ROBERT L. MATHIS                                                                                 JOHN H. JACKSON          ...
Learning Objectives                   Learning Objectives• After you have read this chapter, you should be  able to:     ...
Employee Development                Employee Development• Significant Developments     More horizontal “ladders” in middl...
Careers and Career Planning            Careers and Career Planning• Career     The series of work-related positions a per...
Organizational and Individual              Organizational and Individual              Career Planning Perspectives        ...
Career Management for Individuals       Career Management for Individuals       Self-Assessment       Self-Assessment     ...
How People Choose Careers            How People Choose Careers                              Interests                     ...
General Career Periods                   General Career Periods                                                          F...
Career Transitions and HR              Career Transitions and HR    Supervisors    Supervisors                            ...
Global Career Development             Global Career Development• Repatriation     Planning, training, and reassignment of...
Late Career/Retirement Issues           Late Career/Retirement Issues            Self-            Self-                   ...
Women and Careers                   Women and Careers• The percentage of women in the workforce has  more than doubled sin...
Special Career Issues for             Special Career Issues for           Organizations and Employees           Organizati...
““Portable” Career Path                     Portable” Career Path                                                         ...
Dual-Career Ladder for Engineers            Dual-Career Ladder for Engineers                                              ...
Global Transfers                      Global Transfers• HR employee relocation assistance policies that  consider the conc...
Developing Human Resources           Developing Human Resources• Development     Efforts to improve employees’ ability to...
Development vs. Training                  Development vs. Training                                                        ...
HR Development                                                   HR Development                                           ...
The HR Development Process           The HR Development Process                            Make or Buy?                   ...
Development Needs Analyses           Development Needs Analyses• Assessment Centers     A collection of instruments and e...
Development Needs Analyses           Development Needs Analyses• Succession Planning     The process of identifying a lon...
Succession                                                     Succession                                                 ...
Choosing a Development Approach       Choosing a Development Approach                                Coaching             ...
Possible Means for Developing Employees     Possible Means for Developing Employees             in a Learning Organization...
Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)      Classroom Courses      Classroom Cou...
Advantages and Disadvantages of       Advantages and Disadvantages of        Major Development Approaches        Major Dev...
Advantages and Disadvantages of     Advantages and Disadvantages of   Major Development Approaches (cont’d)   Major Develo...
Management Lessons Learned from Job Experience    Management Lessons Learned from Job Experience                          ...
Management Development Methods      Management Development Methods          Managerial          Managerial          Modeli...
Stages in Management Mentoring Relationships  Stages in Management Mentoring Relationships                                ...
Problems with Management            Problems with Management               Development Efforts                Development ...
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Mj11e ch10

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Mj11e ch10

  1. 1. ROBERT L. MATHIS JOHN H. JACKSON Chapter 10 Careers and HR Development SECTION 3 Training and Developing Human ResourcesCopyright © 2005 Thomson Business & Professional Publishing. PowerPoint Presentation by Charlie CookAll rights reserved. The University of West Alabama
  2. 2. Learning Objectives 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.  List options for development needs analyses.  Explain why succession planning has become more important.  Identify several management development methods.Copyright © 2005 Thomson Business & Professional 10–2
  3. 3. Employee Development 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.Copyright © 2005 Thomson Business & Professional 10–3
  4. 4. Careers and Career Planning Careers and Career Planning• 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 an individual’s career rather than in organizational needs.Copyright © 2005 Thomson Business & Professional 10–4
  5. 5. Organizational and Individual Organizational and Individual Career Planning Perspectives Career Planning Perspectives Figure 10–1Copyright © 2005 Thomson Business & Professional 10–5
  6. 6. Career Management for Individuals Career Management for Individuals Self-Assessment Self-Assessment Feedback on Reality Feedback on Reality Career Career Management Management Setting Career Goals Setting Career GoalsCopyright © 2005 Thomson Business & Professional 10–6
  7. 7. How People Choose Careers How People Choose Careers Interests Interests Social Social Career Career Choice Self-Image Self-Image Background Background Choice Personality PersonalityCopyright © 2005 Thomson Business & Professional 10–7
  8. 8. General Career Periods General Career Periods Figure 10–2Copyright © 2005 Thomson Business & Professional 10–8
  9. 9. Career Transitions and HR Career Transitions and HR Supervisors Supervisors Feedback Feedback New Employee New Employee Entry Shock Entry Shock The Work The Work Time TimeCopyright © 2005 Thomson Business & Professional 10–9
  10. 10. Global Career Development Global Career Development• Repatriation  Planning, training, and reassignment of global employees to their home countries.• Development Issues  Focusing on developing local managers as well as global executives.  Development areas typically include:  Culturalissues, running a business, leading and managing, handling problematic people, personal qualities, self, and career.Copyright © 2005 Thomson Business & Professional 10–10
  11. 11. Late Career/Retirement Issues Late Career/Retirement Issues Self- Self- Need to Need to Management Management Belong Belong Retirement Retirement Adjustment Adjustment Pride in Pride in Goals Goals Achievement Achievement Territoriality TerritorialityCopyright © 2005 Thomson Business & Professional 10–11
  12. 12. Women and Careers Women and Careers• The percentage of women in the workforce has more than doubled since 1970, and will reach 48% by 2010.  “Sequencing”:  Women’s careers are often interrupted for child birth and child rearing and a later return go back to work with a job that allows flexibility when they are older.  Glass ceiling:  Thesituation in which women fail to progress into top management positions.  Employers can tap into the female labor market with child care, flexible work policies, and a willingness to be accommodative.Copyright © 2005 Thomson Business & Professional 10–12
  13. 13. Special Career Issues for Special Career Issues for Organizations and Employees 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.Copyright © 2005 Thomson Business & Professional 10–13
  14. 14. ““Portable” Career Path Portable” Career Path Figure 10–3Copyright © 2005 Thomson Business & Professional 10–14
  15. 15. Dual-Career Ladder for Engineers Dual-Career Ladder for Engineers Figure 10–4Copyright © 2005 Thomson Business & Professional 10–15
  16. 16. Global Transfers Global Transfers• HR employee relocation assistance policies that consider the concerns of dual-career couples:  Paying employment agency fees for the relocating partner  Paying for a designated number of trips for the partner to look for a job in the proposed new location  Helping the partner find a job in the same company or in another division or subsidiary of the company  Developing computerized job banks to share with other companies in the area that list partners available for job openingsCopyright © 2005 Thomson Business & Professional 10–16
  17. 17. Developing Human Resources Developing Human Resources• Development  Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication.• Organizational Needs Analyses  Future employee competencies  Employee and managerial succession  Retirements, promotions, transfers, departuresCopyright © 2005 Thomson Business & Professional 10–17
  18. 18. Development vs. Training Development vs. Training Figure 10–5Copyright © 2005 Thomson Business & Professional 10–18
  19. 19. HR Development HR Development Process in an Process in an Organization Organization Figure 10–6Copyright © 2005 Thomson Business & Professional 10–19
  20. 20. The HR Development Process The HR Development Process Make or Buy? Make or Buy? Developing Developing HR HRRe-DevelopmentRe-Development Specific Specific Development Development Capabilities Capabilities Lifelong Lifelong Learning LearningCopyright © 2005 Thomson Business & Professional 10–20
  21. 21. Development Needs Analyses Development Needs Analyses• Assessment Centers  A collection of instruments and exercises designed to diagnose individuals’ development needs.  Intent is to identify management potential in participants.• Psychological Testing  Intelligence tests, verbal and mathematical reasoning tests, and personality tests are often used.  Interpretation of results is problematic.• Performance Appraisals  Serve as a source of development information.  Results can be difficult to interpret.Copyright © 2005 Thomson Business & Professional 10–21
  22. 22. Development Needs Analyses Development Needs Analyses• Succession Planning  The process of identifying a longer-term plan for the orderly replacement of key employees.• Succession in Small and Closely Held Organizations  Important in small and medium-sized firms, but studies show that few of these firms formalize succession plans.Copyright © 2005 Thomson Business & Professional 10–22
  23. 23. Succession Succession Planning Planning Process Process Figure 10–7Copyright © 2005 Thomson Business & Professional 10–23
  24. 24. Choosing a Development Approach Choosing a Development Approach Coaching Coaching Learning Learning Committee Committee Organization Organization Assignment Assignment Job-Site Job-Site Corporate Corporate Universities-Career Universities-Career Methods Methods Job Job Rotation Rotation Development Development On-line On-line ““Assistant-to” Assistant-to” Development Development Positions PositionsCopyright © 2005 Thomson Business & Professional 10–24
  25. 25. Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organization in a Learning Organization Figure 10–8Copyright © 2005 Thomson Business & Professional 10–25
  26. 26. Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d) Classroom Courses Classroom Courses Human Relations Human Relations and Degrees and Degrees Training Training Off-Site Off-Site Methods Methods Outdoor Training Simulations Simulations Outdoor Training (Business Games) (Business Games) Sabbaticals and Sabbaticals and Leaves of Absence Leaves of AbsenceCopyright © 2005 Thomson Business & Professional 10–26
  27. 27. Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches Major Development Approaches Figure 10–9Copyright © 2005 Thomson Business & Professional 10–27
  28. 28. Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d) Major Development Approaches (cont’d) Figure 10–9 cont’dCopyright © 2005 Thomson Business & Professional 10–28
  29. 29. Management Lessons Learned from Job Experience Management Lessons Learned from Job Experience Figure 10–10Copyright © 2005 Thomson Business & Professional 10–29
  30. 30. Management Development Methods Management Development Methods Managerial Managerial Modeling Modeling Management Management Coaching Coaching Management Management Mentoring Mentoring Executive Executive Education EducationCopyright © 2005 Thomson Business & Professional 10–30
  31. 31. Stages in Management Mentoring Relationships Stages in Management Mentoring Relationships Figure 10–11Copyright © 2005 Thomson Business & Professional 10–31
  32. 32. Problems with Management Problems with Management Development Efforts Development Efforts• Inadequate HR planning and a lack of coordination of HR development efforts.  Failing to conduct adequate needs analysis, trying out fad programs or training methods, and substituting training for selecting qualified individuals.• Encapsulated Development  A situation in which an individual learns new methods and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods.Copyright © 2005 Thomson Business & Professional 10–32

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