executive training Ø Rotational assignments International assignments Ø Opportunities for promotion Ø Opportunities for executive development programs at universities Ø Desirable compensation packages Ø Opportunities to participate on high-profile project teams Ø Upper-level special assignments © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5– 33

Recruiting and Developing of Minorities • Career development for minorities is advanced by: Ø Organizational support for the advancement of minorities to significant management positions Ø Provision of internships to attract minorities to management careers Ø Organization of training courses to foster the development of minority’s managerial skills and knowledge.

Other Important Talent Concerns • Recruitment of the Disabled Ø Increasing numbers of disabled in the workforce Ø Stereotyping of the disabled versus their superior records for dependability, attendance, motivation and performance Ø Accommodations for physical and mental disabilities Ø Others with less publicized disadvantages • Recruitment of Older People Ø Increasingly returning to the workplace Ø Have valued knowledge, experience, flexibility and reliability as employees

Dual-Career Couples • Dual-Career Partnerships Ø Couples in which both members follow their own careers and actively support each other’s career development. v v v Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing