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Hrm10e Chap10


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  • 1. Human Resource Management TENTH EDITON Careers and HR Development © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 10 SECTION 3 Training and Developing Human Resources Robert L. Mathis  John H. Jackson
  • 2. Learning Objectives
    • After you have read this chapter, you should be able to:
      • Differentiate between organization-centered and individual-centered career planning
      • Discuss several career issues that organizations and employees face.
      • Define human resource development , and describe the development process.
      • Discuss specific advantages and problems associated with assessment centers.
      • Identify four on-the-job and four off-the-job development methods.
  • 3. Employee Development
    • Significant Developments
      • More horizontal “ladders” in middle management
      • More strategic focus on core competencies
      • Careers as a series of projects, not upward steps in an organization
      • Career development now extends to all employees
      • In “new career” era, the individual manages own development, not the organization.
      • Employees who change jobs and employers frequently are now the norm.
  • 4. Careers
    • Career
      • The series of work-related positions a person occupies through life.
    • Organization-Centered Career Planning
      • Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.
    • Individual-Centered Career Planning
      • Focuses on individuals’ careers rather than in organizational needs.
  • 5. Organizational and Individual Career Planning Perspectives Figure 10 –1
  • 6. Career Management for Individuals Setting Career Goals Self-Assessment Feedback on Reality Career Management
  • 7. How People Choose Careers Career Choice Social Background Interests Self-Image Personality
  • 8. Length of Time Employees Stay With Employers Figure 10 –2 Source: U.S. Department of Labor, Bureau of Statistics, 2001
  • 9. General Career Periods Figure 10 –3
  • 10. Career Transitions and HR The Work Supervisors Feedback Time Entry Shock
  • 11. Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals
  • 12. Special Career Issues for Organizations and Employees
    • Career Plateaus
      • Employees who are “stuck” at a career level and lack opportunities for upward mobility.
    • Technical and Professional Workers
      • Dual-career ladders provide advancement pathways for specialists and technical employees.
    • Dual-Career Couples
      • Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.
  • 13. The “Portable” Career Path Figure 10 –4
  • 14. Dual-Career Paths for Engineers Figure 10 –5
  • 15. Developing Human Resources
    • Development
      • Efforts to improve employees’ ability to handle a variety of a variety of assignments.
    • Developing Needs Analyses
      • Assessment Centers
        • A collection of instruments and exercises designed to diagnose individuals’ development needs.
        • Intent is to identify management potential in participants.
  • 16. Development vs. Training Figure 10 –6
  • 17. The HR Development Process in an Organization Figure 10 –7
  • 18. The HR Development Process HR Development Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning
  • 19. Other Development Issues
    • Psychological Testing
      • Performance Appraisals
        • Serve as a source of development information
        • Results can be difficult to interpret.
    • Succession Planning
      • The process of identifying a longer-term plan for the orderly replacement of key employees.
  • 20. Succession Planning Process Figure 10 –8
  • 21. Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “ Assistant to” Positions On-line Development Corporate Universities Career Development Learning Organization Individual Coaching
  • 22. Possible Means Used in a Learning Organization Figure 10 –9
  • 23. Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)
  • 24. Advantages and Disadvantages of Major Development Approaches Figure 10 –10a
  • 25. Advantages and Disadvantages of Major Development Approaches Figure 10 –10b
  • 26. Managerial Lessons and Job Experience Figure 10 –11
  • 27. Management Development Managerial Modeling Management Coaching Mentoring Executive Education
  • 28. Stages in Mentoring Relationships Figure 10 –12