Career Management & Work-life Balance- Lecture 8

8/7/2019 Career Management & Work-life Balance- Lecture 8

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Lecture 8

Career & Diversity Management


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The Career Management Goal:

Matching Individual and Organizational

Needs

Individual andIndividual and

Organizational GoalsOrganizational Goals

Individual andIndividual and

Organizational GoalsOrganizational Goals

The Employees RoleThe Employees Role

The Employees RoleThe Employees Role The Organizations RoleThe Organizations Role

The Organizations RoleThe Organizations Role

CareerCareer

ManagementManagement

CareerCareer

ManagementManagement


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The Organizations Role:

Establishing a Favorable Context

ManagementParticipation

Provide topmanagementsupport

Providecollaboration

between linemanagers and HRmanagers

Train managementpersonnel

Setting Goals

Plan human

resources strategy

Changing HR Policies

Provide for jobrotation

Provideoutplacementservice

Announcing theProgram

Explain itsphilosophy


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Identifying Career Opportunities and

Requirements

Competency Analysis

Measures three basic competencies for eachjob: know-how, problem solving, andaccountability.

Job Progressions The hierarchy of jobs a new employee might

experience, ranging from a starting job tojobs that require more knowledge and/or

skill. Career Paths

Lines of advancement in an occupational fieldwithin an organization.


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Recognize Lots of Possibilities

Promotion

A change of assignment to a job at a

higher level in the organization. Principal criteria for determining

promotions are merit, seniority, andpotential.

Transfer The placement of an individual in

another job for which the duties,responsibilities, status, and

remuneration are approximately equalto those of the revious ob.


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Alternative Career Moves

Exit

Exit

Demotion

Demotion

TransferCareer

Moves

Career

Moves

Promotion

Promotion


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Career Change Organizational

Assistance

Relocation services

Services provided to an employee who

is transferred to a new location: Help in moving, in selling a home, in

orienting to a new culture, and/or inlearning a new language.

Outplacement services

Services provided by organizations tohelp terminated employees find a newjob.


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The Plateauing Trap

Career Plateau

Situation in which for either

organizational or personal reasons theprobability of moving up the careerladder is low.

Types of Plateaus

Structural plateau: end ofadvancement

Content plateau: lack of challenge

Life plateau: crisis of personal identity


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Career Plateau Questions

CAREER PLATEAU QUESTIONS.

Do I accept high visibility assignments?

Do I continue to advance my education, both formal and

vocational?

Am I recognized by other leaders in my organization?

Am I routinely promoted?

Am I known as a versatile employee?

Do I continue to get larger-than-normal raises?

Do I rate at the high end of the performance ratings?

Do I have a plan with measurable objectives, and have I

updated it recently?


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Internal Barriers to Career

Advancement

Lack of time, budgets, andresources for employees to plan

their careers and to undertaketraining and development.

Rigid job specifications, lack ofleadership support for careermanagement, and a short-termfocus.

Lack of career opportunities and

pathways within the organization


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Career Development Initiatives:

Developing Talent over Time

Career Planning Workbooks

Stimulate thinking about careers,strengths/limitations, developmentneeds

Career Planning Workshops

Discuss and compare attitudes,concerns, plans

Career Counseling

Discuss job, career interests, goals


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Determining Individual

Development Needs

Fast-track Program

A program that encourages young

managers with high potential to remainwith an organization by enabling themto advance more rapidly than thosewith less potential.

Career Self-Management Training Helping employees learn to

continuously gather feedback andinformation about their careers.

Encouraging them to prepare formobilit .


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Mentoring

Mentors

Executives who coach, advise, and encourageindividuals of lesser rank.

Mentoring functions Functions concerned with the career

advancement and psychological aspects of theperson being mentored.

E-mentoring

Brings experienced businessprofessionals together withindividuals needing counseling.


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Forming a Mentoring Relationship

1. Research the mentors background.

2. Make contact with the mentor.

3. Request help on a particularmatter.

4. Consider what you can offer inexchange.

5. Arrange a meeting.

6. Follow up.

7. Ask to meet on an

ongoing basis.


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Career Networking Contacts

Your college alumni association or career officenetworking lists

Your own extended family

Your friends parents and other family members

Your professors, advisors, coaches, tutors, clergy

Your former bosses and your friends and familymembers bosses

Members of clubs, religious groups, and otherorganizations to which you belong

All of the organizations near where you live or goto school


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Developing a Diverse Talent Pool

Recruiting and Developing Women

Growth of women in the workplace

Increase in females in managementroles

Stereotyping and gender conflicts

Recruitment of Minorities

Educational and societal disadvantages

Retention in organizations

Affirmative action


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Recruitment and Development of

Women

The Glass Ceiling

Artificial barriers based on attitudinal ororganizational bias that prevent qualified

women from advancing upward in theirorganizations into management level positions.

Eliminating Womens Barriers to Advancement

Development of womens networks

Online e-mentoring for women

Diminishing stereotyping of women

Presence of women in significant managerialpositions

Accommodating families


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Recruiting and Developing of

Minorities

Career development for minorities isadvanced by:

Organizational support for theadvancement of minorities tosignificant management positions

Provision of internships to attract

minorities to management careers

Organization of training courses tofoster the development of minoritysmanagerial skills and knowledge.


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Other Important Talent Concerns

Recruitment of the Disabled

Increasing numbers of disabled in theworkforce

Stereotyping of the disabled versus theirsuperior records for dependability, attendance,motivation and performance

Accommodations for physical and mentaldisabilities

Others with less publicized disadvantages Recruitment of Older People

Increasingly returning to the workplace

Have valued knowledge, experience, flexibilityand reliability as employees


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Dual-Career Couples

Dual-Career Partnerships

Couples in which bothmembers follow their own

careers and actively supporteach others careerdevelopment.

Flexible work schedules

Adaptive leave policies

Work-at-home On-premises day care

Job sharing


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CAREER MANAGEMENT & WORK LIFE BALANCE

DEFINITIONS OF WORK-LIFE BALANCE :

BEING AWARE OF DIFFERENT DEMANDS ON TIMEAND ENERGY

HAVING THE ABILITY TO MAKE CHOICES IN THEALLOCATION OF TIME AND ENERGY

KNOWING WHAT VALUES TO APPLY TO CHOICES

Clutterbuck David ( 2003) Managing work-life balance:a guide for HR in achieving organisational andindividual change.London:CIPD


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WORK LIFE BALANCE

Work Life Balance - Another definition

adjusting work patterns so that everyone regardlessof age , race or gender can find a rhythm that enablesthem more easily to combine work and their otherresponsibilities and aspirations"

Department for Education and Employment 2001( aswas)

It concerns

y the organisation of working life over the lifecourse

y time for caring and for familiesy time for learningy time for ourselvesy time for community / political participation


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WORK LIFE BALANCE

Work Life Balance Approaches involves policies andpractices that:

Permit some flexibility with respect to hours of work;and/or

allow people to work from home; and/or grant leave arrangements that allowed people to either

meet their non-work commitments or realise their non-work goals; and/or

provide workplace facilities to assist employees to attendwork; and/or

promote communication and consultation betweenemployers and employees over relevant issues.


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Work- Life Balance - Why is it on the agenda

Concerns about longer hours / workintensity

Proportion of women in the workforce

Family structures - number of lone-parent families

number of dual income families

Organisational demands - 24/7 operation

working beyond contract Government concerns & Increasing

development of legislation - familyfriendly policies

Employee attitudes


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Work Life Balance - The Business Case

y a recruitment tool to attract the best talent;

y retention of valued employees;

y offering better customer service;

y a return on investment - eg women returners;

y a truer reflection of customer diversity;

y reduction of absenteeism, sickness and stress;

y improved productivity and performance;

y increased morale, commitment and loyalty; and

y greater flexibility in staff attitudes and ability todeal with change.


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WORK-LIFE BALANCE BENEFITS

Child care/elder care referral services Time off for childrens school activities Employer-paid on-site or near-site child care facilities Flexible work hours scheduling Health club and wellness programs

Employer-accumulated leave days for dependent care Customized training programs Subsidized temporary or emergency dependent care

costs Extended leave policies for child/elder care Educational reimbursement

Sick-child programs (caregiver on call) Work-at-home arrangements/telecommuting Partial funding of child care costs Customized career paths Part-time work schedules


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SCOPE OF LEGISLATION

Annual leave - all employees minimum 20 days

working time- technically 48 hours but opt outs

parental leave- 13 weeks unpaid leave up to childs5th birthday applies employees 1 years service

maternity leave- 26 weeks leave +26 weeksemployees who qualify

paternity leave- 2 weeks paid leave within 56 daysof the birth

dependant care- to take unpaid leave familyemergencies

adoption leave- 26 weeks and 26 weeks additionalleave

flexible working- to request flexible working foremployees with children under 6 ( 18 if havedisability )

additional leave employees 26 weeks service


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WORK LIFE BALANCE PROCESS

Negotiating a work-life balance involves:

Change in culture and reorganisation of work

Consensual, joint and partnership approaches

Partnership process

T.U.C. VIEW

work-life balance requires a change in cultureabout how work is organised including areorganisation of work, the development of

trust, partnership approaches, and jointproblem solving. In particular this mean that ifchanges are to benefits employers andemployees alike this may mean that somepeople have to concede control while othersmay be asked to take more responsibility intheir work


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FLEXIBILITY CONSIDERATIONS

WHICH STAFF REQUIRE ANNUALISED ANDFLEXIBLE CONTRACTS?

DEFINING THE WORKING YEAR

PAY HOLIDAY ARRANGEMENTS

SICKNESS ABSENCE

STARTERS / LEAVERS DURING YEAR

RESERVE HOURS


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FLEXIBILITY

POTENTIAL EMPLOYERADVANTAGES MORE EFFICIENT USE OF RESOURCES

MATCHINGDEMAND

REDUCTION OF OVERTIME

MEETING CUSTOMERDEMANDS 24/7 SOCIETY ASSISTS CONTINUOUS PRODUCTION PROCESSES

ASSISTS ORGANISATIONAL / CULTURE CHANGE

POTENTIAL EMPLOYERDISADVANTAGES

IMPACT ON EMPLOYMENT RELATIONS RETENTION PROBLEMS

IMPACT OF BADLY THOUGHT THROUGH SCHEME


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THE FLEXIBLE FIRM : ATKINSON MODEL


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CORBRIDGE AND PILBEAM MODEL


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Flexible Work Schedules

Flextime

Working hours that permit employees theoption of choosing daily starting and quitting

times, provided that they work a set number ofhours per day or week.

All employees are required to be presentduring a designated core period.

Flexible hours reduce absenteeism and

tardiness. Employees can schedule their working hours

for the time of day when they are mostproductive.


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Job Sharing

The arrangement whereby two part-timeemployees perform a job that otherwise would

be held by one full-time employee. Job sharers may work three days a week,

creating an overlap day for extended face-to-face conferencing.

Telecommuting

The use of personal computers, networks, andother communications technology such as faxmachines to do work in the home that istraditionally done in the workplace.


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Advantages of Telecommuting

Increased flexibility for employees

Ability to attract workers who might

not otherwise be available Lessened burden on working

parents

Less time and money wasted onphysical commuting

Increased productivity

Reduced absenteeism


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Keys ForKEYS FOR SUCCESSFUL TELECOMMUTING

Identify jobs best suited to distance work.

Select responsible employees.

Establish employee feedback procedures andperformance review methods for evaluation.

Establish formalized telecommuting procedures.

Begin a formal training program.

Keep telecommuters informed and in the loop.

Recognize when telecommuting isnt working.


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Benefits

Recruitment andretention of employees

Coordinating employeework schedules withproduction schedules

Accommodating theleisure-time activitiesof employees while

facilitating employeepersonal appointments

Improvements inemployee jobsatisfaction and morale

Disadvantages

Overtime paymentsrequired by the Fair

Labor Standards Actfor employeesworking over 40hours in one week.

The additional stress

on managers andemployees, and longworkdays can be

exhausting.


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TUTORIAL QUESTIONS

1. Explain the initiatives that organizationsneed to adopt to provide successfulcareer advancement opportunities for the

workforce2. Suggest alternative career moves

available to employees and how a careerplateau should be addressed

3. Outline the role of mentoring and how

such relationships can be developedeffectively

4. How can organizations embrace diversityissues within career management

strategies?


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TUTORIAL QUESTIONS

5. Investigate the issues involved in the operationof

Outsourcing & Agency staff

Work life balance Types ofFlexible Working arrangements

And in particular address the followingquestions

In what circumstances might it be appropriate to

use such contracts ? What are the advantages / disadvantages for

employer / employee in using them ?

What legal issues in their use, if any , should H/R.managers be aware of ?

Career Management & Work-life Balance- Lecture 8

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