Copyright © 2008 Pearson Education Canada
Career Development
Dessler & Cole
Human Resources Management in Canada Canadian Tenth Edition
Copyright © 2008 Pearson Education Canada 9-2
Career Planning and Development
process through which an employeebecomes aware of personal career-related
attributesundertakes activities that contribute to career
fulfillmentdevelops transferable skills for boundaryless
careers spanning several organizations and/or industries
process through which an employeebecomes aware of personal career-related
attributesundertakes activities that contribute to career
fulfillmentdevelops transferable skills for boundaryless
careers spanning several organizations and/or industries
Copyright © 2008 Pearson Education Canada 9-3
Individual’s Role In Career Development
accept responsibility for own career requires:
self-motivation independent learning effective time and money management self-promotion
networking is the foundation of effective career management
accept responsibility for own career requires:
self-motivation independent learning effective time and money management self-promotion
networking is the foundation of effective career management
Copyright © 2008 Pearson Education Canada 9-4
Manager’s Role In Career Development
provide timely performance feedback provide developmental assignments and
support participate in career development
discussions act as coach and advisor
provide timely performance feedback provide developmental assignments and
support participate in career development
discussions act as coach and advisor
Copyright © 2008 Pearson Education Canada 9-5
Employer’s Role In Career Development
provide training and development opportunities
provide career information and career programs
offer a variety of career options
provide training and development opportunities
provide career information and career programs
offer a variety of career options
Copyright © 2008 Pearson Education Canada 9-6
Career Stages Affect Career Choices
growth stage (birth to 14) exploration stage (15-24) establishment stage (24-44) maintenance stage (45-65) decline stage (65+)
growth stage (birth to 14) exploration stage (15-24) establishment stage (24-44) maintenance stage (45-65) decline stage (65+)
Copyright © 2008 Pearson Education Canada 9-7
Occupational Orientation Affects Career Choices
Realistic Investigative Social Conventional Enterprising Artistic
Realistic Investigative Social Conventional Enterprising Artistic
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Career Anchors Affect Career Choices
Technical/functional Managerial competence Creativity Autonomy and independence Security Service/dedication Pure challenge Lifestyle
Technical/functional Managerial competence Creativity Autonomy and independence Security Service/dedication Pure challenge Lifestyle
Copyright © 2008 Pearson Education Canada 9-9
Responsibilities of the Organization
avoid reality shock provide challenging initial jobs provide realistic job previews be demanding provide career-oriented performance appraisals provide career-planning workshops provide opportunities for mentoring become a learning organization
avoid reality shock provide challenging initial jobs provide realistic job previews be demanding provide career-oriented performance appraisals provide career-planning workshops provide opportunities for mentoring become a learning organization
Copyright © 2008 Pearson Education Canada 9-10
Managing Promotions
seniority vs. competence how to measure competence formal vs. informal vertical, horizontal, other
seniority vs. competence how to measure competence formal vs. informal vertical, horizontal, other
Copyright © 2008 Pearson Education Canada 9-11
Managing Transfers
greater possibility of advancement personal enrichment more interesting job greater convenience two-thirds of transfers refused due to
family/spousal concerns
greater possibility of advancement personal enrichment more interesting job greater convenience two-thirds of transfers refused due to
family/spousal concerns
Copyright © 2008 Pearson Education Canada 9-12
Management Development
attempt to improve current or future management performance by: imparting knowledgechanging attitudes increasing skills
attempt to improve current or future management performance by: imparting knowledgechanging attitudes increasing skills
Copyright © 2008 Pearson Education Canada 9-13
Management Development Process
1. assessing HR needs to achieve strategic objectives
2. creating a talent pool
3. developing managers
1. assessing HR needs to achieve strategic objectives
2. creating a talent pool
3. developing managers
Copyright © 2008 Pearson Education Canada 9-14
Succession Planning
establish a strategic direction for the organization
identify core leadership skills and competencies needed to achieve strategy
identify people inside the organization who have or can acquire these skills/competencies and provide developmental opportunities
implement a succession plan
establish a strategic direction for the organization
identify core leadership skills and competencies needed to achieve strategy
identify people inside the organization who have or can acquire these skills/competencies and provide developmental opportunities
implement a succession plan
Copyright © 2008 Pearson Education Canada 9-15
Management Replacement Chart
Division VP
VP Sales** Able, J.^^
Required Development:•job rotation into finance and production•executive development course in strategic planning•in-house development centre for 2 weeks
VP Production
***Jones, D.^^^
Required Development:
•none recommended
VP Finance* Smith, B. ^
Required Development:
•none recommended
Present Performance *** Outstanding ** Satisfactory * Needs Improvement
Promotion Potential^^^ Ready now^^ Needs training^ Questionable
Copyright © 2008 Pearson Education Canada 9-16
On-the-Job Management Development Techniques
Developmental
job
rotation
Developmental
job
rotation
Coaching/
understudy
approach
Coaching/
understudy
approach
Action
learning
Action
learning
Copyright © 2008 Pearson Education Canada 9-17
Off-the-Job Management Development Techniques
Case study method Management games Outside seminars College/university
programs
Case study method Management games Outside seminars College/university
programs
Role playing Behaviour modelling In-house
development centres Organizational
development
Role playing Behaviour modelling In-house
development centres Organizational
development
Copyright © 2008 Pearson Education Canada 9-18
Organization Development
Survey FeedbackSurvey Feedback
Team BuildingTeam Building
Copyright © 2008 Pearson Education Canada 9-19
Executive Development
Canada facing a shortage of leadership talent Three basic requirements for successful leadership are
knowledge, competency, character Six categories of leadership competencies:
self-mastery futuring/vision sense-making/thinking design of intelligent action aligning people to action/leading adaptive learning
Canada facing a shortage of leadership talent Three basic requirements for successful leadership are
knowledge, competency, character Six categories of leadership competencies:
self-mastery futuring/vision sense-making/thinking design of intelligent action aligning people to action/leading adaptive learning
Copyright © 2008 Pearson Education Canada 9-20
Copyright © 2008 Pearson Education Canada 9-21
Copyright © 2008 Pearson Education Canada 9-22
Copyright © 2008 Pearson Education Canada 9-23
Copyright © 2008 Pearson Education Canada 9-24
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