hrm10_ppt10

1、Managing Careers,After studying this chapter, you should be able to:,Compare employers’ traditional and career planning-oriented HR focusesExplain the employee’s manager’s and employer’s career development rolesDescri

2、be the issues to consider when making promotion decisionsDescribe the methods for enhancing diversity through career managementAnswer the question: How can career development foster employee commitment?,© 2005 Pre

3、ntice Hall Inc. All rights reserved.,10–2,,© 2005 Prentice Hall Inc. All rights reserved.,10–3,The Basics of Career Management,CareerThe occupational positions a person has had over many years.Career managementTh

4、e process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.Career developmentThe lifelong series of activities that contr

5、ibute to a person’s career exploration, establishment, success, and fulfillment.,© 2005 Prentice Hall Inc. All rights reserved.,10–4,The Basics of Career Management,Career planningThe deliberate process through whi

6、ch someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.Careers todayCareers are no simple progressions of employ

7、ment in one or two firms with a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.,© 2005 Prentice Hall Inc. All rights reserved.,10–5,

8、Traditional Versus Career Development Focus,Table 10–1,Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.,© 2005 Prentice

9、 Hall Inc. All rights reserved.,10–6,Employee Career Development Plan,Figure 10–1,Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.,© 2005 Prentice Hall Inc. All rights reser

10、ved.,10–7,The Individual? Accept responsibility for your own career.? Assess your interests, skills, and values.? Seek out career information and resources.? Establish goals and career plans.? Utilize development op

11、portunities.? Talk with your manager about your career.? Follow through on realistic career plans.The Manager? Provide timely performance feedback.? Provide developmental assignments and support.? Participate in ca

12、reer development discussions.? Support employee development plans.The Organization? Communicate mission, policies, and procedures.? Provide training and development opportunities.? Provide career information and car

13、eer programs.? Offer a variety of career options.,Roles in Career Development,Table 10–2,Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56

14、.,© 2005 Prentice Hall Inc. All rights reserved.,10–8,Choosing a Mentor,Choose an appropriate potential mentor.Don’t be surprised if you’re turned down.Be sure that the mentor understands what you expect in terms

15、of time and advice.Have an agenda.Respect the mentor’s time.,© 2005 Prentice Hall Inc. All rights reserved.,10–9,The Employer’s Role in Career Development,Realistic job previewsChallenging first jobsCareer-orien

16、ted appraisalsJob rotationMentoringNetworking and interactions,© 2005 Prentice Hall Inc. All rights reserved.,10–10,Innovative Corporate Career Development Initiatives,Provide each employee with an individual bud

17、get.Offer on-site or online career centers.Encourage role reversal.Establish a “corporate campus.”Help organize “career success teams.”Provide career coaches.Provide career planning workshopsUtilize computerized o

18、n- and offline career development programs Establish a dedicated facility for career development,© 2005 Prentice Hall Inc. All rights reserved.,10–11,Sample Agenda—Two-Day Career Planning Workshop,Figure 10–2,Sourc

19、e: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 22–23. In addition to career development training and follow-up support, First USA Bank has also ou

20、tfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment and planning tools.,© 2005 Prentice Hall Inc. All rights rese

21、rved.,10–12,Managing Promotions,Making promotion decisionsDecision 1: Is Seniority or Competence the Rule?Decision 2: How Should We Measure Competence?Decision 3: Is the Process Formal or Informal?Decision 4: Vertica

22、l, Horizontal, or Other?,© 2005 Prentice Hall Inc. All rights reserved.,10–13,Managing Transfers,Employees’ reasons for desiring transfersPersonal enrichment and growthMore interesting jobsGreater convenience (be

23、tter hours, location)Greater advancement possibilitiesEmployers’ reasons for transferring employeesTo vacate a position where an employee is no longer needed.To fill a position where an employee is needed.To find a

24、better fit for an employee within the firm.To boost productivity by consolidating positions.,© 2005 Prentice Hall Inc. All rights reserved.,10–14,Enhancing Diversity through Career Management,Sources of bias and di

25、scrimination in promotion decisionsHaving few people of color employed in the hiring departmentThe “old-boy network” of informal friendshipsA lack of women mentorsA lack of high-visibility assignments and development

26、al experiences (glass ceiling)A lack of company role models for members of the same racial or ethnic groupInflexible organizations and career tracks,© 2005 Prentice Hall Inc. All rights reserved.,10–15,Enhancing W

27、omen’s and Minorities’Prospects,Eliminate institutional barriersImprove networking and mentoringEliminate the glass ceilingInstitute flexible schedules and career tracks,© 2005 Prentice Hall Inc. All rights rese

28、rved.,10–16,Career Management and Employee Commitment,The “New Psychological Contract”O(jiān)ld 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

29、 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.”,© 2005 Prentice Hall Inc. All rights reserved.,10–17,Career Managem

30、ent and Employee Commitment,Commitment-oriented career development effortsCareer development programsCareer workshops that use vocational guidance tools (including a computerized skills assessment program and other car

31、eer gap analysis tools) to help employees identify career-related skills and the development needs they possess.Career-oriented appraisalsProvide the ideal occasion to link the employee’s performance, career interests,

32、 and developmental needs into a coherent career plan.,© 2005 Prentice Hall Inc. All rights reserved.,10–18,Retirement,RetirementThe point at which one gives up one’s work, usually between the ages of 60 and 65.Pre

33、retirement practicesExplanation of Social Security benefits Leisure time counselingFinancial and investment counselingHealth counselingPsychological counselingCounseling for second careersCounseling for second car

34、eers inside the company,© 2005 Prentice Hall Inc. All rights reserved.,10–19,Sample Performance Review Development Plan,Figure 10–3,Source: Business & Legal Reports, Inc.,© 2005 Prentice Hall Inc. All right

35、s reserved.,10–20,Figure 10–4,HR Scorecard for Hotel Paris International Corporation*,Note: *(An abbreviated example showing selected HR practices and outcomes aimed at implementing the competitive strategy, “To use supe

36、rior guest services to differentiate the Hotel Paris properties and thus increase the length of stays and the return rate of guests and thus boost revenues and profitability”),© 2005 Prentice Hall Inc. All rights re

37、served.,10–21,Key Terms,career career management career development career planningcareer planning anddevelopmentreality shockjob rotationmentoringpromotionstransfersretirementpreretirement counseling,career

38、cyclegrowth stageexploration stageestablishment stagetrial substagestabilization substagemidcareer crisis substagemaintenance stagedecline stagecareer anchors,,Managing Your Career,© 2005 Prentice Hall Inc.

39、 All rights reserved.,10–23,Identify Your Career Stage,Growth stageExploration stageEstablishment stageTrial substageStabilization substageMidcareer crisis substageMaintenance StageDecline Stage,© 2005 Prenti

40、ce Hall Inc. All rights reserved.,10–24,Identify Your Occupational Orientation,Realistic orientationInvestigative orientationSocial orientationConventional orientationEnterprising orientationArtistic orientation,

41、69; 2005 Prentice Hall Inc. All rights reserved.,10–25,Choosing an Occupational Orientation,Figure 10–A1,© 2005 Prentice Hall Inc. All rights reserved.,10–26,Example of Some Occupations that May Typify Each Occupati

42、onal Theme,Figure 10–A2,© 2005 Prentice Hall Inc. All rights reserved.,10–27,Example of Some Occupations that May Typify Each Occupational Theme,Figure 10–A3,Source: James Waldroop and Timothy Butler, " Finding

43、 the Job You Should Want,” Fortune, March 2, 1998, p. 211.,© 2005 Prentice Hall Inc. All rights reserved.,10–28,Identify Your Career Anchors,Career anchorA concern or value that a person you will not give up if a

44、[career] choice has to be made.Typical career anchorsTechnical/functional competenceManagerial competenceCreativityAutonomy and independenceSecurity,© 2005 Prentice Hall Inc. All rights reserved.,10–29,Finding

45、 the Right Job,Do Your Own Local ResearchPersonal ContactsAnswering AdvertisementsEmployment AgenciesExecutive RecruitersCareer CounselorsExecutive Marketing ConsultantsEmployers’ Web Sites,© 2005 Prentice Ha

46、ll Inc. All rights reserved.,10–30,Writing Your Résumé,Introductory InformationJob ObjectiveJob ScopeYour AccomplishmentsLengthPersonal DataMake Your Résumé Scannable,© 2005 Prentice Hall I