1. Chapter 12
Special Challenges in
Career Management

2. Socialization & Orientation
Chapter 12
Socialization & Orientation
Organizational socialization:
The process of transforming new employees into
the members of the company, including being
prepared to perform effectively, learning about
the company, and establishing work relationships.

3. Socialization & Orientation
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Anticipatory Socialization - -
The development of expectations about the
company, the job, working conditions, and
co-workers before joining the company. Comes
from interactions during the recruitment and
selection process and previous work experiences.

4. Socialization & Orientation
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Encounter Phase - -
Point at which the individual begins the new job
and experiences some shock and surprises.
This is time for familiarity with tasks, policies…
Nature of relationship w/ manager is important

5. Socialization & Orientation
Chapter 12
Socialization & Orientation
Three Phases of Organizational Socialization:
Settling Phase - -
Employee begins to feel comfortable with the
company and job and begins to resolve any work
or non-work conflicts.

6. Socialization & Orientation
Chapter 12
Socialization & Orientation
Orientation programs play an important role
in socializing new employees by familiarizing
employees with company rules, policies, and
procedures.
Effective orientation programs include active
involvement of the new employee.

7. Socialization & Orientation
Chapter 12
Socialization & Orientation
Characteristics of Effective Orientation Programs:
Encourage employees to ask questions
Include technical & social info about job
Are the responsibility of the manager
Avoid embarrassing new employees
Allow formal & informal interactions
Involve relocation assistance
Provide info about company’s products, cust, etc...

8. Plateauing Chapter 12 Plateauing Is:
When there’s a low likelihood that an employee
will receive future job assignments or promotions.
It’s dysfunctional when the employee feels “stuck”
in a job with no personal growth opportunities.
Poor attitudes
Poor performance

9. Plateauing Chapter 12 Why do employees Plateau:
Lack of skill or ability
Lack of training
Low need for achievement
Unfair or dissatisfying pay decisions
Confusion about job responsibilities
Slow co. growth and few developmental oppys

10. Plateauing Chapter 12 Possible remedies for Plateauing:
Ensuring emp. understands reason for plateau
Encourage emp. to go to developmental activities
Encourage emp. to seek career counseling
Help employee to “reality-test” solutions
Hit the road jack...

11. Skills Obsolescence Chapter 12 Obsolescence Is:
A reduction in an employee’s competence due to
a lack of knowledge of new processes, techniques
or technologies that have emerged since the
employee’s education was completed.
Used to be a concern for technical emps, but
changing technology means it effects all emps.

12. Skills Obsolescence Chapter 12 To avoid Obsolescence:
1. Have managers provide challenging work
assignments and encourage employees to acquire
new skills through various means.
2. Have company climate emphasize continuous
learning
3. Encourage peers to share ideas, info, problems
4. Reward system that pays for sabbaticals,
development, new ideas.

13. Coping with Job Loss Chapter 12
More important now in an environment of
downsizing, layoffs, restructuring, mergers, etc.
Two responsibilities of managers/company from
a career management standpoint:
1. Help employees who will lose their jobs
2. Ensure “survivors” remain productive and
committed.

14. Coping with Job Loss Chapter 12 To prepare employees for layoffs:
Advance warning & explanation
Psychological, financial and career counseling
Assessment of skills and interests
Job campaign services
Job lead banks, newspapers, phones, job books
Electronic delivery of job openings, self-dir career
mgt guides, and interest & values inventory

15. Coping with Job Loss Chapter 12
Many companies are teaming with public sector
to assist laid off employees.
Unemployment Insurance
Placement services
Re-education programs
Apprenticeship and Training Programs
Re-employment Skills Training

16. Dealing With Older Workers
Chapter 12
Dealing With Older Workers
To meet the needs of older workers:
1. Be flexible in scheduling work.
2. Ensure older workers get training to avoid
obsolescence.
3. Provide info regarding long-term health care
and elder care.
4. Assessment and counseling for poss. recycling.
5. No stereotypes regarding older workers.

17. Dealing With Older Workers
Chapter 12
Dealing With Older Workers
Pre-retirement Socialization:
The process of helping employees prepare for exit
from employment.
Psychological aspects of retirement
Housing and living considerations/costs
Retirement health
Estate planning
Social Sec. and Pension benefits collection

18. Dealing With Older Workers
Chapter 12
Dealing With Older Workers
Retirement:
Leaving a job and work role and transitioning into
a life without employment or recycling into
another career or job.
Companies must- -
Meet needs of older workers
Assist employees in retirement planning
Avoid discrimination in early retirement programs

19. Dealing With Older Workers
Chapter 12
Dealing With Older Workers
Early Retirement (ER) programs:
Offers employees financial incentives to leave the
company before the traditional retirement age.
Effective ER programs :
Are part of the benefit package
Justify age-related distinctions for ER eligibility
Ensure ER is voluntary
Training to understand ER implications ($$!)