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Chapter 10

Chapter 10. Managing Careers. Compare employees’ 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

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Chapter 10

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  1. Chapter 10 Managing Careers • Compare employees’ 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 • Describe the methods for enhancing diversity through career management • Answer the question: How can career development foster employee commitment?

  2. 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 and 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 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

  3. Up Ward Up Ward Not Any More The Basics of Career Management Careers Today Career Direction

  4. Not Any More The Basics of Career Management Careers Today Careers Driven By The Person Careers Driven By The Organization

  5. Not Any More The Basics of Career Management Careers Today Career Path From Job To Job / From Firm To Firm Career Path Usually At The Same Job

  6. The Basics of Career Management Careers Today

  7. The Basics of Career Management Career Development Today Career Planning and Development The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of steps that contribute to his or her career fulfillment

  8. Roles in Career Planning and Development The employees Role The Manager Role Mentors (Formal / Informal) The Employer / Organization Role Life Cycle Career Management Reality Shock Job Rotation Mentoring Programs Formal or informal programs in which mid-and senior-level managers help less experienced employees – for instance, by giving them career advice and helping them navigate political pitfalls

  9. Roles in Career Planning and Development Innovative Corporate Career Development Initiatives 1 Provide each employee with an individual budget 2 Offer on-site or online career centers 3 Encourage role reversal 4 Establish a “corporate campus.” 5 Help organize “career success teams.” 6 Provide career coaches 7 Provide career planning workshops 8 Utilize computerized on- and offline career development programs

  10. Roles in Career Planning and Development Improving Productivity Through HRIS: Career Planning and Development

  11. Managing Promotions and Transfers Promotions Advancements to positions of increased responsibility Transfers Reassigning to similar positions in other parts of the firm

  12. 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? Handling Transfers 1 • What are employees’ reasons for desiring transfers? 2 • What are employers’ reasons for transferring employees?

  13. Enhancing Diversity Through Career Management Sources of Bias Discrimination in Promotion Decisions Different Career Challenges Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects 1 Eliminate institutional barriers 2 Improve networking and mentoring 3 Eliminate the glass ceiling 4 Institute flexible schedules and career tracks

  14. 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 Commitment-Oriented Career Development Efforts 1 • Career development programs 2 • Career-oriented appraisals

  15. Retirement Retirement • The point at which one gives up one’s work, usually between the ages of 60 and 65 Preretirement Counseling Counseling provided to employees who are about to retire, which covers matters such as benefits advice, second careers, and so on

  16. Retirement HR Practices for Older Workers 1 Create a Culture that Honors Experience 2 Offer Flexible Work 3 Offer Part-Time Work

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