Human Resource Management

1
ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 10

Managing Careers Tariq Saeed

PowerPoint Presentation by Charlie Cook The University of West Alabama

MANAGING CAREER

Introduction to Careers The Basics of Career Management The Roles Career Planning and Development Managing Promotions and Transfers Enhancing Diversity Through Career Management Career Management and Employee Commitment Retirement Summary/Q&As& Discussion Purpose: To address employees career related issues
and be more effective to manage ur own & employees careers

What Is A Career Definition

Introduction
In popular usage it can mean advancement (Hes moving up in his career) a profession (She has chosen a career in medicine), or stability over time (career military). We will define career as the pattern of work-related workexperiences that spans the course of a persons life. Therefore, any work, paid or unpaid, pursued over an extended period of time, can constitute a career. Career success is defined not only objectively, in terms of promotions, but also subjectively, in terms of satisfaction.

The Basics Of Career Management

Career Management

Career Development

Employees Careers

Career Planning

The Basics of Career Management Career

 The occupational positions a person has had over

many years.

Career management
 The process for enabling employees to better

understand and develop their career skills and interests, and to use these skills and interests more effectively.

Career development
 The lifelong series of activities that contribute to a

persons career exploration, establishment, success, and fulfillment.

The Basics of Career Management

Career planning  The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. Careers today  Careers are no simple progressions of employment from job to job in one or two firms with a single profession.  May need to reinvent themselves for new job/career  Peoples needs have also changed . From job and employeremployerfocused people now value work arrangements providing more opportunities and balanced work-life work Employers took care while employees provided loyalty  Employees now want to exchange performance for training, learning, and development that keep them marketable.

The Basics of Career Management

Career Planning & Development  The deliberate process through which a person becomes aware of personal career related attributes and the lifelong series of steps that contribute to his/her career fulfillment.  Employers strenghthened career focus of their HR activities  Need to change employers several times  They expect activities like selection,training and appraisal to serve their own long term career needs  Emphasis now on HR activities to facilitate career self analysis, development and management  Employees report that training and individual development plans reduce their chances of leaving companys  Employers provide better skills , tools &development opportunities and build potential and foster commitment.  Still people switch jobs due to job designs &way work done

Traditional Versus Career Development Focus

Employee Career Development Plan

Roles in Career Development

The 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.

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

The Organization
Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options.

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.

Roles in Career Planning and Development  The Employees Role  The Employers Role

The Employers Role in Career Development

Realistic Job Previews

Networking and Interactions

Challenging First Jobs

Employers Role
Mentoring Career-Oriented Appraisals

Job Rotation

The Employers Role in Career Development

Realistic job previews Challenging first jobs Career-oriented appraisals Career Job rotation Mentoring Networking and interactions

Innovative Corporate Career Development Initiatives

Provide each employee with an individual budget. Offer on-site or online career centers. onEncourage role reversal. Establish a corporate campus. Help organize career success teams. Provide career coaches. Provide career planning workshops Make computerized on and off time programs available for improving the organizational career planning process.

Sample Agenda Agenda TwoTwo-Day Career Planning Workshop

Managing Promotions and Transfers

Making Promotion 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 Promotions and Transfers

Making promotion 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?

Handling 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.

Enhancing Diversity through Career Management Sources of bias and discrimination in promotion decisions
 Having few people of color employed in the hiring

department  The old-boy network of informal friendships old A lack of women mentors  A lack of high-visibility assignments and highdevelopmental experiences (glass ceiling)  A lack of company role models for members of the same racial or ethnic group  Inflexible organizations and career tracks

Enhancing Diversity through Career Management Different career Challenges

 Women and men face different challenges as they

advance their careers.  Women report greater barriers and difficulty in getting developmental assignments and opportunities.  Females need to focus on breaking barriers that interfere with access to developmental opportunity  Lack of informal networking & role models  Lack of high visibility assignments  Some development programs inconsistent with women needs  Their need to stop working for a time to attend to family

Taking Steps to Enhance Diversity: Womens and Minorities Prospects

Institute Flexible Schedules and Career Tracks

Eliminate Institutional Barriers

Eliminate the Glass Ceiling

Improve Networking and Mentoring

Focus on taking the career interests of women and minority employees seriously

Enhancing Womens and Minorities Prospects

Eliminate institutional barriers Improve networking and mentoring Eliminate the glass ceiling Institute flexible schedules and career tracks

Career Management and Employee Commitment

Comparing Yesterdays and Todays Employee-Employer Contract

Old Contract:
Do your best and be loyal to us, and well take care of your career.

New Contract:
Do your best for us and be loyal to us for as long as youre here, and well provide you with the developmental opportunities youll need to move on and have a successful career.

Career Management and Employee Commitment

The New Psychological Contract
 Old contract: Do your best and be loyal to us, and

well take care of your career.

 New contract: Do your best for us and be loyal to us

for as long as youre here, and well provide you with the developmental opportunities youll need to move on and have a successful career.

Career Management and Employee Commitment

Commitment-oriented career development Commitmentefforts
 Career development programs


Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs careerthey possess. Provide the ideal occasion to link the employees performance, career interests, and developmental needs into a coherent career plan.

 Career-oriented appraisals Career

Career Management and Employee Commitment (contd)

Commitment-oriented career development efforts

Career Development Programs

Career-Oriented Appraisals

Career Management and Employee Commitment (contd)

Career Development Programs

CommitmentOriented Career Development Efforts

Career-Oriented Appraisals

Retirement
Retirement
 The point at which one gives up ones work, usually

between the ages of 60 and 65.

Preretirement 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

Attracting and Retaining Older Workers

Create a Culture that Honors Experience

HR Practices for Older Workers

Offer Flexible Work

Offer Part-Time Work

Attracting and Retaining Older Workers

Create a Culture that Honors Experience
 At many employers, the work environment and HR practices

are often explicitly biased against older workers Changing this culture, and making the workplace more attractive to those of retirement age, requires concrete actions.

Offer Flexible Work

 Companies need to design jobs such that staying on its more

attractive than leaving. One of the simplest ways to do this is through flexible work, specifically, making where one works and when the work is performed flexible.

Offer Part-Time Work Part Another trend is granting part time employment to employees

as an alternative to outright retirement.. Several surveys of blue and white collar employees showed that about half of all employees over age 55 would like to continue working part time after they retire.

Marcia Norgard Career Plan

My occupational orientation is enterprising
 Using my skills to influence others

My career anchors are

 Managerial competence  Security

Career goals
 To be a VP of HR

Development Steps
 More global responsibility  More analytical business experience

2005 Prentice Hall Inc. All rights reserved.

1032

Identify Your Occupational Orientation

Realistic orientation
 Physical activities (forestry, farming)

Investigative orientation
 Thinking, organizing, understanding (biologist)

Social orientation
 Interpersonal rather than intellectual skills (social work,

psychologist)

Conventional orientation
 Structured, rule-regulated activities (banker, accountant) rule-

Enterprising orientation
 Influencing others (lawyers, PR executives)

Artistic orientation
 Self-expression (artists, musicians) Self 2005 Prentice Hall Inc. All rights reserved. 1033

Traditional Career Stages

Exploration Establishment MidMid-Career Late Career Decline (Late Stage)

Identify Your Career Stage

Growth stage Exploration stage Establishment stage
 Trial substage  Stabilization substage  Midcareer crisis substage

Maintenance Stage Decline Stage

2005 Prentice Hall Inc. All rights reserved.

1035

Identify Your Career Anchors

Career anchor
 A concern or value that a person you will not give up

if a [career] choice has to be made.

Typical career anchors

 Technical/functional competence  Managerial competence


(analytical competence, interpersonal competence & emotional competence)

 Creativity  Autonomy and independence  Security

2005 Prentice Hall Inc. All rights reserved. 1036

Finding the Right Job

Do Your Own Local Research Personal Contacts Answering Advertisements Employment Agencies Executive Recruiters Career Counselors Executive Marketing Consultants Employers Web Sites
2005 Prentice Hall Inc. All rights reserved. 1037

Writing Your Rsum

Introductory Information Job Objective Job Scope Your Accomplishments Length Personal Data Make Your Rsum Scannable

2005 Prentice Hall Inc. All rights reserved.

1038

Making A Career Choice

Career Planning is designed to assist you in becoming more knowledgeable of your needs, values, and personal goals. This can be achieved through the following three-step, self threeassessment process.
Identify and organize your skills, interests, workworkrelated needs, and values. Convert this information into general career fields and specific job goals Test your career possibilities against the realities of the organization or the job market.

Career Choices And Preferences

Holland Vocational Preferences Model
 The most widely used approach to career choices. This

theory consists of three major components. First, Holland found that people have varying occupational preferences; Second, if you have a job where you can do what you think is important, you will be a more productive employee. Personality of workers may be matched to typical work environments where that can occur. Third , you will have more in common with people who have similar interest patterns and less in common with those who dont. dont.

The Schein Anchors Jung and the Myers-Briggs Typologies Myers-

Structure of Hollands Themes

R
I

R = Realistic I = Investigative A = Artistic

S = Social E = Enterprising C = Conventional

Hollands General Occupational Themes

Realistic Investigative Artistic Social Enterprising Conventional

Managing Your Career

Making Your Career Decision Achieving Your Career Goals
             

Select Your First Job Judiciously Participate in an Internship Do Good Work Present the Right Image Learn the Power Structure Gain Control of Organizational Resources Stay Visible Dont Stay Too Long in Your First Job. Find a Mentor Support Your Boss Stay Mobile Think Laterally Keep Your Skills Current Develop a Network

Some Final Words of Wisdom

MyersMyers-Briggs Type Indicator (MBTI)

The Jung Theory Dimensions And The Meyers-Briggs Type Indicators MeyersExtraversion (E)________________________________________Introversion (1) ________________________________________________________
Outgoing Quiet Interacting Concentrating Speaks, then thinks Thinks, then speaks Gregarious Reflective How do you orient yourself to the outside word? _______________________________________________________________________ Structured Flexible Time oriented Open ended Decisive Exploring Organized Spontaneous What do you pay attention to and collect information on? Where do you get your energy?

Judging (J)______________________________________________Perceiving (P)

________________________________________________________________________ Practical General Details Possibilities Concrete Theoretical Specific Abstract How do you evaluate and make decisions?

Sensing (S) _____________________________________________Intuiting (N)

_____________________________________________________________
Analytical Head Rules Justice Subjective Heart Circumstance Mercy

Thinking (T) _______________________________________Feeling (F)

Class Exercise
Determine the following:
 Identify your occupational orientation (page 373)  Identify your career anchor or anchors (page 375)  1-2 career goals  2-3 development steps to get from where you are

now to where you want to be

2005 Prentice Hall Inc. All rights reserved.

1045

THANK YOU

Handling the Interview

Prepare, Prepare, Prepare Uncover the Interviewers Needs Relate Yourself to the Persons Needs Think Before Answering Make a Good Appearance and Show Enthusiasm

2005 Prentice Hall Inc. All rights reserved.

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Example of Some Occupations that May Typify Each Occupational Theme

Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want, Fortune, March 2, 1998, p. 211. 2005 Prentice Hall Inc. All rights reserved.

Figure 10A3
1048

MANAGING CAREERS

Managing Careers

Introduction What Is A Career? Traditional Career Stages Career Choices And Preferences Managing Your Career

What Is A Career?
Individual Versus Organizational Perspective Career Development Versus Employee Development Career Development: Value for the Organization
 Ensures Needed Talent Will Be Available  Improves the Organization's Ability to Attract and Retain    

Highly Talented Employees Ensures That Minorities and Women Get Opportunities for Growth and Development Reduces Employee Frustration Enhances Cultural Diversity Promotes Organizational Goodwill

Career Development: Value for the Individual Mentoring and Coaching

Steps In Managing Your Career

Develop a net work
Acquire and continue upgrading your skills Participate in an internship Think laterally Stay mobile Support your boss Find a mentor Dont stay too long Stay visible Gain control of organizational resources Learn the power structure Present the right image Do good work Select your job judiciously

Summary
Explain who is responsible for managing careers. Describe what is meant by the term career Discuss the focus of careers for both the organization and individuals Describe how career development and employee development are different Explain why career development is valuable to organizations Identify the five traditional stages involved in a career List the Holland Vocational Preferences Describe the implications of Personality Typologies and jobs Identify several suggestions that you can use to manage your career more effectively.

Managing Career Terminology

Career: The sequence of positions that a person has held over his or her life External Career: Involves the properties or qualities of an occupation. Mentoring or Coaching: Actively guiding another individual. Exploration Period: A career stage that usually ends in ones mid- twenties as one makes the midtransition from school to work. Establishment Period: A career stage in which one begins to search for work. It includes getting ones first job. MidMid-career Stage: A career stage marked by a continuous improvement in performance. Leveling off in performance, or the beginning of deterioration of performance. Plateauing: Plateauing: A condition of stagnating in ones current job. LateLate-career Stage: A career phase in which individuals are no longer learning about their jobs, nor is it expected that they should be trying to outdo levels of performance from previous years. Decline or Late Stage: The final stage in ones career, usually marked by retirement. Holland Vocational Preference: An individual occupational personality as it relates to vocational them. MyersMyers-Briggs Type Indicator: Uses four dimensions of personality to identify 16 personality types.

KEY TERMS
career career management career development career planning career planning and development reality shock job rotation mentoring promotions transfers retirement preretirement counseling career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors