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(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
(Coaching careers and talent management)
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(Coaching careers and talent management)

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Lahore Business School, Asim N. Gill

Lahore Business School, Asim N. Gill

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  • 1. Human Resource Management TWELFTH EDITION GARY DESSLER BIJU VARKKEY Part 3 | Training and Development Chapter 10 Coaching, Careers, and Talent ManagementCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e
  • 2. The Basics Of Career Management Career Career Management Development Employees’ Careers Career PlanningCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–2
  • 3. TABLE 10–1 Traditional Versus Career Development Focus HR Activity Traditional Focus Career Development Focus Human Analyzes jobs, skills, tasks— Adds information about individual resource present and future. Projects interests, preferences and the like to planning needs. Uses statistical data. replacement plans. Recruiting and Matching organization’s Matches individual and jobs based on placement needs with qualified variables including employees’ career individuals. interests and aptitudes. Training and Provides opportunities for Provides career path information. development learning skills, information, Adds individual development plans. and attitudes related to job. Performance Rating and/or rewards. Adds development plans and individual appraisal goal setting. Compensation Rewards for time, Adds tuition reimbursement plans, and benefits productivity, talent, and so on. compensation for non-job related activities such as United Way. Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2007.Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–3
  • 4. FIGURE 10–3 Employee Career Development Plan Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–4
  • 5. TABLE 10–2 Roles in Career Development Individual Manager • Accept responsibility for your own career. • Provide timely and accurate performance • Assess your interests, skills, and values. feedback. • Seek out career information and resources. • Provide developmental assignments and support. • Establish goals and career plans. • Participate in career development • Utilize development opportunities. discussions with subordinates. • Talk with your manager about your career. • Support employee development plans. • Follow through on realistic career plans. Employer • Communicate mission, policies, and procedures. • Provide training and development opportunities, including workshops. • Provide career information and career programs. • Offer a variety of career paths. • Provide career-oriented performance feedback. • Provide mentoring opportunities to support growth and self-direction. • Provide employees with individual development plans. • Provide academic learning assistance programs. Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping EmployeesCopyright © 2011 Dorling Kindersley (India) Pvt. Ltd Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56;Authorized adaptation from the United States edition of Human www.ge.com.cn/careers/career_management.html; andResource Management, 12/e www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007. 10–5
  • 6. 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 of time and advice. • Have an agenda. • Respect the mentor’s time.Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–6
  • 7. TABLE 10–3 Possible Employer Career Planning and Development PracticesCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–7
  • 8. The Employer’s Role in Career Development Realistic Job Previews Networking and Challenging Interactions First Jobs Employer’s Role Career-Oriented Mentoring Appraisals Job RotationCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–8
  • 9. Innovative Corporate Career Development Initiatives • Provide each employee with an individual budget. • 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 workshops. • Utilize computerized on- and offline career development programs. • “Catch them young”Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–9
  • 10. FIGURE 10–4 Sample Agenda— Two-Day Career Planning WorkshopCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–10
  • 11. Managing Promotions and Transfers Making Promotion Decisions Decision 1: Decision 2: Decision 3: Decision 4: Is Seniority or How Should Is the Process Vertical, Competence We Measure Formal or Horizontal, or the Rule? Competence? Informal? Other?Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–11
  • 12. Handling Transfers • Employees’ reasons for desiring transfers  Proximity to home town  Better job prospects  Personal enrichment and growth  More interesting jobs  Greater convenience (better hours, location)  Greater advancement possibilities • Employers’ reasons for transferring employees  To fill positions in big cities where business is growing.  To vacate a position where an employee is no longer needed.  To fill a position where an employee is needed.  To find a better fit for an employee within the firm.  To boost productivity by consolidating positions.Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–12
  • 13. Enhancing Diversity Through Career Management Sources of bias and discrimination  Too few people of color employed in the hiring department  The “old-boy network” of informal friendships  A lack of women mentors  A lack of high-visibility assignments and developmental experiences (glass ceiling)  A lack of company role models for members of the same racial or ethnic group  Inflexible organizations and career tracksCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–13
  • 14. Taking Steps to Enhance Diversity: Women’s Prospects Take Their Career Interests Seriously Institute Flexible Eliminate Schedules and Institutional Career Tracks Barriers Improve Eliminate the Networking and Glass Ceiling MentoringCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–14
  • 15. Career Management and Employee Commitment Comparing Yesterday’s and Today’s Employee-Employer Contract Old Contract: New Contract: “Do your best and be loyal to us, “Do your best for us and be loyal and we’ll take care of your career.” 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.”Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–15
  • 16. Career Management and Employee Commitment (continued) Commitment- oriented career development efforts Career Career- Development Oriented Programs AppraisalsCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–16
  • 17. Career Management and Employee Commitment (continued) Commitment- Career Oriented Career- Development Career Oriented Programs Development Appraisals EffortsCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–17
  • 18. Retirement • Preretirement Counseling Practices  Explanation of Social Security benefits  Leisure time counseling  Financial and investment counseling  Health counseling  Psychological counseling  Counseling for second careers  Counseling for second careers inside the companyCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–18
  • 19. Online Biographies • Fill it with details • Avoid touchy subjects • Look the part • Make it search friendly • Use abbreviations • Say it with numbers • Carefully proofreadCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–19
  • 20. Attracting and Retaining Older Workers Create a Culture that Honors Experience HR Practices for Older Offer Flexible Work Workers Offer Part-Time WorkCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–20
  • 21. Human Resource Management TWELFTH EDITION GARY DESSLER BIJU VARKKEY Part 3 | Training and Development Chapter 10 Appendix Managing Your CareerCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e
  • 22. Identify Your Career Stage • Growth Stage • Exploration Stage • Establishment Stage  Trial substage  Stabilization substage  Midcareer crisis substage • Maintenance Stage • Decline StageCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–22
  • 23. FIGURE 10–A1 Choosing an Occupational OrientationCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–23
  • 24. TABLE 10–A1 Examples of Occupations that May Typify Each Occupational Theme Realistic Investigative Artistic Social Enterprising Conventional Engineers Physicians Advertising Auto Sales A Wide Range Accountants Executives Dealers of Managerial Carpenters Psychologists Bankers Occupations, Public School Research and including: Credit Relations Administrators Development Managers Executives Military Managers Officers Chamber of Commerce Executives Investment Managers LawyersCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–24
  • 25. Identify Your Career Anchors Technical/ Functional Competence Managerial Security Competence Autonomy and Creativity IndependenceCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–25
  • 26. Finding the Right Job • Do Your Own Local Research • Online Job Boards • Personal Contacts • Answering Advertisements • Employment Agencies • Executive Recruiters • Career Counselors • Executive Marketing Consultants • Employers’ Web SitesCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–26
  • 27. Writing Your Résumé • Introductory Information • Job Objective • Job Scope • Your Accomplishments • Length • Personal Data • Make Your Résumé ScannableCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–27
  • 28. FIGURE 10–A3 Example of a Good RésuméCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–28
  • 29. Handling the Interview • Prepare, Prepare, Prepare • Uncover the Interviewer’s Needs • Relate Yourself to the Person’s Needs • Think Before Answering • Make a Good Appearance and Show EnthusiasmCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–29
  • 30. Talent Management • End to end process of planning, recruiting, developing, managing, compensating employees throughout the organization and developing employees with high potential. • Talent management is career management from the employer’s point of view.Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–30
  • 31. The Talent Management ProcessCopyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of HumanResource Management, 12/e 10–31

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