Human Resource Management

TENTH EDITON

SECTION 3
Training and Developing Human Resources

Robert L. Mathis John H. Jackson

Chapter 10

Careers and HR Development

2003 Southwestern College Publishing. All rights reserved.

PowerPoint Presentation by Charlie Cook

Learning Objectives
After you have read this chapter, you should be able to:
Differentiate between organization-centered and individual-centered career planning Discuss several career issues that organizations and employees face. Define human resource development, and describe the development process. Discuss specific advantages and problems associated with assessment centers. Identify four on-the-job and four off-the-job development methods.
2002 Southwestern College Publishing. All rights reserved. 102

Employee Development

Significant Developments
More 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.

2002 Southwestern College Publishing. All rights reserved.

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Careers

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

Organization-Centered Career Planning

Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.

Individual-Centered Career Planning

Focuses on individuals careers rather than in organizational needs.

2002 Southwestern College Publishing. All rights reserved.

104

Organizational and Individual Career Planning Perspectives

Figure 101
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Career Management for Individuals

Self-Assessment

Feedback on Reality

Career Management

Setting Career Goals

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How People Choose Careers

Interests

Social Background

Career Choice

Self-Image

Personality

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Length of Time Employees Stay With Employers

Source: U.S. Department of Labor, Bureau of Statistics, 2001 2002 Southwestern College Publishing. All rights reserved.

Figure 102
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General Career Periods

Figure 103
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Career Transitions and HR

Supervisors

Feedback

Entry Shock
The Work Time

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Late Career/Retirement
SelfManagement Need to Belong

Retirement Adjustment
Goals Pride in Achievement

Territoriality

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Special Career Issues for Organizations and Employees

Career Plateaus
Employees who are stuck at a career level and lack opportunities for upward mobility.

Technical and Professional Workers

Dual-career ladders provide advancement pathways for specialists and technical employees.

Dual-Career Couples
Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.
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The Portable Career Path

Figure 104
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Dual-Career Paths for Engineers

Figure 105
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Developing Human Resources

Development
Efforts to improve employees ability to handle a variety of a variety of assignments.

Developing Needs Analyses

Assessment Centers
A collection of instruments and exercises designed to diagnose individuals development needs. Intent is to identify management potential in participants.

2002 Southwestern College Publishing. All rights reserved.

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Development vs. Training

Figure 106
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The HR Development Process in an Organization

Figure 107
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The HR Development Process

Make or Buy?

Re-Development

HR Development

Developing Specific Capabilities

Lifelong Learning

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Other Development Issues

Psychological Testing
Performance Appraisals
Serve as a source of development information Results can be difficult to interpret.

Succession Planning
The process of identifying a longer-term plan for the orderly replacement of key employees.

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Succession Planning Process

Figure 108
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Choosing a Development Approach

Individual Coaching

Learning Organization

Committee Assignment/ Meetings

Corporate Universities Career Development

Job-Site Methods

Job Rotation

On-line Development

Assistant to Positions

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Possible Means Used in a Learning Organization

Figure 109
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Choosing a Development Approach (contd)

Classroom Courses and Degrees Human Relations Training

Off-Site Methods
Outdoor Training Sabbaticals and Leaves of Absence Simulations (Business Games)

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Advantages and Disadvantages of Major Development Approaches

Figure 1010a
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Advantages and Disadvantages of Major Development Approaches

Figure 1010b
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Managerial Lessons and Job Experience

Figure 1011
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Management Development
Managerial Modeling

Management Coaching

Mentoring

Executive Education

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Stages in Mentoring Relationships

Figure 1012
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