Chapter 12 Special Challenges in Career Management.
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Chapter 12 Special Challenges in Career Management
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Transcript of Chapter 12 Special Challenges in Career Management.
Chapter 12
Special Challenges inCareer Management
Chapter 12
Socialization & Orientation
Organizational socialization:
The process of transforming new employees into the members of the company, including being prepared to perform effectively, learning aboutthe company, and establishing work relationships.
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Anticipatory Socialization - - The development of expectations about the company, the job, working conditions, andco-workers before joining the company. Comesfrom interactions during the recruitment and selection process and previous work experiences.
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Encounter Phase - -Point at which the individual begins the new joband experiences some shock and surprises.
•This is time for familiarity with tasks, policies…•Nature of relationship w/ manager is important
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Settling Phase - -Employee begins to feel comfortable with the company and job and begins to resolve any workor non-work conflicts.
Chapter 12
Socialization & Orientation
Orientation programs play an important rolein socializing new employees by familiarizing employees with company rules, policies, and procedures.
Effective orientation programs include active involvement of the new employee.
Chapter 12
Socialization & Orientation
Characteristics of Effective Orientation Programs:
Encourage employees to ask questionsInclude technical & social info about jobAre the responsibility of the managerAvoid embarrassing new employeesAllow formal & informal interactionsInvolve relocation assistanceProvide info about company’s products, cust, etc...
Chapter 12
Plateauing
Plateauing Is:
When there’s a low likelihood that an employee will receive future job assignments or promotions.
It’s dysfunctional when the employee feels “stuck”in a job with no personal growth opportunities.• Poor attitudes• Poor performance
Chapter 12
Plateauing
Why do employees Plateau:
Lack of skill or abilityLack of trainingLow need for achievementUnfair or dissatisfying pay decisionsConfusion about job responsibilitiesSlow co. growth and few developmental oppys
Chapter 12
Plateauing
Possible remedies for Plateauing:
Ensuring emp. understands reason for plateauEncourage emp. to go to developmental activitiesEncourage emp. to seek career counselingHelp employee to “reality-test” solutionsHit the road jack...
Chapter 12
Skills Obsolescence
Obsolescence Is:
A reduction in an employee’s competence due to a lack of knowledge of new processes, techniquesor technologies that have emerged since theemployee’s education was completed.
•Used to be a concern for technical emps, but changing technology means it effects all emps.
Chapter 12
Skills Obsolescence
To avoid Obsolescence:
1. Have managers provide challenging work assignments and encourage employees to acquirenew skills through various means.2. Have company climate emphasize continuouslearning3. Encourage peers to share ideas, info, problems4. Reward system that pays for sabbaticals, development, new ideas.
Chapter 12
Coping with Job Loss
More important now in an environment of downsizing, layoffs, restructuring, mergers, etc.
Two responsibilities of managers/company from a career management standpoint:1. Help employees who will lose their jobs2. Ensure “survivors” remain productive and committed.
Chapter 12
Coping with Job Loss
To prepare employees for layoffs:
•Advance warning & explanation•Psychological, financial and career counseling•Assessment of skills and interests•Job campaign services•Job lead banks, newspapers, phones, job books•Electronic delivery of job openings, self-dir career
mgt guides, and interest & values inventory
Chapter 12
Coping with Job Loss
Many companies are teaming with public sectorto assist laid off employees.
Unemployment InsurancePlacement servicesRe-education programsApprenticeship and Training ProgramsRe-employment Skills Training
Chapter 12
Dealing With Older Workers
To meet the needs of older workers:
1. Be flexible in scheduling work. 2. Ensure older workers get training to avoid obsolescence.3. Provide info regarding long-term health careand elder care.4. Assessment and counseling for poss. recycling.5. No stereotypes regarding older workers.
Chapter 12
Dealing With Older Workers
Pre-retirement Socialization:The process of helping employees prepare for exitfrom employment.
•Psychological aspects of retirement•Housing and living considerations/costs•Retirement health•Estate planning•Social Sec. and Pension benefits collection
Chapter 12
Dealing With Older Workers
Retirement:Leaving a job and work role and transitioning into a life without employment or recycling into another career or job.
Companies must- -Meet needs of older workersAssist employees in retirement planningAvoid discrimination in early retirement programs
Chapter 12
Dealing With Older Workers
Early Retirement (ER) programs:Offers employees financial incentives to leave the company before the traditional retirement age.
Effective ER programs :Are part of the benefit packageJustify age-related distinctions for ER eligibilityEnsure ER is voluntaryTraining to understand ER implications ($$!)
