© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Expanding the Talent Pool: Recruitment and Careers 1–1 The Challenges of Human Resources Management

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 35 Chapter Objectives Chapter Objectives After studying this chapter, you should be able to Describe how a firm’s strategy affects its recruiting efforts. Outline the methods by which firms recruit internally. Outline the methods by which firms recruit externally. Explain the techniques organizations can use to improve their recruiting efforts. Explain how career management programs integrate the needs of individual employees and their organizations. Explain why diverse recruitment and career development activities are important to companies. LEARNING OUTCOME 1 LEARNING OUTCOME 2 LEARNING OUTCOME 3 LEARNING OUTCOME 4 LEARNING OUTCOME 5 LEARNING OUTCOME 6

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 35 Strategic Aspects of Recruiting Decisions about talent —Decisions about talent — regardless of whether they pertain to recruiting, transferring, promoting, developing, or deploying people—need to be considered within the context of a business’s strategies and priorities. The broad factors that can affect a firm’s recruiting strategy include a firm’sThe broad factors that can affect a firm’s recruiting strategy include a firm’s  Recruiting abilities (who should do the recruiting),  whether to recruit externally versus internally,  the labor market for the types of positions it is recruiting for, including global labor markets, and  the strength of a firm’s employment “brand.”

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 35 Who Should Do the Recruiting? HR recruiters or generalist (large firms)HR recruiters or generalist (large firms) Managers and/or Supervisors (smaller firms)Managers and/or Supervisors (smaller firms) Work Teams, orWork Teams, or Recruiting Process Outsourcing (RPO)Recruiting Process Outsourcing (RPO)  The practice of outsourcing an organization’s recruiting function to an outside firm. Regardless of who recruits, the individual must have a good understanding of the KSA’s, and the other characteristics required for the job and be personable, enthusiastic, and competent.Regardless of who recruits, the individual must have a good understanding of the KSA’s, and the other characteristics required for the job and be personable, enthusiastic, and competent.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 35 Should a Firm Recruit Internally or Externally? Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers.Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers. By filling vacancies in this way, an organization can capitalize on the investment it has made in recruiting, selecting, training, and developing its current employees, who might look for jobs elsewhere if they lack promotion opportunities.By filling vacancies in this way, an organization can capitalize on the investment it has made in recruiting, selecting, training, and developing its current employees, who might look for jobs elsewhere if they lack promotion opportunities. There are Advantages and Disadvantages to both.There are Advantages and Disadvantages to both.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 35 Labor Markets Labor MarketLabor Market  Area from which applicants are to be recruited. – Tight market: high employment, few available workers – Loose market: low employment, many available workers Factors determining the relevant labor market:Factors determining the relevant labor market:  Skills and knowledge required for a job  Level of compensation offered for a job  Reluctance of job seekers to relocate  Ease of commuting to workplace  Location of job (urban or nonurban)

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 35 Global Labor Markets Why Recruit Globally?Why Recruit Globally?  To develop better products via a global workforce  To attract the best talent wherever it may be International Recruiting IssuesInternational Recruiting Issues  Local, national, and international laws  Different labor costs  Different pre-employment and compensation practices  Cultural differences  Security  Visas and work permits

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 35 Branding Refers to a company’s efforts to help existing and prospective workers understand why it is a desirable place to work.Refers to a company’s efforts to help existing and prospective workers understand why it is a desirable place to work.  Think of applicants as consumers  Social network  Philanthropic activities

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–9 1 Marriott’s Recruitment Principles #1: Get It Right the First Time #2: Money Is a Big Thing, But... #3: A Caring Workplace Is a Bottom-Line Issue #4: Promote from Within #5: Build the Employment Brand

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 35 Recruiting Internally Internal Job PostingsInternal Job Postings Identifying Talent through Performance AppraisalsIdentifying Talent through Performance Appraisals Skills Inventories and Replacement ChartsSkills Inventories and Replacement Charts

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 35

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 35 Warning Signs of a Weak Talent “Bench”

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 35 Recruiting Externally AdvertisementsAdvertisements Walk-Ins and Unsolicited Applications and RésumésWalk-Ins and Unsolicited Applications and Résumés The Internet, Social Networking, and Mobile RecruitingThe Internet, Social Networking, and Mobile Recruiting Job FairsJob Fairs Employee ReferralsEmployee Referrals Re-recruitingRe-recruiting Executive Search FirmsExecutive Search Firms  Korn/Ferry International, Heidrick & Struggles Educational InstitutionsEducational Institutions

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 35 Recruiting Externally (cont.) Professional AssociationsProfessional Associations Labor UnionsLabor Unions Public Employment AgenciesPublic Employment Agencies Private Employment and Temporary AgenciesPrivate Employment and Temporary Agencies Employee LeasingEmployee Leasing

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 35

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 35 Major Temporary Help Agencies in the United States

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 35 Improving the Effectiveness of Recruiting Using Realistic Job PreviewsUsing Realistic Job Previews SurveysSurveys Recruiting MetricsRecruiting Metrics Effectiveness of Recruitment Realistic Job Previews Surveys Recruiting Metrics

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18 of 35 Recruiting Metrics Quality of Fill StatisticsQuality of Fill Statistics Quality of Hire = (PR + HP + HR) / NQuality of Hire = (PR + HP + HR) / N  PR = Average job performance rating of new hires  HP = % of new hires reaching acceptable productivity with acceptable time frame  HR = % of new hires retained after one year  N = number of indicators

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 35 Recruiting Metrics (cont.) Example:Example:  PR = Average 3.5 on a 5.0 scale = 70%  HP = Of 100 hires made one year ago, 75 are meeting acceptable productivity levels = 75%  HR 5 20% turnover = 80% HR  N = 3  Quality of Hire = ( ) / 3 = 75 The result is a quality level of 75 percent for new employees hired during the year.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 35 Recruiting Metrics (cont.) Time to FillTime to Fill  refers to the number of days from when a job opening is approved to the date the person ultimately chosen for the job is selected Yield RatiosYield Ratios  The percentage of applicants from a recruitment source that make it to the next stage selection process

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 35 Time-to-Fill Calculations

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 35 Cost of Recruitment (per employee hired)Cost of Recruitment (per employee hired) Costs of Recruitment SC= source cost AC= advertising costs, total monthly expenditure (example: $32,000) AF= agency fees, total for the month (example: $21,000) RB= referral bonuses, total paid (example: $2,600) NC= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) H= total hires (example: 119) Cost to hire one employee = $467.23

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–23 The Career Management Goal: Matching Individual and Organizational Needs Individual and Organizational Goals The Employee’s Role The Organization’s Role Career Management

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24 of 35 Career Management: Developing Talent over Time

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–25 The Organization’s Role: Establishing a Favorable Context Management Participation –Provide top management support –Provide collaboration between line managers and HR managers –Train management personnel Setting Goals –Plan human resources strategy Changing HR Policies –Provide for job rotation –Provide outplacement service Announcing the Program –Explain its philosophy

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 35 Blending the Goals of Individual Employees with the Goals of the Organization

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–27 Identifying Career Opportunities and Requirements Competency Analysis –Measures three basic competencies for each job: know-how, problem solving, and accountability. Job Progressions –The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill. Career Paths –Lines of advancement in an occupational field within an organization.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 28 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 28 of 35 Identify Job Progressions and Career Paths

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 29 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 29 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–29 Alternative Career Moves Exit Demotion Transfer Career Moves Promotion

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 30 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 30 of 35 Recognize Different Career Paths PromotionPromotion  A change of assignment to a job at a higher level in the organization TransferTransfer  Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job Consider Dual Career Paths for EmployeesConsider Dual Career Paths for Employees Consider the Boundaryless CareerConsider the Boundaryless Career Help Employees Progress beyond Career PlateausHelp Employees Progress beyond Career Plateaus

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 31 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 31 of 35 Human Capital Profiles for Two Different Careers

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 32 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 32 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–32 Career Change Organizational Assistance Relocation services –Services provided to an employee who is transferred to a new location: Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language. Outplacement services –Services provided by organizations to help terminated employees find a new job.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 33 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 33 of 35

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 34 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 34 of 35 Successful Career-Management Practices Placing clear expectations on employees.Placing clear expectations on employees. Giving employees the opportunity for transfer.Giving employees the opportunity for transfer. Providing a clear and thorough succession planProviding a clear and thorough succession plan Encouraging performance through rewards and recognition.Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals.Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.Encouraging employees to continually assess their skills and career direction.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 35 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 35 of 35 Successful Career-Management Practices (cont.) Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a short-term focus.Rigid job specifications, lack of leadership support for career management, and a short-term focus. Lack of career opportunities and pathways within the organization for employees.Lack of career opportunities and pathways within the organization for employees.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 36 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 36 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–36 The Plateauing Trap Career Plateau –Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low. Types of Plateaus –Structural plateau: end of advancement –Content plateau: lack of challenge –Life plateau: crisis of personal identity

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 37 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 37 of 35 Career Plateau Questions

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 38 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 38 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–38 Determining Individual Development Needs Fast-track Program –A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential. Career Self-Management Training –Helping employees learn to continuously gather feedback and information about their careers. –Encouraging them to prepare for mobility.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 39 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 39 of 35 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 5–39 Mentoring Mentors –Executives who coach, advise, and encourage individuals of lesser rank. Mentoring functions –Functions concerned with the career advancement and psychological aspects of the person being mentored. E-mentoring –Brings experienced business professionals together with individuals needing counseling.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 40 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 40 of 35

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 41 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 41 of 35 Mentoring Functions

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 42 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 42 of 35 Developing a Diverse Talent Pool Recruiting and Developing WomenRecruiting and Developing Women Eliminating Women’s Barriers to AdvancementEliminating Women’s Barriers to Advancement  Advancing Women to Management  Accommodating Families Recruiting and Developing MinoritiesRecruiting and Developing Minorities Providing Minority InternshipsProviding Minority Internships Advancing Minorities to ManagementAdvancing Minorities to Management

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 43 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 43 of 35 Other Important Talent Concerns Recruiting the DisabledRecruiting the Disabled Employing the Older WorkforceEmploying the Older Workforce Employing Dual Career CouplesEmploying Dual Career Couples