Human Resource Management - Chapter 10

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After studying this chapter, you should be able to: 1. Compare employers’ traditional and career planningoriented HR focuses. 2. Explain the employee’s, manager’s, and employer’s career development roles. 3. Describe the issues to consider when making promotion decisions. 4. Describe the methods for enhancing diversity through career management.

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Human Resource Human Management Management ELEVENTH EDITION 1 G A R Y D E S S L E R Part 3 | Training and Development Chapter 10 Managing Careers © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama All
After studying this chapter, you should be able to: 1. Compare employers’ traditional and career planning- oriented HR focuses. 2. Explain the employee’s, manager’s, and employer’s Explain career development roles. career 3. Describe the issues to consider when making Describe promotion decisions. promotion 4. Describe the methods for enhancing diversity through Describe career management. career 5. Answer the question: How can career development Answer foster employee commitment? foster © 2008 Prentice Hall, Inc. All rights reserved. 10–2
The Basics Of Career Management Career Career Management Development Employees’ Careers Career Planning © 2008 Prentice Hall, Inc. All rights reserved. 10–3
The Employer’s Role in The Career Development Career Realistic Job Previews Networking and Challenging Interactions First Jobs Employer’s Role Career-Oriented Mentoring Appraisals Job Rotation © 2008 Prentice Hall, Inc. All rights reserved. 10–4
Managing Promotions and Transfers Making Promotion Decisions Decision 1: Decision 2: Decision 3: Decision 4: Is Seniority or How Should Is the Process Vertical, Competence We Measure Formal or Horizontal, or the Rule? Competence? Informal? Other? © 2008 Prentice Hall, Inc. All rights reserved. 10–5
Taking Steps to Enhance Diversity: Taking Women’s and Minorities’ Prospects Women’s Take Their Career Interests Seriously Institute Flexible Eliminate Schedules and Institutional Career Tracks Barriers Improve Eliminate the Networking and Glass Ceiling Mentoring © 2008 Prentice Hall, Inc. All rights reserved. 10–6
Career Management and Career Employee Commitment Employee Comparing Yesterday’s and Today’s Employee-Employer Contract Old Contract: New Contract: “Do your best and be loyal to us, “Do your best for us and be loyal and we’ll take care of your career.” 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.” © 2008 Prentice Hall, Inc. All rights reserved. 10–7
Career Management and Career Employee Commitment (cont’d) Employee Commitment- oriented career development efforts Career Career- Development Oriented Programs Appraisals © 2008 Prentice Hall, Inc. All rights reserved. 10–8
Career Management and Career Employee Commitment (cont’d) Employee Commitment- Oriented Career Career- Career Development Oriented Programs Appraisals Development Efforts © 2008 Prentice Hall, Inc. All rights reserved. 10–9
Attracting and Retaining Older Workers Create a Culture that Honors Experience HR Practices for Older Offer Flexible Work Workers Offer Part-Time Work © 2008 Prentice Hall, Inc. All rights reserved. 10–10
KEY TERMS career preretirement counseling career management career cycle career development growth stage career planning exploration stage career planning and development establishment stage reality shock trial substage job rotation stabilization substage mentoring midcareer crisis substage promotions maintenance stage transfers decline stage retirement career anchors © 2008 Prentice Hall, Inc. All rights reserved. 10–11
Human Resource Human Management Management ELEVENTH EDITION 1 G A R Y D E S S L E R Part 3 | Training and Development Chapter 10 Appendix Managing Careers © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama All
Identify Your Career Anchors Technical/ Functional Competence Managerial Security Competence Autonomy and Creativity Independence © 2008 Prentice Hall, Inc. All rights reserved. 10–13