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Developing and Assisting Members

Developing and Assisting Members. Career Stages. Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above). Career Stages and Planning Issues. Establishment What are alternative occupations, firms, and jobs?

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Developing and Assisting Members

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  1. Developing and Assisting Members

  2. Career Stages • Establishment Stage (ages 21-26) • Advancement Stage (ages 26-40) • Maintenance Stage (ages 40-60) • Withdrawal Stage (age 60 and above)

  3. Career Stages and Planning Issues Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected? Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient? Maintenance How do I help others? Should I reassess and redirect my career? Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

  4. Career Planning Resources • Communication regarding career opportunities and resources within the organization • Workshops to assess member interests, abilities, and job situations and to formulate career plans • Career counseling by managers or human resource department personnel • Self-development materials directed toward identifying life and career issues • Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals

  5. Career and Human Resource Planning Individual Career Planning Human Resources Planning Personal objectives and life plans Business objectives and plans Ways to attract and orient new talent Occupational and organizational choice Methods for matching individuals and jobs Job assignment choice Ways to help people perform and develop Development planning and review Ways to prepare for satisfying retirement Retirement

  6. Career Development Interventions • Role & Structure Interventions • Realistic job preview • Job rotation and challenging assignments • Consultative roles • Phased retirement • Individual Employee Development • Assessment centers • Mentoring • Developmental training • Performance Feedback and Coaching • Work Life Balance

  7. A Framework for Managing Diversity External Pressures For & Against Diversity Management’s Perspectives & Priorities Strategic Responses Implementation Internal Pressures For & Against Diversity

  8. Age Diversity • Trends • Median age up • Distribution of ages changing • Implications • Health care • Mobility • Security • Interventions • Wellness programs • Job design • Career development and planning • Reward systems

  9. Gender Diversity • Trends • Percentage of women in work force increasing • Dual-income families increasing • Implications • Child care • Maternity/paternity leaves • Single parents • Interventions • Job design • Fringe benefit rewards

  10. Disability Diversity • Trends • The number of people with disabilities entering the work force is increasing • Implications • Job skills and challenge issues • Physical space design • Respect and dignity • Interventions • Performance management • Job design • Career planning and development

  11. Culture and Values Diversity • Trends • Rising proportion of immigrant and minority-group workers • Shift in rewards • Implications • Flexible organizational policies • Autonomy • Affirmation and respect • Interventions • Career planning and development • Employee involvement • Reward systems

  12. Race/Ethnicity Diversity • Trends • Minorities represent large segments of workforce and a small segment of top management/senior executives • Qualifications and experience of minority employees is often overlooked • Implications • Discrimination • Interventions • Equal employment opportunities • Mentoring programs • Education and training

  13. Sexual Orientation Diversity • Trends • Number of single-sex households up • More liberal attitudes toward sexual orientation • Implications • Discrimination • Interventions • Equal employment opportunities • Fringe benefits • Education and training

  14. A Model of Stress and Work • Consequences • Subjective: anxiety, apathy • Behavioral: drug and alcohol abuse • Cognitive: poor focus, burnout • Physiological: high blood • pressure and pulse • Organizational: low productivity, absenteeism, legal action • Occupational Stressors • Physical Environment • Individual: role conflict and ambiguity, lack of control • Group: poor peer, subordinate or boss, relationships • Organizational: poor design, HR policies, politics • Stress • How the • individual • perceives the • occupational • stressors Individual Differences Cognitive/Affective: Type A or B, hardiness, social support, negative affectivity Biologic/Demographic: Age, gender, occupation, race

  15. Stress and Wellness Workplace Interventions • Role Clarification • A systematic process for determining expectations and understanding work roles • Supportive relationships • Establish trust and positive relationships • Stress inoculation training • Programs to help employees acquire skills and knowledge to cope positively with stressors • Health facilities • Employee Assistance Programs

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