1. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Managing Careers Chapter 10 Part 3 | Training and Development

2. © 2008 Prentice Hall, Inc. All rights reserved.10–2 After studying this chapter, you should be able to: 1.Compare employers’ traditional and career planning- oriented HR focuses. 2.Explain the employee’s, manager’s, and employer’s career development roles. 3.Describe the issues to consider when making promotion decisions. 4.Describe the methods for enhancing diversity through career management. 5.Answer the question: How can career development foster employee commitment?

3. © 2008 Prentice Hall, Inc. All rights reserved.10–3 The Basics Of Career Management Career Management Career Planning Career Development Employees’ Careers

4. © 2008 Prentice Hall, Inc. All rights reserved.10–4 TABLE 10–1Traditional Versus Career Development Focus HR ActivityTraditional FocusCareer Development Focus Human resource planning Analyzes jobs, skills, tasks— present and future. Projects needs. Uses statistical data. Adds information about individual interests, preferences, and the like to replacement plans. Recruiting and placement Matching organization’s needs with qualified individuals. Matches individual and jobs based on variables including employees’ career interests and aptitudes. Training and development Provides opportunities for learning skills, information, and attitudes related to job. Provides career path information. Adds individual development plans. Performance appraisal Rating and/or rewards.Adds development plans and individual goal setting. Compensation and benefits Rewards for time, productivity, talent, and so on. Adds tuition reimbursement plans, compensation for non-job related activities such as United Way. Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2008.

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

6. © 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; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.

7. © 2008 Prentice Hall, Inc. All rights reserved.10–7 Choosing a Mentor Choose an appropriate potential mentor.Choose an appropriate potential mentor. Don’t be surprised if you’re turned down.Don’t be surprised if you’re turned down. Be sure that the mentor understands what you expect in terms of time and advice.Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda.Have an agenda. Respect the mentor’s time.Respect the mentor’s time.

8. © 2008 Prentice Hall, Inc. All rights reserved.10–8 TABLE 10–3Possible Employer Career Planning and Development Practices Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007. Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths Career booklets/pamphlets Written individual career plans Career workshops Assessment Center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation

9. © 2008 Prentice Hall, Inc. All rights reserved.10–9 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

10. © 2008 Prentice Hall, Inc. All rights reserved.10–10 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.” 5.Help organize “career success teams.” 6.Provide career coaches. 7.Provide career planning workshops. 8.Utilize computerized on- and offline career development programs.

11. © 2008 Prentice Hall, Inc. All rights reserved.10–11 FIGURE 10–2 Sample Agenda— Two-Day Career Planning Workshop

12. © 2008 Prentice Hall, Inc. All rights reserved.10–12 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

13. © 2008 Prentice Hall, Inc. All rights reserved.10–13 Handling Transfers Employees’ reasons for desiring transfersEmployees’ reasons for desiring transfers  Personal enrichment and growth  More interesting jobs  Greater convenience (better hours, location)  Greater advancement possibilities Employers’ reasons for transferring employeesEmployers’ reasons for transferring employees  To vacate a position where an employee is no longer needed.  To fill a position where an employee is needed.  To find a better fit for an employee within the firm.  To boost productivity by consolidating positions.

14. © 2008 Prentice Hall, Inc. All rights reserved.10–14 Enhancing Diversity Through Career Management Sources of bias and discriminationSources of bias and discrimination  Too few people of color employed in the hiring department  The “old-boy network” of informal friendships  A lack of women mentors  A lack of high-visibility assignments and developmental experiences (glass ceiling)  A lack of company role models for members of the same racial or ethnic group  Inflexible organizations and career tracks

15. © 2008 Prentice Hall, Inc. All rights reserved.10–15 Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks

16. © 2008 Prentice Hall, Inc. All rights reserved.10–16 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

17. © 2008 Prentice Hall, Inc. All rights reserved.10–17 Career Management and Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- oriented career development efforts

18. © 2008 Prentice Hall, Inc. All rights reserved.10–18 Career Management and Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- Oriented Career Development Efforts

19. © 2008 Prentice Hall, Inc. All rights reserved.10–19 FIGURE 10–2 Sample Performance Review Development Plan Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.

20. © 2008 Prentice Hall, Inc. All rights reserved.10–20 Retirement Preretirement Counseling PracticesPreretirement Counseling Practices  Explanation of Social Security benefits  Leisure time counseling  Financial and investment counseling  Health counseling  Psychological counseling  Counseling for second careers  Counseling for second careers inside the company

21. © 2008 Prentice Hall, Inc. All rights reserved.10–21 Attracting and Retaining Older Workers Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers

22. © 2008 Prentice Hall, Inc. All rights reserved.10–22 K E Y T E R M S career career management career development career planning career planning and development reality shock job rotation mentoringpromotionstransfersretirement preretirement counseling career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors

23. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Managing Careers Chapter 10 Appendix Part 3 | Training and Development

24. © 2008 Prentice Hall, Inc. All rights reserved.10–24 Identify Your Career Stage Growth StageGrowth Stage Exploration StageExploration Stage Establishment StageEstablishment Stage  Trial substage  Stabilization substage  Midcareer crisis substage Maintenance StageMaintenance Stage Decline StageDecline Stage

25. © 2008 Prentice Hall, Inc. All rights reserved.10–25 FIGURE 10–A1Choosing an Occupational Orientation

26. © 2008 Prentice Hall, Inc. All rights reserved.10–26 TABLE 10–A1Examples of Occupations that Typify Each Occupational Theme RealisticInvestigativeArtisticSocialEnterprisingConventional Engineers Carpenters Physicians Psychologists Research and Development Managers Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators A Wide Range of Managerial Occupations, including: Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers

27. © 2008 Prentice Hall, Inc. All rights reserved.10–27 FIGURE 10–A2Finding the Job You Should Want (Part 1) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 211. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

28. © 2008 Prentice Hall, Inc. All rights reserved.10–28 FIGURE 10–A3 Finding the Job You Should Want (Part 2) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 212. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

29. © 2008 Prentice Hall, Inc. All rights reserved.10–29 Identify Your Career Anchors Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security

30. © 2008 Prentice Hall, Inc. All rights reserved.10–30 FIGURE 10–A4 Finding the Job You Should Want (Part 3) Source: James Waldroop and Timothy Butler, “Finding the Job You Should Want,” Fortune, March 2, 1998, p. 214. Copyright © 1998 Time Inc. Reprinted by permission. All rights reserved.

31. © 2008 Prentice Hall, Inc. All rights reserved.10–31 FIGURE 10–A5Occupational Outlook Handbook Online Source: http://www.bls.gov//oco/, Accessed August 9, 2007.

32. © 2008 Prentice Hall, Inc. All rights reserved.10–32 FIGURE 10–A6Some Online Sources of Occupational Information All Star Jobs America's Career InfoNet Campus Career Center Career Magazine CareerExplorer College Central Network CollegeGrad.com Construct My Future (information about construction careers) Cool Works ERI's Career Salary and Cost of Living Calculators Futures in Nursing hotjobs.com Jammin Jobs! Job Bank USA Job Web JobProfiles.com JobSniper NationJob O*Net Career Center (includes career assessment) Occupational Outlook Handbook Personality Questionnaires Online Quintessential Careers SalaryExpert Simply Hired Snag a Job Streaming Futures (career advice from industry leaders through online streaming video) Think Big (information on technical careers) Translation Industry Career Guide True Careers Try Tools (information about careers in construction) You Apply Here (hourly and part-time employment) Source: Printed with permission from Mapping Your Future, a public service Web site providing career, college, financial aid, and financial literacy information and services to students, families, and schools (http:/ /mapping-our-future.org). Career Guidance / Job Search

33. © 2008 Prentice Hall, Inc. All rights reserved.10–33 Finding the Right Job Do Your Own Local ResearchDo Your Own Local Research Online Job BoardsOnline Job Boards Personal ContactsPersonal Contacts Answering AdvertisementsAnswering Advertisements Employment AgenciesEmployment Agencies Executive RecruitersExecutive Recruiters Career CounselorsCareer Counselors Executive Marketing ConsultantsExecutive Marketing Consultants Employers’ Web SitesEmployers’ Web Sites

34. © 2008 Prentice Hall, Inc. All rights reserved.10–34 FIGURE 10–A7CareerJournal.com Source: Wall Street Journal by CareerJournal.com. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004.

35. © 2008 Prentice Hall, Inc. All rights reserved.10–35 Writing Your Résumé Introductory InformationIntroductory Information Job ObjectiveJob Objective Job ScopeJob Scope Your AccomplishmentsYour Accomplishments LengthLength Personal DataPersonal Data Make Your Résumé ScannableMake Your Résumé Scannable

36. © 2008 Prentice Hall, Inc. All rights reserved.10–36 FIGURE 10–A8 Example of a Good Résumé

37. © 2008 Prentice Hall, Inc. All rights reserved.10–37 Online Bios Fill it with detailsFill it with details Avoid touchy subjectsAvoid touchy subjects Look the partLook the part Make it search friendlyMake it search friendly Use abbreviationsUse abbreviations Say it with numbersSay it with numbers Carefully proofreadCarefully proofread

38. © 2008 Prentice Hall, Inc. All rights reserved.10–38 Handling the Interview Prepare, Prepare, PreparePrepare, Prepare, Prepare Uncover the Interviewer’s NeedsUncover the Interviewer’s Needs Relate Yourself to the Person’s NeedsRelate Yourself to the Person’s Needs Think Before AnsweringThink Before Answering Make a Good Appearance and Show EnthusiasmMake a Good Appearance and Show Enthusiasm