1. PowerPoint Presentation by Charlie Cook The University of West Alabama © 2008 Thomson/South-Western All rights reserved. CHAPTER 10 Managing Careers

2. © 2008 Thomson/South- Western. All rights reserved. 2–2 Class Activities Introduction Group discussion Evaluation (Brainstorming)

3. © 2008 Thomson/South- Western. All rights reserved. 12–3 Instructional Objectives ■ Describe the basic concept of career ■ Explain the employee’s, manager’s, and employer’s career development roles ■ Discuss life cycle career management ■ Explain innovative corporate career development initiatives ■ Explain how can career development foster employee commitment By the end of class today, you should be able to:

4. © 2008 Thomson/South- Western. All rights reserved. 2–4 Key Terms Career Career management Career development Career planning Career planning and development Reality shock Job rotation Mentoring Promotions Transfers

5. © 2008 Thomson/South- Western. All rights reserved. 2–5 Key Terms Retirement Key Terms Preretirement counseling Career cycle Growth stage Exploration stage Establishment stage Maintenance stage Decline stage Career anchors

6. © 2008 Thomson/South- Western. All rights reserved. 2–6 1 、 Basic Concepts 1.1 Career The occupational positions a person has had over many years.

7. © 2008 Thomson/South- Western. All rights reserved. 2–7 1 、 Basic Concepts 1.2 Career management The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.

8. © 2008 Thomson/South- Western. All rights reserved. 2–8 1 、 Basic Concepts 1.3 Career development The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

9. © 2008 Thomson/South- Western. All rights reserved. 2–9 1 、 Basic Concepts 1.4 Career planning The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics, and establishes action plans to attain specific goals.

10. © 2008 Thomson/South- Western. All rights reserved. 2–10 1 、 Basic Concepts 1.5 Career planning and development The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of steps that contribute to his or her career fulfillment.

11. © 2008 Thomson/South- Western. All rights reserved. 2–11 2 、 Roles In Career Development 2.1 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

12. © 2008 Thomson/South- Western. All rights reserved. 2–12 2 、 Roles In Career Development 2.2 Manager Provide timely and accurate performance feedback Provide developmental assignments and support Participate in career development discussions with subordinates Support employee development plans

13. © 2008 Thomson/South- Western. All rights reserved. 2–13 2 、 Roles In Career Development 2.3 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

14. © 2008 Thomson/South- Western. All rights reserved. 2–14 2 、 Roles In Career Development 2.3 Employer 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

15. © 2008 Thomson/South- Western. All rights reserved. 2–15 3 、 Organizational career Mangemengt Practices ■ 1. Job posting ■ 2. Formal education/tuition reimbursement ■ 3. Performance appraisal as a basis for career planning ■ 4. Counseling by direct manager ■ 5. Counseling by human resources manager ■ 6. Lateral move (job rotations) ■ 7. Pre-retirement programs ■ 8. Succession planning

16. © 2008 Thomson/South- Western. All rights reserved. 2–16 ■ 9. Formal mentoring ■ 10. Common career paths ■ 11. Dual career ladders ■ 12. Career booklets/pamphlets ■ 13. Written personal career planning for employees ■ 14. Career workshops ■ 15. Assessment centers ■ 16. Upward appraisal 3 、 Organizational career Mangemengt Practices

17. © 2008 Thomson/South- Western. All rights reserved. 2–17 ■ 17. Appraisal committees ■ 18. Training programs for managers ■ 19. Orientation/induction program ■ 20. Special needs (highfliers) ■ 21. Special needs (dual-career couples) ■ 22. Diversity management ■ 23. Expatriation/repatriation 3 、 Organizational career Mangemengt Practices

18. © 2008 Thomson/South- Western. All rights reserved. 2–18 4 、 Life Cycle Career Management Providing challenging first jobs The first job can be crucial for building confidence and a more realistic picture of what he or she can and cannot do

19. © 2008 Thomson/South- Western. All rights reserved. 2–19 4 、 Life Cycle Career Management Offering an experienced mentor Mentoring can be formal or informal, but usually consists of mid-or senior- level managers helping less- experienced colleagues with career advice and tips on how to avoid political problems and move up the ladder

20. © 2008 Thomson/South- Western. All rights reserved. 2–20 4 、 Life Cycle Career Management Preventing reality shock Reality shock: results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchallenging job

21. © 2008 Thomson/South- Western. All rights reserved. 2–21 4 、 Life Cycle Career Management Planning job rotation to help the person develop a more realistic picture of what he or she is good at. Job rotation: Moving an employee through a preplanned series of positions in order to prepare the person for an enhanced role with the company

22. © 2008 Thomson/South- Western. All rights reserved. 2–22 Job posting Promotion-from-within policies Pre-retirement counseling Transition policies 4 、 Life Cycle Career Management

23. © 2008 Thomson/South- Western. All rights reserved. 2–23 5 、 Innovative Corporate Career Development Initiatives 1 Provide each employee with an individual budget 2 Offer on-site or online career centers 3 Encourage role reversal 4 Establish a “corporate campus”

24. © 2008 Thomson/South- Western. All rights reserved. 2–24 5 、 Innovative Corporate Career Development Initiatives 5 Help organize “career success teams” 6 Provide career coach 7 Provide career planning workshops 8 Make computerized on-and off-line programs available for improving the organizational career planning process

25. © 2008 Thomson/South- Western. All rights reserved. 2–25 6 、 Managing Promotions and Transfers 6.1 Concepts Promotion: advancements to positions of increased responsibility. Transfers: reassignments to similar positions in other parts of the firm.

26. © 2008 Thomson/South- Western. All rights reserved. 2–26 6 、 Managing Promotions and Transfers 6.2 Making promotion decisions Is seniority or competence the rule? 2. How should we measure competence? 3. Is the process formal or informal? 4. Vertical, horizontal, or other?

27. © 2008 Thomson/South- Western. All rights reserved. 2–27 Dual Ladder of Tour Guide Beginner Guide certificate Working experience JuniorSupervisor Manager Deputy General Manager Secondary Senior Super General Manager Managerial PathProfessional Path 4 years after secondary, informative knowledge, professional operation skills, good feedback>95% 2 years after junior, wider knowledge, expert operation skills, good feedback>90% 1 year after guide certificate, basic knowledge and operation skills, good feedback>85% Tour operations, booking procedures, planning itineraries 5 years after department manager, education: college diploma or above 3 years working experience in travel agency, education: college diploma or above 5 years after senior, academic knowledge, outstanding operation skills, good feedback.98%

28. © 2008 Thomson/South- Western. All rights reserved. 2–28 7.1 Psychological contract Yesterday’s employee-employer psychological contract “ Do your best and be loyal to us, and we’ll take care of your career” Today’s “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 will need to move on and have a successful career” 7 、 Career Management and Employee Commitment

29. © 2008 Thomson/South- Western. All rights reserved. 2–29 7.2 Commitment-oriented career development efforts Send the signal that the employer cares about the employee’s career success Career development programs and career-oriented appraisals can facilitate this 7 、 Career Management and Employee Commitment

30. © 2008 Thomson/South- Western. All rights reserved. 2–30 1> Career development programs A career workshop to help employees identify career-related skills and the development needs they possess Helps employees to assess themselves, and to identify their weaknesses and strengths 7 、 Career Management and Employee Commitment

31. © 2008 Thomson/South- Western. All rights reserved. 2–31 2> Career-oriented appraisal The annual appraisal provides an excellent opportunity to review career-related issues Performance appraisal should NOT only be about telling employees how they have done They should provide the ideal occasion to link the employee’s performance, career interests, and developmental needs into a coherent career plan 7 、 Career Management and Employee Commitment

32. © 2008 Thomson/South- Western. All rights reserved. 2–32 Group Work Discuss different forms of career management activities Explain how to practice these activities in the hotel industry Explain how the career management may help to foster employee commitment Select a few representatives to present the results Evaluate the performances effectively