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chap009.pptCopyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
9
Career Development
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Implications of Workplace Changes for Individuals
- Individuals should
- Focus on employability
- Consider individual need for control
- Develop personal skills
- Set goals
- Maintain a technical specialty
- Develop collaboration skill
- Focus on networking skills
- Focus on continual learning
- Solicit feedback
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Implications of Workplace Changes for Organizations
- Provide tools and opportunities for career development
- Create an environment for continuous learning
- Provide opportunities for self-assessment
- Provide opportunities for additional training
- Train managers as coaches
- Assist employees with the balance of professional and personal growth
- Use reward systems
- Integrate programs with all HRM programs
- Before outsourcing, try reemploying the current workforce
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
A Model for Organization Career Development
Organizational career development
Career planning
Career management
Sub processes
- Occupational choice
- Organizational choice
- Choice of job assignment
- Career self-development
Sub processes
- Recruitment and selection
- Human resource education
- Appraisal and evaluation
- Training and development
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Initiatives That Could Have Negative Consequences
- Downsizing
- Delayering
- Decentralizing
- Reorganization
- Cost-reduction strategies
- IT innovations
- Competency measurement
- Performance-related pay
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Tips for the Coach/Manager
- Practice active listening and paraphrasing to make sure you truly understand what the employee is saying
- Support the employee’s learning by asking him or her about the actions he or she has taken and how successful they were
- Help the employee to work toward easier career goals first, then more difficult ones
- Help the employee write out scripts in role-play possible scenarios (e.g., interviewing for jobs)
- Provide positive feedback as employees take relevant career actions (e.g., attending career workshops)
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Guidelines for Effective Job Postings
- Post all permanent promotions and transfer opportunities for at least one week before recruiting outside the organization
- Outline minimum requirements for the position (including specific training courses)
- Describe any decision rules that will be used
- Make application forms available
- Inform all applicants how and when the job is filled
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Career Programs for Special Target Groups
- Fast-track employees
- Outplacement programs
- Entrenched employees
- Supervisors
- Executive Coaching
- Programs for women, minorities, and employees with disabilities
- Programs for new employees
- Programs for late career and retirement
- Programs to assist employed spouses and parent
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Special Problems of Returning International Employees
- Feeling out of place in the corporate culture of the home office
- Receiving little, if any, guidance regarding the career opportunities available upon return
- Being passed over for promotions than go to co-workers who did not go abroad
- Receiving lower salaries than they were while they were on international assignments
- Not being able to effectively realize the new skills that were acquired while abroad; not receiving support for using those skills
- Not receiving recognition for the work than was completed during the international assignment
- Losing the social status that was obtained while being a key employee at the foreign office
