Chapter 10

Coaching, Careers and

Talent Management

Group 17
Fundamentals of Human
Resource Management,
10/e, DeCenzo/Robbins

Chapter 8, slide 1

Coaching and Mentoring

Coaching
Involves educating, instructing, and training subordinates
Focuses on teaching shorter-term job-related skills

Mentoring
Is actively advising, counseling, and guiding
Is helping employees navigate longer-term career hazards
Is leading highly trained employees and self-managing teams
Supplants the need for authority and for giving orders for getting
things done

Coaching and mentoring require both analytical and

interpersonal skills.

Improving Your Coaching

Skills
The Four-Step Coaching
Process
1

Preparing to coach

Developing a mutually agreed change

plan

Engaging in active coaching

Evaluating for feedback and follow-up

Preparing to Coach:
Applying the ABC Approach
Antecedents

What things must come before the

person does the job?
Behavior

Can the person do the job if he or she

wanted to?
Consequences
What are the consequences of doing
the job right?

The Basics Of Career

Management
Career Management

Career
Terminology

Career Development

Career Planning

Careers Today and

Employee Commitment
Old Contract
(Employer-focused)

New Contract
(Employee-focused)

Do your best and be

loyal to us, and well
take care of your
career.

Ill do my best for

you, but I expect you
to provide the
development and
learning that will
prepare me for the
day
I must move on, and
for having the worklife balance that I
desire.

Traditional Versus Career

Development Focus
HR Activity

Traditional Focus

Career Development Focus

Human
resource
planning

Analyzes jobs, skills, tasks Adds information about individual

present and future.
interests, preferences, and the
Projects needs. Uses
like to replacement plans.
statistical data.

Recruiting
and
placement

Matching organizations
needs with qualified
individuals.

Matches individuals and jobs

based on variables including
employees career interests and
aptitudes.

Training and
development

Provides opportunities for

learning skills,
information,
and attitudes related to
job.

Provides career path information.

Performance
appraisal

Rating and/or rewards.

Adds development plans and

individual goal setting.

Compensatio
n

Rewards for time,

productivity, talent, and

107
Adds tuition reimbursement
plans, compensation for nonjob-

Adds individual development

plans.

Offer Career Development

Better equips employees
to serve the firm

Career
Development
Benefits

Boosts employee
commitment to the firm

Supports recruitment and

retention of efforts

Roles in Career
Development
Individual
Accept responsibility for your
own career.
Assess your interests, skills, and
values.
Seek out career information and
resources.
Establish goals and career plans.
Utilize development
opportunities.
Talk with your manager about
your career.
Follow through on realistic
career plans.

Manager
Provide timely and
accurate performance
feedback.
Provide developmental
assignments and
support.
Participate in career
development
discussions with
subordinates.
Support employee
development plans

Innovative Corporate Career

Development Initiatives
1. Provide individual lifelong learning
budgets.
2. Encourage role reversal.
3. Help organize career success
teams.
4. Provide career coaches.
5. Offer online career development
programs.

Establishing an Effective
Mentoring Program

Require mentoring?
Provide mentoring training?
Does distance matter?
Same or different departments?
Big or small difference in rank?

Characteristics of Effective
Mentors
Are professionally competent
Are trustworthy
Are consistent
Have the ability to communicate
Are willing to share control
Set high standards
Are willing to invest time and effort
Actively steer protgs into important work

Choosing a Mentor
Choose an appropriate potential
mentor.
Dont be surprised if youre turned
down.
Be sure that the mentor understands
what you expect in terms of time and
advice.
Have an agenda.
Respect the mentors time.

Employer Life-Cycle Career

Management
Making Promotion
and Transfer
Decisions

Decision 1:
Is Seniority
or
Competence
the Rule?

Decision 2:
How Should
We Measure
Competence
?

Decision 3:
Is the
Process
Formal or
Informal?

Decision 4:
Vertical,
Horizontal,
or Other?

Managing Transfers
Employees reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities

Employers reasons for transferring employees

To vacate a position where an employee is no longer
needed
To fill a position where an employee is needed
To find a better fit for an employee within the firm
To boost productivity by consolidating positions

Managing Retirements
Create a culture that honors
experience

Modify selection procedures

HR Policies for
Older Workers

Offer flexible or part-time work

Implement phased retirement

programs

Managing Retirements
Preretirement Counseling Practices
Explanation of Social Security benefits
Leisure time counseling
Financial and investment counseling
Health counseling
Psychological counseling
Counseling for second careers
Counseling for second careers inside the
company

Talent Management
Is the automated end-to-end process of
planning, recruiting, developing,
managing, and compensating employees
throughout the organization
Requires coordinating several human
resource activities,
This is career management from the
employers point of view as they function
in the same way

Summary
Coaching and Mentoring
Applying the ABC Approach
The Basics Of Career
Management( Career development,
Career planning)
Traditional Versus Career Development
Focus
Career Development
Mentoring Program