Human Resource

Management

TENTH EDITON
2003 Southwestern College Publishing. All rights reserved.
PowerPoint Presentation
by Charlie Cook
Careers and HR Development
Chapter 10
SECTION 3
Training and
Developing
Human
Resources
Robert L. Mathis John H. Jackson
2002 Southwestern College Publishing. All rights reserved. 102
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. 103
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. 104
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. 105
Organizational and Individual
Career Planning Perspectives
Figure 101
2002 Southwestern College Publishing. All rights reserved. 106
Career Management for Individuals
Setting Career Goals
Self-Assessment Feedback on Reality
Career
Management
2002 Southwestern College Publishing. All rights reserved. 107
How People Choose Careers
Social
Background
Interests
Self-Image
Personality
Career
Choice
2002 Southwestern College Publishing. All rights reserved. 108
Length of Time Employees Stay With Employers
Figure 102
Source: U.S. Department of Labor, Bureau of Statistics, 2001
2002 Southwestern College Publishing. All rights reserved. 109
General Career Periods
Figure 103
2002 Southwestern College Publishing. All rights reserved. 1010
Career Transitions and HR
The Work
Supervisors Feedback
Time
Entry
Shock
2002 Southwestern College Publishing. All rights reserved. 1011
Late Career/Retirement
Territoriality
Self-
Management
Need to
Belong
Pride in
Achievement
Retirement
Adjustment
Goals
2002 Southwestern College Publishing. All rights reserved. 1012
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.
2002 Southwestern College Publishing. All rights reserved. 1013
The Portable Career Path
Figure 104
2002 Southwestern College Publishing. All rights reserved. 1014
Dual-Career Paths for Engineers
Figure 105
2002 Southwestern College Publishing. All rights reserved. 1015
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. 1016
Development vs. Training
Figure 106
2002 Southwestern College Publishing. All rights reserved. 1017
The HR
Development
Process in an
Organization
Figure 107
2002 Southwestern College Publishing. All rights reserved. 1018
The HR Development Process
Re-Development
Make or Buy?
Developing
Specific
Capabilities
Lifelong
Learning
HR
Development
2002 Southwestern College Publishing. All rights reserved. 1019
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.
2002 Southwestern College Publishing. All rights reserved. 1020
Succession Planning Process
Figure 108
2002 Southwestern College Publishing. All rights reserved. 1021
Choosing a Development Approach
Job-Site
Methods
Committee
Assignment/
Meetings
Job
Rotation
Assistant to
Positions
On-line
Development
Corporate
Universities Career
Development
Learning
Organization
Individual
Coaching
2002 Southwestern College Publishing. All rights reserved. 1022
Possible Means Used in a Learning Organization
Figure 109
2002 Southwestern College Publishing. All rights reserved. 1023
Choosing a Development Approach (contd)
Sabbaticals and
Leaves of Absence
Classroom Courses
and Degrees
Human Relations
Training
Off-Site
Methods
Outdoor Training
Simulations
(Business Games)
2002 Southwestern College Publishing. All rights reserved. 1024
Advantages and Disadvantages of Major
Development Approaches
Figure 1010a
2002 Southwestern College Publishing. All rights reserved. 1025
Advantages and Disadvantages of Major
Development Approaches
Figure 1010b
2002 Southwestern College Publishing. All rights reserved. 1026
Managerial Lessons and J ob Experience
Figure 1011
2002 Southwestern College Publishing. All rights reserved. 1027
Management Development
Managerial
Modeling
Management
Coaching
Mentoring
Executive
Education
2002 Southwestern College Publishing. All rights reserved. 1028
Stages in Mentoring Relationships
Figure 1012