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Career as discussed in HRM

Career as discussed in HRM

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    Career Career Presentation Transcript

    • CAREER IN THE TIMES OF DOWNSIZING AND RESTRUCTURING
    • New Lexicon of HRM
      • Managing exits
      • Career is passé
      • Why Bother Retention & Career?
    • Organisations are Social Entities
      • Collective work
      • Informal structures are critical
      • Organisation culture
        • “ Its not technical skills we’re looking for, its nice people . We can train people to do anything technical, but we can’t make them nice.” (Heskett et al., 1997)
    • Why People Join Organisations?
      • Money
      • Career
      • Emotions - ‘ pride of performance’
      • Peer
      • Learn
      • Freedom
      • Recognition
    • Knowledge Management
      • Information to be transmitted
        • ‘ Local knowledge’
      • Learn from past experience
        • Organisation memory
      • Process of managing previous situations
        • ‘ Tacit’ knowledge
    • ‘Seamless Service Delivery’
      • Idiosyncratic customer
      • Co production
      • Win – Win – Win Strategy
        • “ My father (Marriott Sr.) knew if he had happy employees , he would have happy customers …”
      • Sears: high turnover negatively related to customer satisfaction
    • Why Career?
      • Changing expectations
      • Changing organisation
      • Long-term relationship of individual and orgn.
      • Long-term survival/ sustainability
      • Proven record
      • Trust-based ties between employee & orgn.
    • Seniority vs. Merit
      • Fairness
      • Objectivity
      • Commitment
      • Japanese system
        • Govt. restrictions
        • Investment in trng.
        • Ease of automation
    • Career and Development
      • From jobs to individuals
      • Customising career
      • Career planning workshops
      • Communicate career plans
      • Mentoring
      • Dual career paths
      • Boundaryless career
        • Firm specific vs. generic knowledge
        • Occupational vs. industry knowledge
    • Training
      • Relating training to individual and organisation needs
      • Policy on training
      • Types of training
        • Skills
        • Knowledge
        • Behaviour
      • Measurement of training outcomes
        • Application of training
    • Successful Career Management Practices
      • Providing
        • Clear expectations on employees
        • Opportunity to get a transfer
        • Clear succession plan
        • Performance through rewards and recognition
        • Resources for short and long-term career goals
        • Continuous assessment of skills vis-à-vis career
      • Diversity issues
        • Glass-ceiling audits – “ artificial barriers due to attitudinal and organisational bias”
    • On a Clear Day You Can See General Motors…
      • Goddamnit! I served my time picking up my bosses at the airport. Now you guys are going to do this for me.
      • - Pete Estes to John De Lorean
      • ‘ Promotion of the unobvious choice’
    • Obsession about Measurement
      • Competition with disciplines like accounting
      • Reduce HR to measurable: short run
      • Obsession with monetary incentives
        • Incentives as an end
    • Exits
      • How do you ‘manage’ them?
      • Interviews
        • Communicate
        • Learn
      • Seniority
      • Alternatives
        • Pay off
        • Time off
        • Spin offs
      • Policy issues
    • Mergers & Acquisition
      • Loyalty?
      • Changing HR policies
      • Global hierarchy
      • Asymmetry of equation
    • Historical Context
      • 1900-1950 US: Welfare Capitalism
      • Companies like International Harvester & Polaroid provided long term employment and benefits to those who did not join unions and did not take part in strikes
        • Recreational services, clinics and health care, pensions, stock share, housing, educational benefit
    • Human Resource Management as an Investment and not a Cost
      • At par with capital investment or R & D
      • Mostly we treat is as a consumable