Creative thinking and synthesis.
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Mathis_16e_PPT_Ch09_IE.pptxCHAPTER 9
Talent,
Careers, and Development
© 2020 Cengage Learning ®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Identify the importance of talent management and discuss two reasons it may be difficult
Explain the importance of succession planning and the steps involved in the process
Differentiate between organization-centered and individual-centered career planning
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (continued)
List options for development needs analyses
Discuss three career issues that organizations and employees must address
Identify several management development methods
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Talent Management
Strategic talent management: Identifying the most important jobs in a company that provide a long-term competitive advantage and then creating appropriate H R policies to develop employees so that they can effectively work in these jobs
Integrated talent management (I T M): Holistic approach to leveraging and building human capital
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Maximizing the Value of Talent Management
Invest in human capital rather than a short-term cost
Deploy workers with high levels of competency and capability
Focus on training, succession planning, career planning, development, and performance management
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-1: Integrated Talent Management
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Talent Management in Perspective
Talent is like inventory; companies must pay attention to employees’ needs and goals
Successful talent management:
Attracts and retains talent
Provides good development opportunities
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Talent Management Information Systems
Integrate all the pieces of talent management into one manageable whole
Pull together H R, finance, and operations data to get insights on talent that are otherwise difficult to obtain
Potential to become a tool to aid decision making
There is great potential for automated talent management systems to aid decision making in the future
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Scope of Talent Management
Target jobs
Identify the types of jobs that will be the focus of talent management efforts
Competency models
Show the K S As for various jobs
Libraries of competency models maintained by some companies
Ensure efficient talent planning
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Scope of Talent Management (continued)
Development risk management
Companies encourage promising employees to volunteer for development on their own time
Reduces the risk of developing talent of an employee who would choose to leave the organization with the skills gained
Make-or-buy: Develop competitive human resources or hire individuals who are already developed from somewhere else
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
High-Potential Individuals
High-potential individuals (Hi Pos): Show high promise for advancement in the organization
Approaches to keep Hi Pos engaged:
Discuss their future with key players
Discover their career aspirations
Offer high-profile assignments
Offer interaction with senior leaders
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Hi Po Assessment
Strong motivation to excel in pursuit of challenging goals
Humility to put group needs before personal needs and insatiable curiosity to explore new ideas
Keen insight into connections that most people overlook
Strong engagement with work tasks and people
Determination to overcome obstacles
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Succession Planning
Succession planning: Preparing for inevitable vacancies in the organization hierarchy
Basis for retirements, transfers, promotions, and turnover
Should include a well-designed development system for employees
Define key positions and involve key managers in talent identification, mentoring, and coaching
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Figure 9-3: Succession Planning Process
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-3: Succession Planning Process (continued)
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Succession Planning Decisions
Identifying current talent
Nine-box talent grid: A matrix showing past performance and future potential of all employees
Metrics and succession planning
Measure could be reduced costs of turnover, higher performance, and profitability
Computerized succession planning models
Linking skills-tracking systems, performance appraisals, and other databases
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-4: Nine-Box Talent Grid
Source: http://www.smartmovescoach.com.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Succession Planning Decisions (continued)
Benefits
Supplying highly qualified individuals
Providing career opportunities and plans for individuals
Providing a basis for continual review of staffing requirements
Enhancing the “brand” of the company
Generating confidence of stakeholders
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Careers and Career Planning
Career: Series of work-related positions a person occupies throughout his or her life
Changing nature of careers
Traditional perspective: Employer is expected to lead in employee development; focus is on upward movement in gaining status and rewards
Contemporary perspective: Employees are proactive about their own satisfaction, determining skills, competencies, work–life balance, and personal challenges
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of the Protean Career
Psychological success
Numerous short learning cycles
Willing and able to adapt to changes
Self-directed, proactive
Seeks feedback to form accurate self perceptions
Reward is pride in work and achievement
Career plan is driven by employee, not employer
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization-Centered Career Planning
Organization-centered career planning: Focuses on identifying career paths that provide for the logical progression of people between jobs in an organization
Career paths: Employees’ movements through opportunities over time
Employer websites and career planning
Used for career assessment, information, and instruction
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-6: Organizational and Individual Career Planning Perspectives
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual-Centered Career Planning
Individual-centered career planning: Focuses on an individual’s responsibility for a career rather than on organizational involvement in the process or consideration of a company’s needs
Primary steps in individual career planning:
Determine who you are
Find out how you are viewed
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual-Centered Career Planning (continued)
Investigate your options
Set a goal and create an overall plan
Take action to advance the plan
Individual career profile
Interests
Skills
Personality
Values
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
General Career Periods
| Characteristics | Early Career | Mid-Career | Late Career | Career End |
| Age | 20 to 30 years | 30 to 50 years | 50 to 60 years | 60 to 70 years |
| Needs | Identify interests and exploring jobs | Advance in career, deal with lifestyle preferences and limitations | Update skills, person is settled in, individual is leader with valued opinions | Plan retirement and nonwork interests |
| Concerns | External rewards, acquiring capabilities | Values, contribution, integrity, well-being | Mentoring, career continuance, disengagement | Retirement, part-time employment |
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Transitions
Organizational entry shock includes:
Supervisors
Feedback
Time
The work
Job loss causes depression, anxiety, and nervousness
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Career Transitions (continued)
Areas of adjustment faced by retirees
Self-direction and need to belong
Satisfying achievement needs
Personal space and goals
Phased retirement, consulting arrangements, and callback of some retirees
Means for gradual disengagement between the organization and the individual
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Common Individual Career Challenges
Technical and professional workers
Dual career ladder: System that allows a person to advance through either a management or a technical/professional ladder
Women and careers
Sequencing
Glass ceiling: Situation in which women fail to progress into top and senior management positions
Dual-career couples
Family-career issues and relocation
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Developing Human Resources
Development involves efforts to improve employees’ abilities to:
Handle a variety of assignments
Cultivate capabilities beyond those required by the current job
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Figure 9-9: Development versus Training
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Possible Development Focuses
Lifelong learning
Necessary for many professionals
Desire to expand existing skills
Reinvention
Desire for a career change
Necessary for shifting employer capabilities
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Development Needs Analyses
Methods
Assessment centers: Collections of test instruments and exercises designed to diagnose an individual’s development needs
Psychological testing
Performance appraisals
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-10: H R Development Approaches
Job-Site Approaches
Coaching
Committees
Job rotation
Corporate universities
Career development centers
Off-Site Approaches
Classroom courses
Seminars
Outdoor experiential activities
Sabbaticals/leaves
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Figure 9-11: Management Lessons Learned from Job Experience
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Supervisor Development
Supervisor development topics
Basic management responsibilities
Time management
Employee relations
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Development
Ways to help individuals transition successfully into leadership roles
Modeling
Coaching
Management mentoring
Executive education
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 9-12: Stages in Management Mentoring Relationships
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