CAREER IN THE TIMES OF DOWNSIZING AND RESTRUCTURING
New Lexicon of HRM <ul><li>Managing exits </li></ul><ul><li>Career is passé </li></ul><ul><li>Why Bother Retention & Caree...
Organisations are Social Entities <ul><li>Collective work </li></ul><ul><li>Informal structures are critical </li></ul><ul...
Why People Join Organisations? <ul><li>Money </li></ul><ul><li>Career   </li></ul><ul><li>Emotions - ‘ pride  of performan...
Knowledge Management <ul><li>Information to be transmitted </li></ul><ul><ul><li>‘ Local knowledge’ </li></ul></ul><ul><li...
‘Seamless Service Delivery’ <ul><li>Idiosyncratic customer </li></ul><ul><li>Co production </li></ul><ul><li>Win – Win – W...
Why Career? <ul><li>Changing expectations </li></ul><ul><li>Changing organisation </li></ul><ul><li>Long-term relationship...
Seniority vs. Merit <ul><li>Fairness </li></ul><ul><li>Objectivity </li></ul><ul><li>Commitment </li></ul><ul><li>Japanese...
Career and Development <ul><li>From jobs to individuals </li></ul><ul><li>Customising career </li></ul><ul><li>Career plan...
Training <ul><li>Relating training to individual and organisation needs </li></ul><ul><li>Policy on training </li></ul><ul...
Successful Career Management Practices <ul><li>Providing  </li></ul><ul><ul><li>Clear expectations  on employees </li></ul...
On a Clear Day You Can See General Motors… <ul><li>Goddamnit! I served my time picking up my bosses at the airport. Now yo...
Obsession about Measurement <ul><li>Competition with disciplines like accounting </li></ul><ul><li>Reduce HR to measurable...
Exits <ul><li>How do you ‘manage’ them? </li></ul><ul><li>Interviews </li></ul><ul><ul><li>Communicate </li></ul></ul><ul>...
Mergers & Acquisition <ul><li>Loyalty? </li></ul><ul><li>Changing HR policies </li></ul><ul><li>Global hierarchy </li></ul...
Historical Context  <ul><li>1900-1950 US: Welfare Capitalism </li></ul><ul><li>Companies like International Harvester & Po...
Human Resource Management as an  Investment  and not a  Cost <ul><li>At par with capital investment or R & D </li></ul><ul...
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Career

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Career as discussed in HRM

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Career

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

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