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វិទ្យាស្ថានខ្មែរជំនាន់ថ្មី Institute of New Khmer

ការគ្រប់គ្រងធនធានមនុស្ស Human Resources Managements. វិទ្យាស្ថានខ្មែរជំនាន់ថ្មី Institute of New Khmer. មហាវិទ្យាល័យគ្រប់គ្រងពាណិជ្ចកម្ម និងទេសចរណ៍. Lectured b y : NOUV Brosh Mobile Phone : 0 93640486 & E - m a i l : broshnouv@gmail.c o m. Cha p t er 12: Ca r eer Plann i ng a nd

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វិទ្យាស្ថានខ្មែរជំនាន់ថ្មី Institute of New Khmer

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  1. ការគ្រប់គ្រងធនធានមនុស្សការគ្រប់គ្រងធនធានមនុស្ស Human Resources Managements វិទ្យាស្ថានខ្មែរជំនាន់ថ្មីInstitute of New Khmer មហាវិទ្យាល័យគ្រប់គ្រងពាណិជ្ចកម្ម និងទេសចរណ៍ Lecturedby:NOUV Brosh Mobile Phone:093640486& E-mail:broshnouv@gmail.com HRM By: NOUV Brosh

  2. Chapter12: CareerPlanning and Development HRM By: NOUV Brosh

  3. Self-Reliance –Key toCareer Management • Afewquestionsa 21stcentury manager • should ask: • Should employeesberesponsiblefortheir owncareerdevelopment? • Is thenewapproachto managementafad,or • willthetrendcontinue? • What kindsofsupport mechanismsare necessaryto make careerselfmanagement work? HRM By: NOUV Brosh

  4. CAREER PLANNING • CAREER- ageneralcourse ofactiona person choosestopursue throughouthisor herworkinglife. • CAREERPLANNING-an ongoingprocesswhereby an individualsets • careergoals and identifiesthemeans to achieve them. • Themajorfocus ofcareerplanningshouldbe onmatching personalgoalswithopportunitiesthatarerealisticallyavailable. • Career planningshouldnot concentrateonlyonadvancement opportunitiessincethe presentworkenvironmenthasreducedmanyof theseopportunities.Atsomepoint,careerplanningneeds tofocus on achievingsuccessthatdo notnecessarilyentail promotions. HRM By: NOUV Brosh

  5. CAREERPLANNING(Con’t) • ORGANIZATIONALCAREER PLANNING- the • processoftheorganization identifyingpathsand activities for individualemployeesas they develop. • OCPisnecessary toensureformbyidentifyingneeded capabilitiesand thetypeofpeopleneededtoperformin anever-evolvingbusinessenvironment. • IndividualandOCPare notseparateanddistinct.A personwhoseindividualcareer aspirations cannotbe realized willprobablyleave thefirmsoonerorlater. • Ifcareeropportunitiesarenotavailableelsewhere, employeesmay, in effect leave thefirm byletting productivitydecline. HRM By: NOUV Brosh

  6. CAREERPLANNING(Con’t) • CAREER PATH- a flexiblelineofprogression throughwhichanemployeemay moveduringhisor heremploymentwithacompany.Followingan establishedcareerpath,theemployee canundertakecareerdevelopmentwiththefirm’s assistance. • CAREER DEVELOPMENT- a formal approachtaken by an organizationto help peopleacquire the skills,knowledge, abilities, andexperiences • neededto performcurrentandfuture jobs. • Formalcareerdevelopmentis importantto maintainamotivatedandcommittedworkforce. • A commonapproachto establishingcareer developmentprogramis to integrate it withthe existingHRfunctionsandstructuresinthe • organization.IntegratingcareerdevelopmentwithotherHRprogramscreatessynergiesin which all aspectsofHR reinforceoneanother. HRM By: NOUV Brosh

  7. CareerDevelopment CreatingFavorable Conditions Creating Favorable Conditions forCareer Development Management Support GoalSetting ChangesinHRM Policies Publicizingthe Program HRM By: NOUV Brosh

  8. Career Development CreatingFavorableConditions-continue ManagementParticipation Provide top managementsupport Providecollaborationbetweenline managersandHRmanagers Trainmanagementpersonnel SettingGoals Plan humanresourcesstrategy ChangingHR Policies Provide forjobrotation Provideoutplacementservice AnnouncingtheProgram Explainitsphilosophy HRM By: NOUV Brosh

  9. Career Development IdentifyingJob Opportunities JobCompetencies-to identify&assignweights totheknowledge &skills that eachjobrequires. Job Progressions& Career Paths-promoting anemployeeto ahigher job levelbasedon acquiredskills& knowledge CareerAdvancement Possibilities-goingup thecorporateladder throughpromotions. DualCareer Paths- promotingtechnical& professionalstaffintonon- managementpositions. Activities ofJob Opportunity Inventorying HRM By: NOUV Brosh

  10. JobProgressions Hierarchyofjobsanewemployee mightexperience,rangingfroma startingjobtojobsthat successivelyrequiremore knowledge and/or skill. HRM By: NOUV Brosh

  11. AlternativeCareer Moves Promotion Exit Transfer Demotion HRM By: NOUV Brosh

  12. Promotion • Changeof assignmentto a jobat a higher level inthe organization. HRM By: NOUV Brosh

  13. Transfer • Placementof anindividual in anotherjob forwhich the duties,responsibilities,status, andremunerationare approximatelyequal to thoseof thepreviousjob HRM By: NOUV Brosh

  14. RelocationServices • Servicesprovidedtoanemployeewhois • transferredtoa new location,which • mightinclude helpin moving,in sellinga home,in orientingtoa new culture,and/ori nlearninga new language HRM By: NOUV Brosh

  15. OutplacementServices Servicesprovided byorganizations to help terminated employees find a newjob HRM By: NOUV Brosh

  16. CareerDevelopment Determining EmployeePotential CareerPlanningWorkbooks Stimulate thinkingaboutcareers, strengths/limitations, developmentneeds CareerPlanningWorkshops Discuss andcompare attitudes,concerns, plans CareerCounseling Discuss job,career interests, goals HRM By: NOUV Brosh

  17. HR’sRoleinCareerDevelopment • THEGOAL:MATCHING • Encourageemployeeownershipof career. • Createa supportivecontext. • Communicatedirectionofcompany. • Mutualgoalsettingandplanning. • CAREERDEVELOPMENT INITIATIVES • Provideworkbooksandworkshops. • Providecareercounseling. • Careerself-managementtraining • Give developmentalfeedback. • Providementoring. TheGoal:Match IndividualandOrganizationNeeds IdentifyCareerOpportunities& Requirements Gauge Employee • OPPORTUNITIES& REQUIREMENTS • Identifyfuturecompetencyneeds. • Establishjobprogressions/careerpaths. • Balancepromotions,transfers,exists,etc. • Establishdualcareerpaths. Potential • GAUGEEMPLOYEE POTENTIAL • Measurecompetencies(appraisals). • Establishtalentinventories. • Establishsuccessionplans. • Useassessmentcenters. HRM By: NOUV Brosh

  18. Gauging EmployeePotential Career Planning Workbooks-preparedworkbooks to guideemployeesindividually throughsystematicself-assessment of values,interests,abilities,goals, goals,&personaldevelopmentplans. CareerPlanningWorkshops-providing employeesthechance to compare&discuss attitudes,concerns, & planswithothersin similarsituations. Canalsofocuson currentjob performance & developmentplans. Career Counseling-processofdiscussingwithemployeestheircurrentjobactivities& performance,theirpersonal&career interests&goals,&theirpersonalskills,& suitablecareerdevelopmentobjectives. HRM By: NOUV Brosh

  19. CareerDevelopment Programs Inventorying Management Requirementsand Talent Performance Appraisals UsingAssessment Centers Determining Individual DevelopmentNeeds Mentoring HRM By: NOUV Brosh

  20. METHODSUSEDIN CAREER DEVELOPMENT • PROGRAMS • AssessmentCenter • Processbywhichindividualsareevaluated as theyparticipatein aseriesof situations thatresemblewhattheymightbecalled • upon tohandleon thejob HRM By: NOUV Brosh

  21. In-BasketTraining Assessment-centerprocessforevaluating traineesby simulatingareal-lifeworksituation. HRM By: NOUV Brosh

  22. LeaderlessGroupDiscussions Assessment-centerprocessthat placestrainees in a conference\ setting todiscussan assignedtopic, eitherwith orwithoutdesignated group roles. HRM By: NOUV Brosh

  23. CareerCounseling Processofdiscussingwith employees their currentjob activitiesand performance,theirpersonalandcareerinterestsand goals,their personalskills,and suitablecareer developmentobjectives. HRM By: NOUV Brosh

  24. Fast-Track Program Programthatencouragesyoung managers with high potentialto remain with an organizationbyenablingthem toadvancemorerapidlythanthose with less potential HRM By: NOUV Brosh

  25. Mentors Executiveswho coach,advise,and encourageindividualsoflesserrank. HRM By: NOUV Brosh

  26. MentoringFunctions • GOODMENTORS… • Listen andunderstand • Challengeandstimulate learning • Coach • Buildself-confidence • Providewisecounsel • Teach by example • Act as role model • Shareexperiences • Offerencouragement GOODMENTEES… • Listen • Act onadvice. • Showcommitmentto learn. • Checkegoat the door. SUCCESSFUL MENTORING • Ask for feedback. • Are open-minded • Are willingto change • Are proactive. Source:MattStarcevichandFredFriend,“ Effectivementoringrelationships from the Mentee'sperspective,” Workforce, supplement,(Jul 1999): 2-3. HRM By: NOUV Brosh

  27. STEPSIN ESTABLISHINGA CAREER DEVELOPMENTPROGRAM: Needs- definingthepresentsystem.Establish roles andresponsibilitiesof employees,managers andtheorganization.AssessexistingHRprogramsor structures;considerpossiblelinks to careerdevelopment.Establishthemission orphilosophyoftheprogram. Vision-determiningnewdirectionandpossibilities.Createa long-term philosophy.Organize andmakeavailablecareerinformationneededto support theprogram. Actionplan - decidingonpracticalfirststeps.Assesstheplanandobtainsupport from top management.Assessresourcesandcompetencies.Establish anadvisory groupindatagathering,programdesign,implementation,evaluation and monitoring. Results-maintainingthechange.Createlong-term formalizedapproaches. Publicizetheprogram.Evaluateandre-designtheprogramandits components. Considerfuturetrendsanddirectionsfortheprogram. HRM By: NOUV Brosh

  28. Dualcareerpath • Amethodofrewardingtechnicalspecialistsand professionalswhocanandshouldbe allowed to contribute significantlyto acompanywithout having tobecomemanagers. • Forexample :thecareerpathfora typicalengineerwouldbe: • EngineerDevelopmentEngineerProjectengineerSeniorProject EngineerSeniorEngineeringSpecialistAssociateEngineeringSpecialistProcess EngineeringScientistSeniorProcessEngineeringScientist,withouthaving to be promoted intomanagementjobswhichtheindividualmaynotlike. HRM By: NOUV Brosh

  29. Dual-Career Partnerships Couplesin whichbothmembersfollow theirowncareersandactivelysupport eachother’scareer development HRM By: NOUV Brosh

  30. CareerPlateau Situationinwhichforeither organizationalorpersonalreasons theprobabilityofmoving up thecareerladderis low. HRM By: NOUV Brosh

  31. StagesofCareerDevelopment HRM By: NOUV Brosh

  32. Individual-FocusedCareer Management • Anindividual who is career-focusedmust realizethefollowing: • Thinkintermsofwhereyouultimatelywantto be • Understanddifferentfields of employment • Acceptshort-term trade-offsforlong-termbenefits • Beawareof opportunitiesinyourcurrentposition • Carefully andhonestly assessyour current performance • Tryto understand when you andyour organizationhave • outlivedeachother’s usefulness HRM By: NOUV Brosh

  33. ManagingtheMid-CareerEmployee • Thefollowingissuesmayarisesometime betweentheagesof 35-55: • Anawarenessof advancingage andawarenessof death • Anawarenessof body changesrelatedto aging • Markedchangesin familyrelationships • Asearchfornew goalsin life • Oneis nowmore of a coachthan a novice • Agrowingsenseof obsolescenceat work • Afeelingof decreased job mobility and increasedconcern • foremploymentsecurity HRM By: NOUV Brosh

  34. Functionsofa CareerPath • Shouldrepresentrealistic opportunities,whether • lateralorupward • Shouldbetentativeandresponsivetochangesinjob content,workpriorities,andmanagementneeds • Shouldbeflexible,takingintoconsiderationhow employees,subordinates,andmanagers influence theway workisperformed • Shouldspecifyskills andknowledgerequiredto performeffectivelyat each positionalong thepath, andspecifyhowtheycanbeacquired HRM By: NOUV Brosh

  35. 10COMMANDMENTS OFPERSONALCAREER MANAGEMENT Makesurethatthepositionyou choosewillgiveyou alongterm education. Be sureyou careaboutwhatyou aredoing. Planto movenotonlyfromoneindustryto another,butalso fromone functionto another. Changeyourselfto keep upwith changingtimes. Be awareofwhat is happeningattheperiphery,notjustwhatyou cansee lookingahead. Worksmarterandharder. Don’t hesitate to demonstrateyourvalue. Global experiencepays,butdon’tcounton anoverseaspostingtojumpstartyour career. Takecalculatedrisks. Learn fromyourmistakeswhenarisk doesn’tpayoff. Remember: “EmployabilityNOT Employmentfor life.” HRM By: NOUV Brosh

  36. Readingcases Case14-1on TheDual-CareerCouple, page 476to 478 HRM By: NOUV Brosh

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