copyright © 2008 by nelson, a division of thomson canada limited.8 – 1 part 3: training and...

Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 8 – 1

Part 3: Training and Developing Part 3: Training and Developing Human ResourcesHuman Resources

Part 3: Training and Developing Part 3: Training and Developing Human ResourcesHuman Resources

Chapter 8: Careers and HR DevelopmentChapter 8: Careers and HR Development

Prepared by Linda Eligh, University of Western Ontario


Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

After you have read this chapter, you should be able to:

1. Differentiate between organization-centred and individual-centred career planning.

2. Discuss several career issues that organizations and employees face.

3. Discuss the purpose of employee development and list options for development needs analyses.

4. Explain why succession planning has become more important.

5. Identify several management development methods.


Employee DevelopmentEmployee DevelopmentEmployee DevelopmentEmployee Development

• Significant DevelopmentsMore horizontal “ladders” in middle management

More strategic focus on core competencies

Careers as a series of projects, not upward steps in an organization

Career development now extends to all employees

In “new career” era, the individual manages own development, not the organization

Employees who change jobs and employers frequently are now the norm


Careers and Career PlanningCareers and Career PlanningCareers and Career PlanningCareers and Career Planning• Human Resource Capabilities

Reliable access to the required people (quantity) with the skills, abilities and attributes and competencies (quality) that the organization needs to meet its purpose and deliver its outputs, in accordance with its strategic goals.

• Career The series of work-related positions a person occupies through

life.

• Organization-Centred Career Planning Focuses on jobs and on identifying career paths that provide for

the logical progression of people between jobs in the organization.

• Individual-Centred Career Planning Focuses on an individual’s career rather than on organizational

needs.


Organizational and Individual Organizational and Individual Career Planning Perspectives Career Planning Perspectives Fig. 8-1Fig. 8-1

Organizational and Individual Organizational and Individual Career Planning Perspectives Career Planning Perspectives Fig. 8-1Fig. 8-1


Individual-Centred Career PlanningIndividual-Centred Career PlanningIndividual-Centred Career PlanningIndividual-Centred Career Planning

Setting Career GoalsSetting Career GoalsSetting Career GoalsSetting Career Goals

Self-AssessmentSelf-AssessmentSelf-AssessmentSelf-Assessment Feedback on RealityFeedback on RealityFeedback on RealityFeedback on Reality

CareerCareerManagementManagement

CareerCareerManagementManagement


How People Choose CareersHow People Choose CareersHow People Choose CareersHow People Choose Careers

Social Social BackgroundBackground

Social Social BackgroundBackground

InterestsInterestsInterestsInterests

Self-ImageSelf-ImageSelf-ImageSelf-Image

PersonalityPersonalityPersonalityPersonality

Career Career ChoiceChoice

Career Career ChoiceChoice


General Career Periods General Career Periods Fig. 8-2Fig. 8-2General Career Periods General Career Periods Fig. 8-2Fig. 8-2


Career Transitions and HRCareer Transitions and HRCareer Transitions and HRCareer Transitions and HR

The WorkThe WorkThe WorkThe Work

SupervisorsSupervisorsSupervisorsSupervisors FeedbackFeedbackFeedbackFeedback

TimeTimeTimeTime

New Employee New Employee Entry ShockEntry Shock

New Employee New Employee Entry ShockEntry Shock


Global Career DevelopmentGlobal Career DevelopmentGlobal Career DevelopmentGlobal Career Development

• RepatriationPlanning, training, and reassignment of global

employees to their home countries.

• Development IssuesFocusing on developing local managers as well as

global executives. Development areas typically include:

Cultural issues, running a business, leading and managing, handling problematic people, personal qualities, self, and career.


Late Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement IssuesLate Career/Retirement Issues

TerritorialityTerritorialityTerritorialityTerritoriality

Self-Self-ManagementManagement

Self-Self-ManagementManagement

Need toNeed toBelongBelong

Need toNeed toBelongBelong

Pride inPride inAchievementAchievement

Pride inPride inAchievementAchievement

RetirementRetirementAdjustmentAdjustment

RetirementRetirementAdjustmentAdjustment

GoalsGoalsGoalsGoals


Proportion of the Employed Population Aged 55 Proportion of the Employed Population Aged 55 and Over, by Industry, 2002and Over, by Industry, 2002 Fig. 8-3Fig. 8-3

Proportion of the Employed Population Aged 55 Proportion of the Employed Population Aged 55 and Over, by Industry, 2002and Over, by Industry, 2002 Fig. 8-3Fig. 8-3


Women and CareersWomen and CareersWomen and CareersWomen and Careers

• In 2002, the overall participation rate of Canadian women in the workforce reached a record-high of 60.7% “Sequencing”:

Women’s careers are often interrupted for child birth and child rearing and later return to work with a job that allows flexibility when they are older.

Glass ceiling: The situation in which women fail to progress into top

management positions.

Employers can tap into the female labour market with child care, flexible work policies, and a willingness to be accommodating.


Aboriginal People and CareersAboriginal People and CareersAboriginal People and CareersAboriginal People and Careers

• McCormick and Amundson’s Career-Life Planning Model for First Nations PeopleConnectednessBalanceRoles and responsibilitiesGifts Values Inclusion of family and community membersCounselor as facilitatorTalking/healing circle format


Visible Minorities and CareersVisible Minorities and CareersVisible Minorities and CareersVisible Minorities and Careers

• Lost Opportunities “Lack of fit” due to speaking with an accentWork credentials not taken seriously

• Taking Charge of CareersUsing networking and mentoring opportunities inside

and outside the workplaceFostering a “can do” attitudeTaking any job while applying for work more in line

with credentialsObtaining credentials from Canadian educational

institutions


People with Disabilities and CareersPeople with Disabilities and CareersPeople with Disabilities and CareersPeople with Disabilities and Careers

Labour force participation is only 49%, making underemployment a serious concern

Workplace barriers are physical and attitudinal

Accessibility continues to be problematicOnce employed, career development

programs can begin Education, training and transition programs

need to become more flexible and accessible


Special Career Issues for Special Career Issues for Organizations and EmployeesOrganizations and Employees

Special Career Issues for Special Career Issues for Organizations and EmployeesOrganizations and Employees

• Career PlateausEmployees who are “stuck” at a career level and lack

opportunities for upward mobility.

• Technical and Professional WorkersDual-career ladders provide advancement pathways

for specialists and technical employees.

• Dual-Career CouplesProblems occur when one partner is promoted or

transferred, causing the other partner to have to relocate.


““Portable” Career Path Portable” Career Path Fig. 8-4Fig. 8-4““Portable” Career Path Portable” Career Path Fig. 8-4Fig. 8-4


Dual-Career Ladder for Engineers Dual-Career Ladder for Engineers Fig. 8-5Fig. 8-5Dual-Career Ladder for Engineers Dual-Career Ladder for Engineers Fig. 8-5Fig. 8-5


Global TransfersGlobal TransfersGlobal TransfersGlobal Transfers

• HR employee relocation assistance policies that consider the concerns of dual-career couples:Paying employment agency fees for the relocating

partner

Paying for a designated number of trips for the partner to look for a job in the proposed new location

Helping the partner find a job in the same company or in another division or subsidiary of the company

Developing computerized job banks to share with other companies in the area that list partners available for job openings


Developing Human ResourcesDeveloping Human ResourcesDeveloping Human ResourcesDeveloping Human Resources

• DevelopmentEfforts to improve employees’ ability to handle a

variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication.

• Organizational Needs AnalysesFuture employee competenciesEmployee and managerial successionRetirements, promotions, transfers, departures


Development vs. Training Development vs. Training Fig. 8-6Fig. 8-6Development vs. Training Development vs. Training Fig. 8-6Fig. 8-6


HR Development HR Development Process in an Process in an

Organization Organization Fig. 8-7Fig. 8-7

HR Development HR Development Process in an Process in an

Organization Organization Fig. 8-7Fig. 8-7


The HR Development ProcessThe HR Development ProcessThe HR Development ProcessThe HR Development Process

Re-DevelopmentRe-Development

Make or Buy?Make or Buy?

Developing Specific

Capabilities

Developing Specific

Capabilities

Lifelong Learning

Lifelong Learning

HR Development

HR Development


Development Needs AnalysesDevelopment Needs AnalysesDevelopment Needs AnalysesDevelopment Needs Analyses

• Assessment CentresA collection of instruments and exercises designed to

diagnose individuals’ development needs. Intent is to identify management potential in participants.

• Psychological Testing Intelligence tests, verbal and mathematical reasoning

tests, and personality tests are often used. Interpretation of results is problematic.

• Performance AppraisalsServe as a source of development information.Results can be difficult to interpret.


Succession PlanningSuccession PlanningSuccession PlanningSuccession Planning

• Succession PlanningThe process of identifying a longer-term plan for the

orderly replacement of key employees.

• Succession in Small and Closely Held Organizations Important in small and medium-sized firms,

but studies show that few of these firms formalize succession plans.


Succession Succession Planning Planning

Process Process Fig. 8-8Fig. 8-8

Succession Succession Planning Planning

Process Process Fig. 8-8Fig. 8-8


Choosing a Development ApproachChoosing a Development ApproachChoosing a Development ApproachChoosing a Development Approach

Job-SiteJob-SiteMethodsMethods

Job-SiteJob-SiteMethodsMethods

Committee Committee AssignmentAssignment

Committee Committee AssignmentAssignment

JobJobRotationRotation

JobJobRotationRotation

““Assistant-to” Assistant-to” PositionsPositions

““Assistant-to” Assistant-to” PositionsPositions

On-line On-line DevelopmentDevelopment

On-line On-line DevelopmentDevelopment

Corporate Corporate Universities-Career Universities-Career

DevelopmentDevelopment

Corporate Corporate Universities-Career Universities-Career

DevelopmentDevelopment

Learning Learning OrganizationOrganization

Learning Learning OrganizationOrganization

CoachingCoachingCoachingCoaching


Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organization in a Learning Organization Fig. 8-9Fig. 8-9

Possible Means for Developing Employees Possible Means for Developing Employees in a Learning Organization in a Learning Organization Fig. 8-9Fig. 8-9


Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)Choosing a Development Approach (cont’d)

Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence

Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence

Classroom CoursesClassroom Coursesand Degreesand Degrees

Classroom CoursesClassroom Coursesand Degreesand Degrees

Human RelationsHuman RelationsTrainingTraining

Human RelationsHuman RelationsTrainingTraining

Off-Site Off-Site MethodsMethods

Off-Site Off-Site MethodsMethods

Outdoor TrainingOutdoor TrainingOutdoor TrainingOutdoor Training SimulationsSimulations(Business Games)(Business Games)

SimulationsSimulations(Business Games)(Business Games)


Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches Major Development Approaches Fig. 8-10Fig. 8-10

Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches Major Development Approaches Fig. 8-10Fig. 8-10


Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d)Major Development Approaches (cont’d)

Advantages and Disadvantages of Advantages and Disadvantages of Major Development Approaches (cont’d)Major Development Approaches (cont’d)


Management Lessons Learned from Management Lessons Learned from Job Experience Job Experience Fig. 8-11Fig. 8-11

Management Lessons Learned from Management Lessons Learned from Job Experience Job Experience Fig. 8-11Fig. 8-11


Management Development MethodsManagement Development MethodsManagement Development MethodsManagement Development Methods

LeadershipLeadershipDevelopmentDevelopment

LeadershipLeadershipDevelopmentDevelopment

ManagementManagementCoachingCoaching

ManagementManagementCoachingCoaching

ManagementManagementMentoring and the Mentoring and the

Glass CeilingGlass Ceiling

ManagementManagementMentoring and the Mentoring and the

Glass CeilingGlass Ceiling

ExecutiveExecutiveEducationEducation

ExecutiveExecutiveEducationEducation

ManagerialManagerialModelingModeling

ManagerialManagerialModelingModeling

ManagementManagementMentoringMentoring

ManagementManagementMentoringMentoring

SupervisorySupervisoryDevelopmentDevelopment

SupervisorySupervisoryDevelopmentDevelopment


Stages in Management Mentoring Relationships Stages in Management Mentoring Relationships Fig. 8-12Fig. 8-12Stages in Management Mentoring Relationships Stages in Management Mentoring Relationships Fig. 8-12Fig. 8-12


Problems with Management Problems with Management Development EffortsDevelopment Efforts

Problems with Management Problems with Management Development EffortsDevelopment Efforts

• Inadequate HR planning and a lack of coordination of HR development efforts.Failing to conduct adequate needs analysis, trying out

fad programs or training methods, and substituting training for selecting qualified individuals.

• Encapsulated DevelopmentA situation in which an individual learns new methods

and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods.

copyright © 2008 by nelson, a division of thomson canada limited.8 – 1 part 3: training and...

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