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Human resource management class


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a report in my DPM 212 - Human Resource Management Class for discussion

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Human resource management class

  1. 1. SEMINAR ON HUMAN RESOURCE MANAGEMENT Nonita Caramoan Patalinghug SJIT, 1st Sem, 2010
  3. 3. Content: I. II. III. IV. V. VI. General overview Goals or objectives development Key investment assets to manage Career concepts Stages of managing careers Traditional and contemporary framework of career management
  4. 4. Where am I today?
  5. 5. W hat does it mean to have a successful career? What is career management? Where are you going? WHO ARE YOU? What are your strengths? HOW DO YOU GET THERE? How shall you do it? W here do you learn about what makes for a successful career?
  6. 6. What Is Career Management? lifelong process continuing process of investing resources to achieve your career goals that is a necessity for adapting to the changing demands of the global economy
  7. 7. Goals or Objectives Development GOAL SETTING
  8. 8. managing 'boundaryless' careers • refers to skills needed by workers whose employment is beyond the boundaries of a single organisation, a workstyle common among, for example, artists and designers.
  9. 9. • taking control of one's personal development • as employers take less responsibility, employees need to take control of their own development in order to maintain and enhance their employability.
  10. 10. • The time horizon for the achievement of the selected goals or objectives - short term, medium term or long term - will have a major influence on their formulation • Short term goals (one or two years) are usually much more specific and limited in scope. Short term goals are, of course, are easier to formulate.
  11. 11. • Intermediate goals (3 to 5 years) tend to be less specific and more open ended than short term goals. Both intermediate and long term goals are more difficult to formulate than short term goals because there are so many unknowns about the future.
  12. 12. • Long term goals (more than 5 years), of course, are the most fluid of all. Lack of life experience and knowledge about potential opportunities and pitfalls make the formulation of long term goals/objectives very difficult. Long range goals/objectives, however, may be easily modified as additional information is received without a great loss of career efforts because of experience/knowledge transfer from one career to another.
  14. 14. 1. lifelong learning • How well we are able to adapt to these ongoing innovations will be directly related to how current we keep our knowledge and skills. Consider how to vary your investments in time, energy and resources.
  15. 15. lifelong learning Staying current in professional reading Credentialed coursework Joining cutting edge projects Attending conferences Topical courses for certificates
  16. 16. 2. Network of Relationships Relationships have become an increasingly critical asset as we have moved to an information and service economy. These relationships will be the source of information about how fields and industries are evolving.
  17. 17. Network of Relationships How we interact, respond and connect in all our relationships will impact our present performance and future opportunities.
  18. 18. Network of Relationships We also have relationships outside of our work environments that may be affiliated with our hobbies, children, and spiritual or community networks.
  19. 19. Network of Relationships These personal and professional relationships will transcend specific companies, industries and communities.
  20. 20. To maintain our adaptability and employability, habitually establishing annual learning goals and nurturing our relationships are the keys to productive career management.
  21. 21. Network of Relationships very is accomplished in isolation. little
  22. 22. Create a . . .
  23. 23. The career vision we establish should be broad enough to be flexible, but specific enough to be actionable.
  24. 24. Lifelong learning and relationship management form the backdrop of successful career management.
  26. 26. 4 Career Concepts (Lewellyn, 2002) Linear. success only comes from moving up the corporate ladder. Movement up the organizational pyramid provides fewer positions into which to advance. Many who carry the linear concept are frustrated. Many leave positions of influence when they become "topped out." The "delayering" of organizational levels of the 1990s left many linears disillusioned. For many, it is an emotionally brutal concept
  27. 27. 4 Career Concepts (Lewellyn, 2002) Expert. Success for the person motivated by the expert concept is being known as the best among his or her peers. Those who carry the expert concept may have been told in their youth to "grow up to be good at something." Their parents or grandparents may have been influenced by the Great Depression, during which the employees who kept their jobs were often the ones with the best skills.
  28. 28. 4 Career Concepts (Lewellyn, 2002) Spiral. Success is being able to move from one position to a related but often broader position, usually every five to 10 years. Broadening is the key. A spiral's parents may have taught him to be "well rounded." New positions are a natural extension of the prior work. This is the engineer who migrates into project management and then to capital budgeting and eventually to corporate budgeting functions. Spirals amass a vast amount of knowledge and experience. Many spirals in mid-career feel a strong desire to share the massive knowledge with others. This leads some spirals to leave large companies to become consultants or teachers.
  29. 29. 4 Career Concepts (Lewellyn, 2002) • Roamer. Success to the roamer is being able to change jobs often. Movement is more frequent than spirals, perhaps every two to three years, and the succeeding jobs are often unrelated to past professional experiences. These are often people from the extremes of economic backgrounds who don't value security. They either were raised in an uppereconomic stratum and presume money will always be there or were in a poorer economic environment and know they can survive on very little. Roamers can play key roles in companies that are expanding, both geographically and into new markets. They make good startup people. Roamers tend to value work with high people involvement.
  31. 31. Managing Careers: Development Stages (Kulik, 2004) an individual develops a sense of self and exploration of interests. th: row 1. G
  32. 32. Managing Careers: Growth Stage What do most organizations do to manage this stage?
  33. 33. Managing Careers: Development Stages (Kulik, 2004) 2. ExPloration: begins as an individual develops preference for a career and ends with training and placement in chosen occupation
  34. 34. Managing Careers: Exploration Stage employees value the opportunity to experiment and may be interested in training opportunities or exposure to different jobs (e.g., internships)
  35. 35. Managing Careers: Development Stages (Kulik, 2004) 3. Establishment: Employees seek out ever greater challenges and achievements.
  36. 36. Managing Careers: Establishment Stage 1. Promotions. As an HR manager, need to decide: • • • Are promotions based on competency or seniority? How should you measure competence? Is the process formal or informal? 2. Lateral and downward moves. Assignments to other functional areas or locations. 3. Externship programs. Assignments to another organization for a short period of time 4. Dual career tracks. one management and one non-management (e.g., technical, sales).
  37. 37. Managing Careers: Development Stages (Kulik, 2004) 4. Maintenance begins with selfreflection and can lead to (a) being reenergized; (b) changing careers; or (c) reduction in investment in one’s career (less selffocused)
  38. 38. Managing Careers: Maintenance Stage Employees are becoming less self-focused and are motivated to share knowledge and/or to reappraise their careers May undergo: 1. Sabbaticals: unpaid or paid leave that allows employees to pursue other interests
  39. 39. Managing Careers: Maintenance Stage 2. Mentoring opportunities • • • Benefit protégés: career & psychological support, better pay, faster promotion, and greater career satisfaction Mentor benefits: job fulfillment More on mentoring in Special Topics
  40. 40. Managing Careers: Development Stages (Kulik, 2004) 5. Disengagement: an individual looks ahead at what to do at the end of his or her career
  41. 41. Managing Careers: Disengagement Stage Disengagement Stage: Employees are trying to Stage disengage psychologically. Organizations may use incentives to ease (and possibly speed up) the transition. May be especially helpful for plateaued workers. 1. Early retirement – may involve “adding years” (age and tenure) to allow employees to get more benefits from retiring, earlier than they might otherwise. Don’t make this too attractive!
  43. 43. • Organization • Employee – Provide support (e.g., information) – Ultimately responsible for managing careers – Provide assessments (+/-, interests & values) – Identify opportunities and needs to improve – Communicate performance evaluation, where employee fits in long-range company plans, changes in industry, profession, etc. – Identify what needs are realistic to develop – Commit to help employee achieve goals. Identify resources (e.g., courses, work experiences, etc.) – Identify goals and how you want them achieved. Construct time table for achievement
  44. 44. Q: What does your career concept tell you about how you are likely to experience the career development stages (e.g., how frustrating or fulfilling will they be)?
  45. 45. thank you!
  46. 46. PRAYER Jesus, you will that all of us will never stop doing good, for if we do not give up, in due time we shall have our reward. In every moment of our life, we face different opportunities to do good and yet, many times, we fail to recognize the opportunity, or worse, we recognize the opportunity yet we choose not to do what is good.