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PowerPoint Presentation by Charlie Cook The University of West Alabama

Chapter 10 Coaching, Careers, and Talent Management

Part Three | Training and Development

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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WHERE WE ARE NOW…

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The main purpose of this chapter is to help you be more effective at coaching and mentoring employees, and at supporting their career planning needs. The topics addressed include coaching employees, the basics and methods of career planning and mentoring, and talent management. The appendix to this chapter provides specific career management and job search tools and techniques.

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Compare and contrast coaching and mentoring and describe the importance of each.
Compare employers’ traditional and career planning-oriented HR focuses.
Explain the employee’s, manager’s, and employer’s career development roles.
Describe the issues to consider when making promotion decisions.
List and briefly explain at least four methods for better managing retirements.
Define talent management and give an example of an actual talent management system.

LEARNING OUTCOMES

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Coaching and Mentoring

Coaching

Involves educating, instructing, and training subordinates

Focuses on teaching shorter-term job-related skills

Mentoring

Is actively advising, counseling, and guiding

Is helping employees navigate longer-term career hazards

Is leading highly trained employees and self-managing teams

Supplants the need for authority and for giving orders for getting things done

Coaching and mentoring require both analytical and interpersonal skills.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Coaching means educating, instructing, and training subordinates.

Mentoring means advising, counseling, and guiding. Coaching focuses on teaching shorter-term job-related skills; mentoring, on helping employees navigate longer-term career hazards.

Coaching and mentoring require both analytical and interpersonal skills.

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Improving Your Coaching Skills

The Four-Step Coaching Process

Developing a mutually agreed change plan

Preparing to coach

Engaging in active coaching

Evaluating for feedback and follow-up

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Coaching does not mean just telling someone what to do. We can best think of coaching in terms of a four-step process: preparation, planning, active coaching, and follow-up.

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Preparing to Coach:
Applying the ABC Approach

Antecedents

What things must come before the person does the job?

Behavior

Can the person do the job if he or she wanted to?

Consequences

What are the consequences of doing the job right?

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In formulating your hypothesis, it can help to apply the ABC (antecedents, behavior, consequences) approach. The basic idea of ABC is that poor skills and motivation don’t always explain poor performance.

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FIGURE 10–1 A Short Course in Improving Interpersonal Communications

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-1 presents, in the form of guidelines (such as “make yourself clear”), a short course in interpersonal communications.

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FIGURE 10–2
Coach’s
Self-Evaluation
Checklist

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-2 presents a self-evaluation checklist for assessing your coaching skills.

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The Basics Of Career Management

Career Management

Career Development

Career Planning

Career Terminology

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Career management is the process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests most effectively within the company and after they leave the firm.

Career development is the lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

Career planning is the formal process through which someone becomes aware of his or her personal skills, interests, knowledge, motivations, and other characteristics; acquires information about opportunities and choices; identifies career-related goals; and establishes action plans to attain specific goals.

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Careers Today and
Employee Commitment

Old Contract
(Employer-focused)

“Do your best and be loyal to us, and we’ll take care of your career.”

New Contract
(Employee-focused)

“I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day

I must move on, and for having the work-life balance that I desire.”

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Careers today differ in many ways from a few years ago. These changes have big implications for employers. A few years ago, the assumption (the “psychological contract”) between employer and employee was, often, “Be loyal to us, and we’ll take care of you.” Today, employees know they must take care of themselves. The psychological contract is more like, “I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.”

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TABLE 10–1 Traditional Versus Career Development Focus

HR Activity	Traditional Focus	Career Development Focus
Human resource planning	Analyzes jobs, skills, tasks—present and future. Projects needs. Uses statistical data.	Adds information about individual interests, preferences, and the like to replacement plans.
Recruiting and placement	Matching organization’s needs with qualified individuals.	Matches individuals and jobs based on variables including employees’ career interests and aptitudes.
Training and development	Provides opportunities for learning skills, information, and attitudes related to job.	Provides career path information. Adds individual development plans.
Performance appraisal	Rating and/or rewards.	Adds development plans and individual goal setting.
Compensation and benefits	Rewards for time, productivity, talent, and so on.	Adds tuition reimbursement plans, compensation for non–job-related activities such as United Way.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 10-1 summarizes the career aspect of human resource activities that support the employer’s needs and also facilitate career self-analysis and development for employees.

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FIGURE 10–3
Employee Career
Development Plan

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-3 illustrates a simple individual employee’s career development plan worksheet.

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Why Offer Career Development?

Better equips employees
to serve the firm

Boosts employee commitment to the firm

Supports recruitment and retention of efforts

Career Development Benefits

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers can benefit from offering career development to their employees.

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TABLE 10–2 Roles in Career Development

Individual

Accept responsibility for your own career.
Assess your interests, skills, and values.
Seek 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.

Employer

Communicate mission, policies, and procedures.
Provide training and development opportunities, including workshops.
Provide career information and career programs.
Offer a variety of career paths.
Provide career-oriented performance feedback.
Provide mentoring opportunities to support growth and self-direction.
Provide employees with individual development plans.
Provide academic learning assistance programs.

Manager

Provide timely and accurate performance feedback.
Provide developmental assignments and support.
Participate in career development discussions with subordinates.
Support employee development plans.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 10-2 outlines the roles that the employer, employee, and manager all play in planning, guiding, and developing the employee’s career.

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TABLE 10–3 Possible Employer Career Planning and Development Practices

Job postings

Formal education/tuition reimbursement

Performance appraisal
for career planning

Counseling by manager

Lateral moves/job rotations

Counseling by HR

Preretirement programs

Succession planning

Formal mentoring

Common career paths

Dual ladder career paths

Career booklets/pamphlets

Written individual career plans

Career workshops

Assessment center

Upward appraisal

Appraisal committees

Training programs for managers

Orientation/induction programs

Special needs (highfliers)

Special needs (dual-career couples)

Diversity management

Expatriation/repatriation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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As you can see in Table 10-3, employers’ career development efforts range from simple to comprehensive.

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FIGURE 10–4
Sample Agenda—
Two-Day Career
Planning Workshop

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-4 illustrates a typical agenda for a career planning workshop in which participants are expected to be actively involved, completing career planning exercises and inventories and participating in career skills practice sessions. A typical workshop includes a self-assessment, an environmental assessment, and goal-setting and action-planning segments.

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Innovative Corporate Career Development Initiatives

Provide individual lifelong learning budgets.

Encourage role reversal.

Help organize “career success teams.”

Provide career coaches.

Offer online career development programs.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers also use innovative career development initiatives of one sort or another in their career development initiatives.

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Commitment-Oriented
Career Development Efforts

Change in Employee Commitment

Globalization raising productivity and efficiency requirements

Employees thinking of selves as free agents

Career-oriented Appraisals

Provide an opportunity to discuss and link the employee’s performance, career interests, and developmental needs into a coherent career plan.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Appraisals also provide an opportunity to discuss and link the employee’s performance, career interests, and developmental needs into a coherent career plan.

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FIGURE 10–5
Sample Performance
Review Development
Plan

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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A simple form like the one in Figure 10-5 can suffice to help the manager and employee translate the latter’s performance-based experiences for the year into tangible development plans and goals.

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Establishing an Effective
Mentoring Program

Require mentoring?
Provide mentoring training?
Does distance matter?
Same or different departments?
Big or small difference in rank?

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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What employers can do to make mentoring programs more effective is somewhat counterintuitive.

• Require mentoring? It makes little difference in the extent or quality of mentoring whether the protégés volunteer to take part, or are assigned formally to mentors.

• Provide mentoring training? Keep it to a minimum. The more hours spent on mentor training, the more mentors report poorer mentoring relationships.

• Does distance matter? No. The long-distance mentoring participants may work harder at their relationship to compensate for the distance.

• Same or different departments? Mentoring is useful when mentors and protégés are in the same department.

• Big or small difference in rank? Protégés prefer mentors closer to their own level. This makes first-line supervisors particularly valuable as mentors.

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Characteristics of Effective Mentors

Are professionally competent
Are trustworthy
Are consistent
Have the ability to communicate
Are willing to share control
Set high standards
Are willing to invest time and effort
Actively steer protégés into important work

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Mentoring traditionally means having experienced senior people advising, counseling, and guiding employees’ longer-term career development.

Mentoring may be formal or informal. Informally, mid- and senior-level managers may voluntarily help less experienced employees—for instance, by giving them career advice and helping them to navigate office politics. Many employers also have formal mentoring programs.

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Choosing a Mentor

Choose an appropriate potential mentor.
Don’t be surprised if you’re turned down.
Be sure that the mentor understands what you expect in terms of time and advice.
Have an agenda.
Respect the mentor’s time.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In order for the mentoring relationship to work effectively, proteges must choose their mentors carefully.

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Enhancing Diversity Through Career Management

Sources of Bias and Discrimination

A lack of diversity in the hiring department

The “old-boy network” of informal friendships

A lack of women mentors

A lack of high-visibility assignments and developmental experiences (glass ceiling)

A lack of company role models for members of the same racial or ethnic group

Inflexible organizations and career tracks

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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While all employees have much in common, a diverse workforce often brings to the workplace some special career development needs.

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Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects

Eliminate institutional barriers

Improve networking and mentoring

Abolish the glass ceiling

Adopt flexible career tracks

Supporting Diversity

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Perhaps the most important thing the employer and manager can do is to take steps to address the career needs of women and minority employees seriously.

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Employer Life-Cycle Career Management

Decision 1:
Is Seniority or Competence the Rule?

Decision 4:
Vertical, Horizontal,
or Other?

Decision 2:
How Should We Measure Competence?

Decision 3:
Is the Process Formal or Informal?

Making Promotion and Transfer Decisions

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Most people hope for promotions, which usually mean more pay, responsibility, and (often) job satisfaction. For employers, promotions can provide opportunities to reward exceptional performance, and to fill open positions with tested and loyal employees. Yet the promotion process isn’t always a positive experience. Unfairness, arbitrariness, or secrecy can diminish the effectiveness of the process. Several decisions, therefore, loom large in any firm’s promotion process.

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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

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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A transfer is a move from one job to another, usually with no change in salary or grade. Transfers have become less used due to the high cost of relocating employees and the adverse effects of transfers on transferees’ family lives.

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Attracting and Retaining Older Workers

Create a culture that honors experience

Modify selection procedures

Offer flexible or part-time work

Implement phased retirement programs

HR Policies for Older Workers

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers seeking to recruit and/or retain retirees need to take several steps. The general idea is to institute human resource policies that encourage retention and support for older workers’ continued participation in the workplace.

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Managing Retirements

Preretirement Counseling Practices

Explanation of Social Security benefits

Leisure time counseling

Financial and investment counseling

Health counseling

Psychological counseling

Counseling for second careers

Counseling for second careers inside the company

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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For many employees, years of appraisals and career planning end with retirement. Retirement planning is a significant long-term issue for both employees and for employers facing a long-term shortage of talented workers.

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Talent Management

Talent Management

Is the automated end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout the organization

Requires coordinating several human resource activities, in particular workforce acquisition, assessment, development, and retention

Is career management from the employer’s point
of view

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In an ideal world, an employer would be able to integrate the entire process of hiring, training, appraising, and developing and rewarding employees to maximize each employee’s contribution while minimizing the total costs of that process. New integrated computerized systems enable employers to move closer to accomplishing that.

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FIGURE 10–6 The Talent Management Process

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-6 summarizes how talent management information systems integrate system components like succession planning, recruitment, learning, and employee pay, enabling the seamless updating of data among the various components.

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K E Y T E R M S

coaching

mentoring

career

career management

career development

career planning

reality shock

promotions

transfers

talent management

career cycle

growth stage

exploration stage

establishment stage

trial substage

stabilization substage

midcareer crisis substage

maintenance stage

decline stage

career anchors

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Chapter 10

Appendix

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Identify Your Career Stage

Growth Stage
Exploration Stage
Establishment Stage

Trial substage

Stabilization substage

Midcareer crisis substage

Maintenance Stage
Decline Stage

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Each person’s career goes through career cycle stages, and the stage you are in will influence your knowledge of and preference for various occupations.

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FIGURE 10–A1 Choosing an Occupational Orientation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Career-counseling expert John Holland says that personality (including values, motives, and needs) is one career choice determinant. For example, a person with a strong social orientation might be attracted to careers that entail interpersonal rather than intellectual or physical activities and to occupations such as social work. Based on research with his Vocational Preference Test (VPT), Holland found six basic personality types or orientations (see www.self-directed-search.com).

Most people have more than one occupational orientation (they might be social, realistic, and investigative, for example), and Holland believes that the more similar or compatible these orientations are, the less internal conflict or indecision a person will face in making a career choice. To help illustrate this, Holland suggests placing each orientation in one corner of a hexagon, as in Figure 10-A1. As you can see, the model has six corners, each of which represents one personal orientation (for example, enterprising). According to Holland’s research, the closer two orientations are in this figure, the more compatible they are.

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TABLE 10–A1 Example of Some Occupations That
May Typify Each Occupational Theme

Realistic	Investigative	Artistic	Social	Enterprising	Conventional
Engineers Carpenters	Physicians Psychologists Research and development managers	Advertising executives Public relations executives	Auto sales dealers School administrators	A wide range of managerial occupations, including: Military officers Chamber of commerce executives Investment managers Lawyers	Accountants Bankers Credit managers

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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TABLE 10-A1 summarizes some of the occupations found to be the best match for each of the six personality-type orientations.

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FIGURE 10–A2 Finding the Job You Should Want (Part 1)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-A2 assumes that all executive work is based on one or more of eight core activities such as “quantitative analysis” and “managing people.”

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FIGURE 10–A3
Finding the Job
You Should Want
(Part 2)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In Figure 10-A3, quickly go through each of the second figure’s pairs of statements and indicate which one is more interesting to you. Then add the letters for your total score on each core function and record that score in the second figure.

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FIGURE 10–A4
Finding the Job
You Should Want
(Part 3)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Use Figure 10-A4 to see what kind of successful businesspeople share your career direction’s interests. For example, if you scored high in Figure 10-A3 on “Enterprise Control” and “Managing People,” then CEOs, presidents, division managers, and general managers are the sorts of people whose career interests are most similar to yours.

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Identify Your Career Anchors

Technical/functional competence

Managerial competence

Autonomy and independence

Creativity

Security

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them because of learning, through experience, about his or her talents and abilities, motives and needs, and attitudes and values.

Career anchors are difficult to predict because they are evolutionary and a product of a process of discovery. Some people may never find out what their career anchors are until they have to make a major choice—such as whether to take the promotion to the headquarters staff or strike out on their own by starting a business.

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FIGURE 10–A5 Occupational Outlook Handbook Online

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-A5 is a snapshot of the U.S. Department of Labor’s online Occupational Outlook Handbook (www.bls.gov/oco), is updated each year, and provides detailed descriptions and information on hundreds of occupations.

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FIGURE 10–A6 Some Online Sources of Occupational Information

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-A6 lists some other Web sites to turn to both for occupational information and for information on where to turn to when searching for a job—the subject to which we ourselves now turn.

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Job Search Techniques

Do your own local research
Online job boards
Personal contacts
Answering advertisements
Employment agencies
Executive recruiters
Career counselors
Executive marketing consultants
Employers’ Web sites

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Writing Your Résumé

Introductory information
Job objective
Job scope
Your accomplishments
Length
Personal data
Make your résumé scannable

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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FIGURE 10–A7 Partial Example of a Good Résumé

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 10-A7 presents an example of an effective résumé.

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Online Bios

Fill it with details
Avoid touchy subjects
Look the part
Make it search friendly
Use abbreviations
Say it with numbers
Carefully proofread

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Today, employers often encourage or require their professionals and managers to post brief biographies on corporate intranets or Web sites. These bios let other employees know about their colleagues’ expertise.

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Handling the Interview

Prepare, prepare, prepare
Uncover the interviewer’s needs
Relate yourself to the person’s needs
Think before answering
Make a good appearance and show enthusiasm

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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You have done all your homework and now the big day is almost here; you have an interview next week with the person who is responsible for hiring for the job you want. What must you do to excel in the interview? Here are some suggestions.

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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