© 2001 by Prentice Hall 9-1 Career Development System: Linking Organizational Needs with Individual Career Needs What are the organization’s major strategic issues over the next two to three years? What are the most critical needs and challenges that the organization will face over the next years? What critical skills, know- ledge, and experience will be needed to meet these challenges? What staffing levels will be required? Does the organization have the strength necessary to meet the critical challenges? Organizational Needs How do I find career opportunities within the organization that: Use my strengths Address my developmental needs Provide challenges Match my interests Match my values Match my personal style Individual Career Needs Are employees developing themselves in a way that links personal effective- ness and satisfaction with the achievement of the organization’s strategic objectives? Issue:

© 2001 by Prentice Hall 9-2 A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction Component 1: Understanding the Business Environment Competencies: 1.Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization. 2.Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness. Component 2: Making it Happen Competencies: 1.Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks. 2.Collaborative decision making—actions that involve key stakeholders in the decision-making processes. 3.Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.

© 2001 by Prentice Hall 9-3 A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.) Component 3: Leading Others Competencies: 1.Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting. 2.Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition. 3.Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.

© 2001 by Prentice Hall 9-4 TRW’s HRM Core Competencies  Leadership and Managing Change  Business Skills  HR Functional Leadership  HR Technical Skills –Source: Milkovich and Newman (1999)  “Core Competencies”: “The skills and abilities in value creation activities that allow a company to achieve superior efficiency, quality, innovation, or customer responsiveness.” –Source: Jones (2001)

© 2001 by Prentice Hall 9-5 Staffing the HR Function  Inherent exaggeration of abilities re: “people skills”? u Survey of HS seniors  70% believed they were above average in leadership ability; 2% believed they were below average  100% believed they were above average in ability to get along with others, 60% believed they were in top 10%, 25% believed they were in top 1% –Source: Ruggiero (2001) u Should we even be teaching “people skills” at undergraduate level?  Research indicates UG students have less interest in and perceive less relevance of OB course than other required business courses –Mintzberg (1989), Burke and Moore (2003)

© 2001 by Prentice Hall 9-6 Staffing the HR Function u More generalizable phenomenon, re: self- ratings?  Survey of 92 engineers (Meyer, 1980)  Asked to self-rate relative to peer group, (percentile)  Mean: 78 th percentile  Only two of 92 rated themselves below 50 th percentile (45)

© 2001 by Prentice Hall 9-7 Development of HR professionals  Occupational Outlook Handbook Occupational Outlook Handbook  Nature of the Work  Working Conditions  Employment  Training, Other Qualifications, and Advancement Must speak and write effectively Must demonstrate discretion, integrity, fair-mindedness, and a persuasive, congenial personality  Job Outlook Expected to grow much faster than the average for all occupations through 2018 (note O*NET OnLine)O*NET OnLine  Earnings Specialists in compensation, benefits, and job analysis tend to earn more than training and development specialists; and employment, recruitment, and placement specialists

© 2001 by Prentice Hall 9-8