Human Resource Management TENTH EDITON © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Careers and HR Development Careers and HR Development Chapter 10 SECTION 3 Training and Developing Human Resources Robert L. Mathis  John H. Jackson

© 2002 Southwestern College Publishing. All rights reserved. 10–2 Learning Objectives After you have read this chapter, you should be able to: –Differentiate between organization-centered and individual-centered career planning –Discuss several career issues that organizations and employees face. –Define human resource development, and describe the development process. –Discuss specific advantages and problems associated with assessment centers. –Identify four on-the-job and four off-the-job development methods.

© 2002 Southwestern College Publishing. All rights reserved. 10–3 Employee Development  Significant Developments –More horizontal “ladders” in middle management –More strategic focus on core competencies –Careers as a series of projects, not upward steps in an organization –Career development now extends to all employees –In “new career” era, the individual manages own development, not the organization. –Employees who change jobs and employers frequently are now the norm.

© 2002 Southwestern College Publishing. All rights reserved. 10–4 CareersCareers  Career –The series of work-related positions a person occupies through life.  Organization-Centered Career Planning –Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.  Individual-Centered Career Planning –Focuses on individuals’ careers rather than in organizational needs.

© 2002 Southwestern College Publishing. All rights reserved. 10–5 Organizational and Individual Career Planning Perspectives Figure 10–1

© 2002 Southwestern College Publishing. All rights reserved. 10–6 Career Management for Individuals Setting Career Goals Self-AssessmentSelf-Assessment Feedback on Reality Career Management

© 2002 Southwestern College Publishing. All rights reserved. 10–7 How People Choose Careers Social Background InterestsInterestsSelf-ImageSelf-Image PersonalityPersonality Career Choice

© 2002 Southwestern College Publishing. All rights reserved. 10–8 Length of Time Employees Stay With Employers Figure 10–2 Source: U.S. Department of Labor, Bureau of Statistics, 2001

© 2002 Southwestern College Publishing. All rights reserved. 10–9 General Career Periods Figure 10–3

© 2002 Southwestern College Publishing. All rights reserved. 10–10 Career Transitions and HR The Work SupervisorsSupervisorsFeedbackFeedback TimeTime Entry Shock

© 2002 Southwestern College Publishing. All rights reserved. 10–11 Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals

© 2002 Southwestern College Publishing. All rights reserved. 10–12 Special Career Issues for Organizations and Employees  Career Plateaus –Employees who are “stuck” at a career level and lack opportunities for upward mobility.  Technical and Professional Workers –Dual-career ladders provide advancement pathways for specialists and technical employees.  Dual-Career Couples –Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.

© 2002 Southwestern College Publishing. All rights reserved. 10–13 The “Portable” Career Path Figure 10–4

© 2002 Southwestern College Publishing. All rights reserved. 10–14 Dual-Career Paths for Engineers Figure 10–5

© 2002 Southwestern College Publishing. All rights reserved. 10–15 Developing Human Resources  Development –Efforts to improve employees’ ability to handle a variety of a variety of assignments.  Developing Needs Analyses –Assessment Centers A collection of instruments and exercises designed to diagnose individuals’ development needs. Intent is to identify management potential in participants.

© 2002 Southwestern College Publishing. All rights reserved. 10–16 Development vs. Training Figure 10–6

© 2002 Southwestern College Publishing. All rights reserved. 10–17 The HR Development Process in an Organization Figure 10–7

© 2002 Southwestern College Publishing. All rights reserved. 10–18 The HR Development Process Re-DevelopmentRe-Development Make or Buy? Developing Specific Capabilities Lifelong Learning HR Development

© 2002 Southwestern College Publishing. All rights reserved. 10–19 Other Development Issues  Psychological Testing –Performance Appraisals Serve as a source of development information Results can be difficult to interpret.  Succession Planning –The process of identifying a longer-term plan for the orderly replacement of key employees.

© 2002 Southwestern College Publishing. All rights reserved. 10–20 Succession Planning Process Figure 10–8

© 2002 Southwestern College Publishing. All rights reserved. 10–21 Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “Assistant to” Positions On-line Development Corporate Universities Career Development Learning Organization Individual Coaching

© 2002 Southwestern College Publishing. All rights reserved. 10–22 Possible Means Used in a Learning Organization Figure 10–9

© 2002 Southwestern College Publishing. All rights reserved. 10–23 Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Sabbaticals and Leaves of Absence Classroom Courses and Degrees Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)

© 2002 Southwestern College Publishing. All rights reserved. 10–24 Advantages and Disadvantages of Major Development Approaches Figure 10–10a

© 2002 Southwestern College Publishing. All rights reserved. 10–25 Advantages and Disadvantages of Major Development Approaches Figure 10–10b

© 2002 Southwestern College Publishing. All rights reserved. 10–26 Managerial Lessons and Job Experience Figure 10–11

© 2002 Southwestern College Publishing. All rights reserved. 10–27 Management Development Managerial Modeling Management Coaching MentoringMentoring Executive Education

© 2002 Southwestern College Publishing. All rights reserved. 10–28 Stages in Mentoring Relationships Figure 10–12