Chapter 09 dessler 12-ce_ppt_ch09

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Chapter 09 dessler 12-ce_ppt_ch09

  1. 1. Chapter 9: Career Development Career Development | 9-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  2. 2. Learning Outcomes • ANALYZE the factors that affect career choices. • EXPLAIN the evolution of career development and the impact of that on employers and employees. Career Development | 9-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • EXPLAIN the strategic importance of career planning and development in the context of today’s talent shortage.
  3. 3. Learning Outcomes • EXPLAIN what management development is and why it is important. • DESCRIBE on-the-job and off-the-job management-development techniques. Career Development | 9-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • RECOMMEND how to manage transfers and promotions more effectively.
  4. 4. The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of activities that contribute to his or her career fulfillment. Career Development | 9-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. Career Planning and Development
  5. 5. Early Stages of Career Development Research Vocational Preference Test • realistic orientation • social orientation • conventional orientation • enterprising orientation • artistic orientation Career Development | 9-5 Copyright © 2014 Pearson Canada Inc. All rights reserved. • investigative orientation
  6. 6. New Approaches to Career Development • more frequent job transitions • linear career paths lose definition • more dynamic and holistic approach to career development • focus on lifelong learning and flexibility Career Development | 9-6 Copyright © 2014 Pearson Canada Inc. All rights reserved. • primary stakeholder is the person
  7. 7. New Approaches to Career Development Identify skills and aptitudes • general aptitude test battery (GATB) • concern or value a person will not give up Focus on life trajectories • designing career and life simultaneously Become a learning organization • an organization skilled at creating, acquiring and transferring knowledge Career Development | 9-7 Copyright © 2014 Pearson Canada Inc. All rights reserved. Identify career anchors
  8. 8. Career Anchors – Edgar Schein 1. Technical/functional 2. Managerial competence 4. Autonomy and independence 5. Security 6. Service/dedication 7. Pure challenge 8. Lifestyle Career Development | 9-8 Copyright © 2014 Pearson Canada Inc. All rights reserved. 3. Creativity
  9. 9. Focus on Life Trajectories Shift in thinking from: • traits and states to context • linear to non-linear • scientific facts to narrative evaluations • describing to modelling Career Development | 9-9 Copyright © 2014 Pearson Canada Inc. All rights reserved. • prescriptive to process
  10. 10. Roles in Career Development: The Individual • individual must accept responsibility for career • • • • self-motivation independent learning effective time and money management self-promotion • networking is the foundation of effective career management Career Development | 9-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. • requires:
  11. 11. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Networking Career Development | 9-11
  12. 12. Roles in Career Development: The Manager • offer developmental assignments and support • participate in career development discussions • act as a coach, appraiser, advisor, and referral agent Career Development | 9-12 Copyright © 2014 Pearson Canada Inc. All rights reserved. • should provide timely and objective performance feedback
  13. 13. Roles in Career Development: The Employer • Provide career-oriented training and development opportunities • offer a variety of career options Career Development | 9-13 Copyright © 2014 Pearson Canada Inc. All rights reserved. • offer career information and programs
  14. 14. Managing Transfers Employees seek: • greater possibility of advancement • more interesting job • greater convenience Employers want to: • to fill vacant positions • find better fit for an employee Career Development | 9-14 Copyright © 2014 Pearson Canada Inc. All rights reserved. • personal enrichment
  15. 15. Managing Transfers - Trends • two-thirds of transfers are refused by employees due to family/spousal concerns • employers are offering spousal support Career Development | 9-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. • routine transfers (for job exposure, to fill vacancies) are on the decline due to cost and disruption to family life
  16. 16. Making Promotion Decisions Decision 2: How Is Competence Measured? Decision 3: Is the Process Formal or Informal? Career Development | 9-16 Copyright © 2014 Pearson Canada Inc. All rights reserved. Decision 1: Is Seniority or Competence the Rule?
  17. 17. Management Development Copyright © 2014 Pearson Canada Inc. All rights reserved. Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Career Development | 9-17
  18. 18. Importance of Management Development • Baby Boomers entering retirement • management development • • attracts talent helps organization achieve employer-of-choice status Career Development | 9-18 Copyright © 2014 Pearson Canada Inc. All rights reserved. • increased demand for next generation to assume senior management
  19. 19. Management Development Process 2. Creating a talent pool 3. Developing managers Career Development | 9-19 Copyright © 2014 Pearson Canada Inc. All rights reserved. 1. Assessing HR needs to achieve strategic objectives
  20. 20. Succession Planning Copyright © 2014 Pearson Canada Inc. All rights reserved. A process through which senior-level and critical strategic job openings are planned for and eventually filled. Career Development | 9-20
  21. 21. Steps in Succession Planning 2. Identify core skills and competencies needed in critical jobs 3. Identify employees who have, or can acquire, the skills and provide developmental opportunities Career Development | 9-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. 1. Establish strategic direction of organization
  22. 22. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Management Replacement Chart Career Development | 9-22
  23. 23. Management Development Techniques • developmental job rotation • coaching/understudy approach • outside seminars • college/university-related programs • in-house development centres • behaviour modelling • mentoring Career Development | 9-23 Copyright © 2014 Pearson Canada Inc. All rights reserved. • action learning
  24. 24. Leadership Development • Canada facing shortage of leadership talent • requirements for successful leadership: knowledge, competency, character • six categories of leadership competencies: 1) self-mastery, 2) futuring/vision, 3) sensemaking/thinking, 4) design of intelligent action, 5) aligning people to action/leading, 6) adaptive learning Career Development | 9-24 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Banff Centre leadership program
  25. 25. continued Career Development | 9-25 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Banff Centre Competencies
  26. 26. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Banff Centre Competencies Career Development | 9-26

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