coaching careers and talent management

Human Resource Management

TWELFTH EDITION

G A R Y D E S S L E R

B I J U V A R K K E Y

Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e

Coaching, Careers, and Talent ManagementChapter

10

Part 3 | Training and Development


10–2

The Basics Of Career ManagementThe Basics Of Career Management

Career Management

Career Planning

Career Development

Employees’Careers


10–3

TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career 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, 2007.


10–4

FIGURE 10–3Employee 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.


10–5

TABLE 10–2 Roles 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.


10–6

Choosing a MentorChoosing 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 Be sure that the mentor understands what you expect in terms of time and advice.expect in terms of time and advice.

• Have an agenda.Have an agenda.

• Respect the mentor’s time.Respect the mentor’s time.


10–7

TABLE 10–3 Possible Employer Career Planning and Development Practices


10–8

The Employer’s Role in The Employer’s Role in Career DevelopmentCareer Development

Realistic Job Previews

Challenging First Jobs

Networking and Interactions

MentoringCareer-Oriented

Appraisals

Job Rotation

Employer’s Role


10–9

Innovative Corporate Career Innovative Corporate Career Development InitiativesDevelopment Initiatives

1.1. Provide each employee with an individual budget.Provide each employee with an individual budget.

2.2. Offer on-site or online career centers.Offer on-site or online career centers.

3.3. Encourage role reversal.Encourage role reversal.

4.4. Establish a “corporate campus.”Establish a “corporate campus.”

5.5. Help organize “career success teams.”Help organize “career success teams.”

6.6. Provide career coaches.Provide career coaches.

7.7. Provide career planning workshops.Provide career planning workshops.

8.8. Utilize computerized on- and offline career Utilize computerized on- and offline career development programs.development programs.

9.9. ““Catch them young”Catch them young”


10–10

FIGURE 10–4Sample Agenda—Two-Day Career Planning Workshop


10–11

Managing Promotions and TransfersManaging 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


10–12

Handling TransfersHandling Transfers• Employees’ reasons for desiring transfersEmployees’ reasons for desiring transfers

Proximity to home town Proximity to home town Better job prospects Better job prospects Personal enrichment and growthPersonal enrichment and growth More interesting jobsMore interesting jobs Greater convenience (better hours, location)Greater convenience (better hours, location) Greater advancement possibilitiesGreater advancement possibilities

• Employers’ reasons for transferring employeesEmployers’ reasons for transferring employees To fill positions in big cities where business is growing. To fill positions in big cities where business is growing. To vacate a position where an employee is no longer needed.To vacate a position where an employee is no longer needed. To fill a position where an employee is needed.To fill a position where an employee is needed. To find a better fit for an employee within the firm.To find a better fit for an employee within the firm. To boost productivity by consolidating positions.To boost productivity by consolidating positions.


10–13

Enhancing Diversity Through Enhancing Diversity Through Career ManagementCareer Management

Sources of bias and discriminationSources of bias and discrimination Too few people of color employed in the hiring Too few people of color employed in the hiring

departmentdepartment The “old-boy network” of informal friendshipsThe “old-boy network” of informal friendships A lack of women mentorsA lack of women mentors A lack of high-visibility assignments and A lack of high-visibility assignments and

developmental experiences (glass ceiling)developmental experiences (glass ceiling) A lack of company role models for members of A lack of company role models for members of

the same racial or ethnic groupthe same racial or ethnic group Inflexible organizations and career tracksInflexible organizations and career tracks


10–14

Taking Steps to Enhance Diversity: Taking Steps to Enhance Diversity: Women’s ProspectsWomen’s Prospects

Take Their Career Interests

Seriously

Eliminate Institutional

Barriers

Eliminate the Glass Ceiling

Improve Networking and

Mentoring

Institute Flexible Schedules and Career Tracks


10–15

Career Management and Career Management and Employee CommitmentEmployee 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


10–16

Career Management and Career Management and Employee Commitment (continued)Employee Commitment (continued)

Career Development

Programs

Career-Oriented

Appraisals

Commitment-oriented career

development efforts


10–17

Career Management and Career Management and Employee Commitment (continued)Employee Commitment (continued)

Career Development

Programs

Career-Oriented

Appraisals

Commitment-Oriented Career

Development Efforts


10–18

RetirementRetirement

• Preretirement Counseling PracticesPreretirement Counseling Practices

Explanation of Social Security benefits Explanation of Social Security benefits

Leisure time counselingLeisure time counseling

Financial and investment counselingFinancial and investment counseling

Health counselingHealth counseling

Psychological counselingPsychological counseling

Counseling for second careersCounseling for second careers

Counseling for second careers inside the companyCounseling for second careers inside the company


10–19

Online BiographiesOnline Biographies

• 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


10–20

Attracting and Retaining Older WorkersAttracting and Retaining Older Workers

Create a Culture that Honors Experience

Offer Flexible Work

Offer Part-Time Work

HR Practices for Older Workers

Human Resource Management

TWELFTH EDITION

G A R Y D E S S L E R

B I J U V A R K K E Y


Managing Your Career

Chapter 10 Appendix

Part 3 | Training and Development


10–22

Identify Your Career StageIdentify Your Career Stage

• Growth StageGrowth Stage• Exploration StageExploration Stage• Establishment StageEstablishment Stage

Trial substageTrial substage Stabilization substageStabilization substage Midcareer crisis substageMidcareer crisis substage

• Maintenance StageMaintenance Stage• Decline StageDecline Stage


10–23

FIGURE 10–A1 Choosing an Occupational Orientation


10–24

TABLE 10–A1 Examples of Occupations that May Typify Each Occupational Theme

Realistic Investigative Artistic Social Enterprising Conventional

Engineers

Carpenters

Physicians

Psychologists

Research andDevelopmentManagers

AdvertisingExecutives

PublicRelationsExecutives

Auto SalesDealers

School Administrators

A Wide Range of Managerial Occupations, including:

Military Officers

Chamber ofCommerce Executives

Investment Managers

Lawyers

Accountants

Bankers

CreditManagers


10–25

Identify Your Career AnchorsIdentify Your Career Anchors

Technical/Functional

Competence

Managerial Competence

Autonomy and Independence

Creativity

Security


10–26

Finding the Right JobFinding 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


10–27

Writing Your RésuméWriting 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


10–28

FIGURE 10–A3Example of a Good Résumé


10–29

Handling the InterviewHandling the Interview

• Prepare, Prepare, PreparePrepare, Prepare, Prepare

• Uncover the Interviewer’s Uncover the Interviewer’s NeedsNeeds

• Relate Yourself to the Relate Yourself to the Person’s NeedsPerson’s Needs

• Think Before AnsweringThink Before Answering

• Make a Good Appearance Make a Good Appearance and Show Enthusiasmand Show Enthusiasm


10–30

Talent ManagementTalent Management

• End to end process of planning, recruiting, End to end process of planning, recruiting, developing, managing, compensating developing, managing, compensating employees throughout the organization and employees throughout the organization and developing employees with high potential.developing employees with high potential.

• Talent management is career management Talent management is career management from the employer’s point of view.from the employer’s point of view.


10–31

The Talent Management ProcessThe Talent Management Process

coaching careers and talent management

Documents

upper saddle

united states

human resource

career development

career management

career development

careeroriented

prentice hall