Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall8-1 Human Resource Management Chapter Eight Training and Development- Cont’d Managing Careers

© 2008 Prentice Hall, Inc. All rights reserved. 10–2 The Basics Of Career Management Career Management Career Planning Career Development Employees’ Careers

© 2008 Prentice Hall, Inc. All rights reserved. 10–3 Definitions Career Management A process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interest most effectively both within the company and after they leave the company. Career Development The lifelong series of activities that contribute to a person’s career exploration, establishment, success and fulfillment

© 2008 Prentice Hall, Inc. All rights reserved. 10–4 Definitions Career Planning The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivatiobs and other characteristics; and establishes action plans to attain specific goals.

© 2008 Prentice Hall, Inc. All rights reserved. 10–5 FIGURE 10–1 Employee Career Development Plan Source: Reprinted from with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.

© 2008 Prentice Hall, Inc. All rights reserved. 10–6 TABLE 10–2Roles 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; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.

© 2008 Prentice Hall, Inc. All rights reserved. 10–7 The Employer’s Role in Career Development Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role

© 2008 Prentice Hall, Inc. All rights reserved. 10–8 Managing 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

© 2008 Prentice Hall, Inc. All rights reserved. 10–9 Career Management and Employee 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

© 2008 Prentice Hall, Inc. All rights reserved. 10–10 FIGURE 10–3 Sample Performance Review Development Plan Source: Reprinted from with permission of the publisher Business and Legal Reports, Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.

© 2008 Prentice Hall, Inc. All rights reserved. 10–11 Identify Your Career Stage Growth Stage Exploration Stage Establishment Stage Midcareer crisis substage Maintenance Stage Decline Stage