1. MAN 404 Human Resource Management
Managing Careers & Managing Global HR Week 11
Tuğberk Kaya
Near East University

2. The Basics of Career Management
The occupational positions a person has had over many years.
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.
Career development
The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

3. The Basics of Career Management
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.
Careers today
Careers are no simple progressions of employment in one or two firms with a single profession.
Employees now want to exchange performance for training, learning, and development that keep them marketable.

4. Roles in Career Development
The Individual
Accept responsibility for your own career.
Assess your interests, skills, and values.
eek 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.

5. Roles in Career Development
The Manager • Provide timely performance feedback. • Provide developmental assignments and support. • Participate in career development discussions. • Support employee development plans.

6. Roles in Career Development
The Organization
• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options.

7. The Employer’s Role in Career Development
Realistic job previews
Challenging first jobs
Career-oriented appraisals
Job rotation
Mentoring
Networking and interactions

8. Career Management and Employee Commitment
The “New Psychological Contract”
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.”

9. Managing Transfers Employees’ reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities
Employers’ 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.

10. Enhancing Women’s and Minorities’ Prospects
Eliminate institutional barriers
Improve networking and mentoring
Eliminate the glass ceiling
Institute flexible schedules and career tracks

11. Retirement Retirement Preretirement practices
The point at which one gives up one’s work, usually between the ages of 60 and 65.
Preretirement 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

12. Managing Global HR The Management Challenges of International Business
Coordinating market, product, and production plans on a worldwide basis
Creating organization structures capable of balancing centralized home-office control with adequate local autonomy.
Extending its HR policies and systems to service its staffing needs abroad:

13. The Global HR Challenges
Deployment
Easily getting the right skills to where we need them, regardless of geographic location.
Knowledge and innovation dissemination
Spreading state-of-the-art knowledge and practices throughout the organization regardless of where they originate.
Identifying and developing talent on a global basis
Identifying can function effectively in a global organization and developing his or her abilities.

14. Global Staffing Issues
Selecting candidates for overseas assignment
Assignment terms and documentation
Relocation process
Immigration processing
Cultural and language orientation and training
Compensation administration and payroll processing
Tax administration
Career planning and development
Handling of spouse and dependent matters

15. Intercountry Differences Affecting HRM
Cultural Factors
Economic Systems
Legal and Industrial Relations Factors
The European Union

16. Global Differences and Similarities in HR Practices
Personnel Selection Procedure
The Purpose of the Performance Appraisal
Training and Development Practices
The Use of Pay Incentives

17. A Global HR System Making the global HR system more acceptable
Remember that global systems are more accepted in truly global organizations.
Investigate pressures to differentiate and determine their legitimacy.
Try to work within the context of a strong corporate culture.

18. A Global HR System Developing a more effective global HR system
Form global HR networks.
Remember that it’s more important to standardize ends and competencies than specific methods.
Implementing the global HR system
Remember, “You can’t communicate enough.”
Dedicate adequate resources for the global HR effort.

19. Values and International Staffing Policy
Ethnocentric
The notion that home-country attitudes, management style, knowledge, evaluation criteria, and managers are superior to anything the host country has to offer.
Polycentric
A conscious belief that only the host-country managers can ever really understand the culture and behavior of the host-country market.
Geocentric
The belief that the firm’s whole management staff must be scoured on a global basis, on the assumption that the best manager of a specific position anywhere may be in any of the countries in which the firm operates.

20. Why Expatriate Assignments Fail
Personality
Personal intentions
Family pressures
Inability of the spouse to adjust
Inability to cope with larger overseas responsibility.
Lack of cultural skills

21. Helping Expatriate Assignment Succeed
Providing realistic previews of what to expect
Careful screening
Improved orientation
Cultural and language training
Improved benefits packages

22. Selecting Expatriate Managers
Adaptability screening
Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer.
Overseas Assignment Inventory
A test that identifies the characteristics and attitudes international assignment candidates should have.
Realistic previews
The problems to expect in the new job as well as about the cultural benefits, problems, and idiosyncrasies of the country.

23. References
Dessler, G. (2008) Human Resource Management. 11th edn. Harlow: Pearson Education Ltd
Mondy, R. (2005) Human Resource Management. Harlow: Pearson Education Ltd
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD

24. Any Questions? tugberk.kaya@neu.edu.tr