Coaching Careers and Talent Management
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Transcript of Coaching Careers and Talent Management
Human Resource Management
TWELFTH EDITION
G A R Y D E S S L E R
B I J U V A R K K E Y
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
Coaching, Careers, and Talent ManagementChapter
10
Part 3 | Training and Development
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–2
The Basics Of Career ManagementThe Basics Of Career Management
Career Management
Career Planning
Career Development
Employees’Careers
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–3
TABLE 10–1 Traditional Versus Career Development Focus
HR Activity Traditional Focus Career Development Focus
Human resource planning
Analyzes jobs, skills, tasks—present and future. Projects needs. Uses statistical data.
Adds information about individual interests, preferences and the like to replacement plans.
Recruiting and placement
Matching organization’s needs with qualified individuals.
Matches individual 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.Adds individual development plans.
Performance appraisal
Rating and/or rewards. Adds development plans and individual goal setting.
Compensation and benefits
Rewards for time, productivity, talent, and so on.
Adds tuition reimbursement plans, compensation for non-job related activities such as United Way.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2007.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–4
FIGURE 10–3Employee Career Development Plan
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–5
TABLE 10–2 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.
Employer• Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.
Manager• Provide timely and accurate performance
feedback.
• Provide developmental assignments and support.
• Participate in career development discussions with subordinates.
• Support employee development plans.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–6
Choosing a MentorChoosing a Mentor
• Choose an appropriate potential mentor.Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you Be sure that the mentor understands what you expect in terms of time and advice.expect in terms of time and advice.
• Have an agenda.Have an agenda.
• Respect the mentor’s time.Respect the mentor’s time.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–7
TABLE 10–3 Possible Employer Career Planning and Development Practices
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–8
The Employer’s Role in The Employer’s Role in Career DevelopmentCareer Development
Realistic Job Previews
Challenging First Jobs
Networking and Interactions
MentoringCareer-Oriented
Appraisals
Job Rotation
Employer’s Role
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–9
Innovative Corporate Career Innovative Corporate Career Development InitiativesDevelopment Initiatives
1.1. Provide each employee with an individual budget.Provide each employee with an individual budget.
2.2. Offer on-site or online career centers.Offer on-site or online career centers.
3.3. Encourage role reversal.Encourage role reversal.
4.4. Establish a “corporate campus.”Establish a “corporate campus.”
5.5. Help organize “career success teams.”Help organize “career success teams.”
6.6. Provide career coaches.Provide career coaches.
7.7. Provide career planning workshops.Provide career planning workshops.
8.8. Utilize computerized on- and offline career Utilize computerized on- and offline career development programs.development programs.
9.9. ““Catch them young”Catch them young”
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–10
FIGURE 10–4Sample Agenda—Two-Day Career Planning Workshop
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–11
Managing Promotions and TransfersManaging Promotions and Transfers
Decision 1: Is Seniority or Competence
the Rule?
Decision 4:Vertical,
Horizontal, or Other?
Decision 2:How Should We Measure
Competence?
Decision 3:Is the Process
Formal or Informal?
Making Promotion Decisions
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–12
Handling TransfersHandling Transfers• Employees’ reasons for desiring transfersEmployees’ reasons for desiring transfers
Proximity to home town Proximity to home town Better job prospects Better job prospects Personal enrichment and growthPersonal enrichment and growth More interesting jobsMore interesting jobs Greater convenience (better hours, location)Greater convenience (better hours, location) Greater advancement possibilitiesGreater advancement possibilities
• Employers’ reasons for transferring employeesEmployers’ reasons for transferring employees To fill positions in big cities where business is growing. To fill positions in big cities where business is growing. To vacate a position where an employee is no longer needed.To vacate a position where an employee is no longer needed. To fill a position where an employee is needed.To fill a position where an employee is needed. To find a better fit for an employee within the firm.To find a better fit for an employee within the firm. To boost productivity by consolidating positions.To boost productivity by consolidating positions.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–13
Enhancing Diversity Through Enhancing Diversity Through Career ManagementCareer Management
Sources of bias and discriminationSources of bias and discrimination Too few people of color employed in the hiring Too few people of color employed in the hiring
departmentdepartment The “old-boy network” of informal friendshipsThe “old-boy network” of informal friendships A lack of women mentorsA lack of women mentors A lack of high-visibility assignments and A lack of high-visibility assignments and
developmental experiences (glass ceiling)developmental experiences (glass ceiling) A lack of company role models for members of A lack of company role models for members of
the same racial or ethnic groupthe same racial or ethnic group Inflexible organizations and career tracksInflexible organizations and career tracks
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–14
Taking Steps to Enhance Diversity: Taking Steps to Enhance Diversity: Women’s ProspectsWomen’s Prospects
Take Their Career Interests
Seriously
Eliminate Institutional
Barriers
Eliminate the Glass Ceiling
Improve Networking and
Mentoring
Institute Flexible Schedules and Career Tracks
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–15
Career Management and Career Management and Employee CommitmentEmployee Commitment
Old Contract: “Do your best and be loyal to us,
and we’ll take care of your career.”
New Contract: “Do your best for us and be loyal 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.”
Comparing Yesterday’s and Today’s Employee-Employer Contract
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–16
Career Management and Career Management and Employee Commitment (continued)Employee Commitment (continued)
Career Development
Programs
Career-Oriented
Appraisals
Commitment-oriented career
development efforts
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–17
Career Management and Career Management and Employee Commitment (continued)Employee Commitment (continued)
Career Development
Programs
Career-Oriented
Appraisals
Commitment-Oriented Career
Development Efforts
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–18
RetirementRetirement
• Preretirement Counseling PracticesPreretirement Counseling Practices
Explanation of Social Security benefits Explanation of Social Security benefits
Leisure time counselingLeisure time counseling
Financial and investment counselingFinancial and investment counseling
Health counselingHealth counseling
Psychological counselingPsychological counseling
Counseling for second careersCounseling for second careers
Counseling for second careers inside the companyCounseling for second careers inside the company
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–19
Online BiographiesOnline Biographies
• Fill it with detailsFill it with details
• Avoid touchy subjectsAvoid touchy subjects
• Look the partLook the part
• Make it search friendlyMake it search friendly
• Use abbreviationsUse abbreviations
• Say it with numbersSay it with numbers
• Carefully proofreadCarefully proofread
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–20
Attracting and Retaining Older WorkersAttracting and Retaining Older Workers
Create a Culture that Honors Experience
Offer Flexible Work
Offer Part-Time Work
HR Practices for Older Workers
Human Resource Management
TWELFTH EDITION
G A R Y D E S S L E R
B I J U V A R K K E Y
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
Managing Your Career
Chapter 10 Appendix
Part 3 | Training and Development
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–22
Identify Your Career StageIdentify Your Career Stage
• Growth StageGrowth Stage• Exploration StageExploration Stage• Establishment StageEstablishment Stage
Trial substageTrial substage Stabilization substageStabilization substage Midcareer crisis substageMidcareer crisis substage
• Maintenance StageMaintenance Stage• Decline StageDecline Stage
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–23
FIGURE 10–A1 Choosing an Occupational Orientation
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–24
TABLE 10–A1 Examples of Occupations that May Typify Each Occupational Theme
Realistic Investigative Artistic Social Enterprising Conventional
Engineers
Carpenters
Physicians
Psychologists
Research andDevelopmentManagers
AdvertisingExecutives
PublicRelationsExecutives
Auto SalesDealers
School Administrators
A Wide Range of Managerial Occupations, including:
Military Officers
Chamber ofCommerce Executives
Investment Managers
Lawyers
Accountants
Bankers
CreditManagers
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–25
Identify Your Career AnchorsIdentify Your Career Anchors
Technical/Functional
Competence
Managerial Competence
Autonomy and Independence
Creativity
Security
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–26
Finding the Right JobFinding the Right Job
• Do Your Own Local ResearchDo Your Own Local Research
• Online Job BoardsOnline Job Boards
• Personal ContactsPersonal Contacts
• Answering AdvertisementsAnswering Advertisements
• Employment AgenciesEmployment Agencies
• Executive RecruitersExecutive Recruiters
• Career CounselorsCareer Counselors
• Executive Marketing ConsultantsExecutive Marketing Consultants
• Employers’ Web SitesEmployers’ Web Sites
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–27
Writing Your RésuméWriting Your Résumé
• Introductory InformationIntroductory Information
• Job ObjectiveJob Objective
• Job ScopeJob Scope
• Your AccomplishmentsYour Accomplishments
• LengthLength
• Personal DataPersonal Data
• Make Your Résumé ScannableMake Your Résumé Scannable
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–28
FIGURE 10–A3Example of a Good Résumé
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–29
Handling the InterviewHandling the Interview
• Prepare, Prepare, PreparePrepare, Prepare, Prepare
• Uncover the Interviewer’s Uncover the Interviewer’s NeedsNeeds
• Relate Yourself to the Relate Yourself to the Person’s NeedsPerson’s Needs
• Think Before AnsweringThink Before Answering
• Make a Good Appearance Make a Good Appearance and Show Enthusiasmand Show Enthusiasm
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–30
Talent ManagementTalent Management
• End to end process of planning, recruiting, End to end process of planning, recruiting, developing, managing, compensating developing, managing, compensating employees throughout the organization and employees throughout the organization and developing employees with high potential.developing employees with high potential.
• Talent management is career management Talent management is career management from the employer’s point of view.from the employer’s point of view.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
10–31
The Talent Management ProcessThe Talent Management Process