copyright © 2011 pearson canada inc. career development dessler & cole human resources...
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Copyright © 2011 Pearson Canada Inc.
Career Development
Dessler & Cole
Human Resources Management in Canada
Canadian Eleventh Edition
Copyright © 2011 Pearson Canada Inc.
Career Planning and Development
process through which an employee becomes aware of personal career-related attributes and the lifelong series of activities that contribute to his or her career fulfillment
process through which an employee becomes aware of personal career-related attributes and the lifelong series of activities that contribute to his or her career fulfillment
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Copyright © 2011 Pearson Canada Inc.
Roles in Career Development
the individual, the manager and the employer all have roles in the individual's career development
ultimately, however, it is the individual who must accept responsibility for his or her own career
the individual, the manager and the employer all have roles in the individual's career development
ultimately, however, it is the individual who must accept responsibility for his or her own career
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Copyright © 2011 Pearson Canada Inc.
Individual’s Role In Career Development
accept responsibility for own career
requires: self-motivation
independent learning
effective time and money management
self-promotion
networking is the foundation of effective career management
accept responsibility for own career
requires: self-motivation
independent learning
effective time and money management
self-promotion
networking is the foundation of effective career management
9-4
Copyright © 2011 Pearson Canada Inc.
Manager’s Role In Career Development
provide timely and objective performance feedback
offer developmental assignments and support
participate in career development discussions
act as coach, appraiser, advisor, and referral agent
provide timely and objective performance feedback
offer developmental assignments and support
participate in career development discussions
act as coach, appraiser, advisor, and referral agent
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Copyright © 2011 Pearson Canada Inc.
Employer’s Role In Career Development
provide training and development opportunities
offer career information and career programs
offer a variety of career options
provide training and development opportunities
offer career information and career programs
offer a variety of career options
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Factors That Affect Career Choices
Identify Career Stage growth stage (birth to age 14) exploration stage (age 15 to 24) establishment stage (age 24 to 44) maintenance stage (age 45 to 65) decline stage (retirement age)
Identify Career Stage growth stage (birth to age 14) exploration stage (age 15 to 24) establishment stage (age 24 to 44) maintenance stage (age 45 to 65) decline stage (retirement age)
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Factors That Affect Career Choices
Identify Occupational Orientation realistic investigative social conventional enterprising artistic
Identify Occupational Orientation realistic investigative social conventional enterprising artistic
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Factors That Affect Career Choices
Identify a Career Anchor – a concern or value youwill not give up if a choice must be made:
technical/functional managerial competence creativity autonomy and independence security service/dedication pure challenge lifestyle
Identify a Career Anchor – a concern or value youwill not give up if a choice must be made:
technical/functional managerial competence creativity autonomy and independence security service/dedication pure challenge lifestyle
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Copyright © 2011 Pearson Canada Inc.
Responsibilities of the Organization
provide realistic job previews avoid reality shock provide challenging initial jobs be demanding provide period developmental job rotation provide career oriented performance appraisals provide career planning workshops provide opportunities for mentoring become a learning organization
provide realistic job previews avoid reality shock provide challenging initial jobs be demanding provide period developmental job rotation provide career oriented performance appraisals provide career planning workshops provide opportunities for mentoring become a learning organization
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Copyright © 2011 Pearson Canada Inc.
Managing Transfers
greater possibility of advancement personal enrichment more interesting job greater convenience two-thirds of transfers refused due to
family/spousal concerns
greater possibility of advancement personal enrichment more interesting job greater convenience two-thirds of transfers refused due to
family/spousal concerns
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Copyright © 2011 Pearson Canada Inc.
Making Promotion Decisions
Is Seniority or Competence the Rule?
How Is Competence Measured?
Is the Process Formal or Informal?
Vertical, Horizontal, or Other Career Path?
Is Seniority or Competence the Rule?
How Is Competence Measured?
Is the Process Formal or Informal?
Vertical, Horizontal, or Other Career Path?
9-12
Copyright © 2011 Pearson Canada Inc.
Management Development
attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills
attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills
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Copyright © 2011 Pearson Canada Inc.
Management Development Process
the ultimate aim of management-development programs is to achieve business strategy
the management-development process consists of:
1. assessing HR needs to achieve strategic objectives
2. creating a talent pool
3. developing managers
the ultimate aim of management-development programs is to achieve business strategy
the management-development process consists of:
1. assessing HR needs to achieve strategic objectives
2. creating a talent pool
3. developing managers
9-14
Copyright © 2011 Pearson Canada Inc.
Succession Planning
a process through which senior-level and critical strategic job openings are planned for and eventually filled
a process through which senior-level and critical strategic job openings are planned for and eventually filled
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Copyright © 2011 Pearson Canada Inc.
Succession Planning
successful succession planning begins with CEO leadership and involvement in the following steps:
establishing a strategic direction for the organization
identifying core skills and competencies needed in jobs that are critical to achieve the strategy
identifying people inside the organization who have, or can acquire, those skills and providing them with developmental opportunities
successful succession planning begins with CEO leadership and involvement in the following steps:
establishing a strategic direction for the organization
identifying core skills and competencies needed in jobs that are critical to achieve the strategy
identifying people inside the organization who have, or can acquire, those skills and providing them with developmental opportunities
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Replacement Chart Showing Development Needs of Future Divisional Vice-President
9-17
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On-the-Job Management-Development Techniques
Developmental
Job
Rotation
Developmental
Job
Rotation
Coaching/
Understudy
Approach
Coaching/
Understudy
Approach
Action
Learning
Action
Learning
9-18
Copyright © 2011 Pearson Canada Inc.
Off-the-Job Management-Development Techniques
case study method management games outside seminars college/university
related programs
case study method management games outside seminars college/university
related programs
role playing behaviour modelling in-house development
centres
role playing behaviour modelling in-house development
centres
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Typical Roles in an Employee Discipline Role-Playing Exercise
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Copyright © 2011 Pearson Canada Inc.
Executive Development
Canada facing a shortage of leadership talent three basic requirements for successful leadership are
knowledge, competency, character six categories of leadership competencies:
self-mastery
futuring/vision
sense-making/thinking
design of intelligent action
aligning people to action/leading
adaptive learning
Canada facing a shortage of leadership talent three basic requirements for successful leadership are
knowledge, competency, character six categories of leadership competencies:
self-mastery
futuring/vision
sense-making/thinking
design of intelligent action
aligning people to action/leading
adaptive learning
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