HUMAN RESOURCE MANAGEMENT Eleventh Edition GARY DESSLER

1. Managing Careers Chapter 10 Part 3 | Training and Development

3. The Basics Of Career Management Career Management Career Planning Career Development Employees’ Careers

4. The Employer’s Role in Career Development Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role

5. Managing Promotions and Transfers Decision 1: Is Seniority or Competence the Rule? Decision 4: Vertical, Horizontal, or Other? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Making Promotion Decisions

6. Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks

7. Career Management and Employee Commitment Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Comparing Yesterday’s and Today’s Employee-Employer Contract

8. Career Management and Employee Commitment (cont’d) Career Development Programs Career-Oriented Appraisals Commitment-oriented career development efforts

9. Career Management and Employee Commitment (cont’d) Career Development Programs Career-Oriented Appraisals Commitment-Oriented Career Development Efforts

10. Attracting and Retaining Older Workers Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers

12. Managing Careers Chapter 10 Appendix Part 3 | Training and Development

13. Identify Your Career Anchors Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security