copyright © 2002 by the mcgraw-hill companies, inc. all rights reserved. 12 - 1 12 chapter special...

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Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

1212Chapter

Special Challenges in Career Management

Special Challenges in Career Management

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ObjectivesObjectivesAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:

1. Design an effective socialization program for employees.

2. Discuss why a dual-career path is necessary for professional and managerial employees.

3. Provide advice on how to help a plateaued employee.

4. Develop policies to help employees and the company avoid technical obsolescence.

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Objectives Objectives (continued)(continued)

5. Develop policies to help employees deal with work-and-life conflict.

6. Select and design outplacement strategies that minimize the negative effects on displaced employees and “survivors.”

7. Explain why retirees may be valuable as part-time employees.

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IntroductionIntroduction Many companies in Silicon Valley face serious

career management challenges. These companies are now paying more attention to

career management issues because their work force is starting to age and pay more attention to work-life balance.

Many employees face long commutes because they can not afford to live close to where they work.

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Introduction Introduction (continued)(continued)

If companies do not help their employees with their personal lives, they may leave for jobs with other companies in other areas that do.

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Special Challenges in Career ManagementSpecial Challenges in Career Management

Socialization and Orientation

Dual-Career Paths

Plateauing

Skills ObsolescenceWork and Non-work

Policies

Balancing Work and Life

Coping With Job Loss

Dealing With Older Workers

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Socialization and OrientationSocialization and Orientation

Organizational socializationOrganizational socialization is the process by which new employees are transformed into effective members of the company.

The purpose of orientationorientation is to:Prepare employees to perform their jobs effectivelyLearn about the organizationEstablish work relationships

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Phases of the Socialization ProcessPhases of the Socialization Process

Anticipatory Socialization

Encounter

Settling In

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What Employees Should Learn and What Employees Should Learn and Develop Through Socialization:Develop Through Socialization:

History Company Goals

Language

Politics

PeoplePerformance Proficiency

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Socialization and Orientation ProgramsSocialization and Orientation Programs

Play an important role in socializing employees. Effective socialization programs result in

employees having a strong commitment and loyalty to the company.This reduces turnover.

Effective orientation programs include active involvement of the new employee.

Effective programs have peers, managers, and senior co-workers actively involved.

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Content of Orientation ProgramsContent of Orientation Programs

Company-Level InformationCompany-Level InformationCompany overview

Key policies and procedures

Compensation

Employee benefits & services

Safety & accident protection

Employee & union relations

Physical facilities

Economic factors

Customer relations

Department-Level InformationDepartment-Level InformationDepartment functions

Job duties & responsibilities

Policies, procedures, rules

Performance expectations

Tour of department

Introduction to co-workers MiscellaneousMiscellaneous

Community

Housing

Family adjustment

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Characteristics of Effective Orientation ProgramsCharacteristics of Effective Orientation Programs

Employees are encouraged to ask questions. Program includes information on both technical and

social aspects of the job. Orientation is the responsibility of the new employee’s

manager. Debasing and embarrassing new employees is avoided. Formal and informal interactions with managers and

peers occur. Programs involve relocation assistance. Employees receive information about the company’s

products, services, and customers.

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Dual-Career PathsDual-Career Paths

A career pathcareer path is a sequence of job positions involving similar types of work and skills that employees move through in the company.

For companies with professional employees, a key issue is how to ensure that they feel they are valued.

The traditional career path modeltraditional career path model has limited advancement opportunities for those in the technical career path.

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Traditional career path for scientists and Traditional career path for scientists and managers:managers:

Individual Contributor Career Path Management Career Path

Scientist

Research Scientist

Principal Research Scientist

Assistant Manager

Manager

Department Manager

Assistant Director

Assistant Director

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A dual-career-path dual-career-path systemsystem enables employees to remain in a technical career path or move into a management career path.

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MANAGEMENT LADDER TECHNICAL LADDER

Senior Associate

Associate

Engineers, Programmers, Scientists

Project

Development

Senior

Functional Management

Executives

Staff

Advisory

Senior

Senior Technical Staff Member

Fellow

Example of a dual-career-path systemExample of a dual-career-path system

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Characteristics of Effective Career PathsCharacteristics of Effective Career Paths

Salary, status, and incentives for technical employees compare favorably with those of managers.

Individual contributors’ base salary may be lower than managers’, but they are given opportunities to increase their total compensation through bonuses.

The individual contributor career path is not used to satisfy poor performers who have no managerial potential.

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Characteristics of Effective Career Paths Characteristics of Effective Career Paths (continued)(continued)

The career path is for employees with outstanding technical skills.

Individual contributors are given the opportunity to choose their career path.The company provides assessment resources.Assessment information enables employees to make

comparisons between their interests and abilities with those of employees in technical and managerial positions.

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PlateauingPlateauing PlateauingPlateauing means that the likelihood of the

employee receiving future job assignments with increased responsibility is low.

Mid-career employees are most likely to plateau. Plateauing becomes dysfunctional when the

employee feels stuck in a job that offers no potential for personal growth.

Such frustration results in poor job attitude, increased absenteeism, and poor job performance.

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Reasons Employees Can PlateauReasons Employees Can Plateau

Discrimination based on age, gender, or race. Lack of ability. Lack of training. Low need for achievement. Unfair pay decisions or dissatisfaction with pay

raises. Confusion about job responsibilities. Slow company growth resulting in reduced

development opportunities.

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Possible Remedies for Plateaued EmployeesPossible Remedies for Plateaued Employees

Employee understands the reasons for plateau.

Employee is encouraged to participate in development activities.

Employee is encouraged to seek career counseling.

Employee reality-tests his solutions.

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Skills ObsolescenceSkills Obsolescence ObsolescenceObsolescence – a reduction in an employee’s

competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education.

Not just a concern of technical and professional occupations. All employees are at risk.

Obsolescence needs to be avoided if companies are trying to become learning organizations.

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Factors Related to Updating SkillsFactors Related to Updating Skills

Updated Skills

Manager Company Climate

Reward SystemPeers

• Provide Challenging Work Assignments

• Encourage Employees to Acquire New Skills

• Discuss Ideas

• Share Information

• Emphasis on Continuous Learning

• Sabbaticals

• Pay for New Ideas

• Pay for Employee Development

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Balancing Work and LifeBalancing Work and Life

Families with a working husband, homemaker wife, and two or more children account for only 7 percent of American families.

The increasing number of two-career couples and single heads of households creates a challenge for companies.

Companies have to carefully consider how to manage employees who are simultaneously meeting the needs of both work and family.

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Balancing Work and Life Balancing Work and Life (continued)(continued)

There are two roles that training can play in balancing work and non-work.Trainers and managers may be responsible

for developing policies and procedures.Trainers may be responsible for developing

training programs to teach managers their role in administering and overseeing the use of work-life policies.

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Types of Work-Life ConflictTypes of Work-Life Conflict

Time-based Conflict

Strain-based Conflict

Behavior-based Conflict

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Company Policies to Accommodate Company Policies to Accommodate Work and Non-work:Work and Non-work:Communicating information about work

and non-work policies and job demands.Flexibility in work arrangements and work

schedules.Redesigning jobs.Support Services.

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For job sharing to be effective:For job sharing to be effective: The impact of job sharing on clients and customers must

be determined. The employee interested in job sharing must find another

employee performing the same job who wants reduced work hours.

The two people sharing the job need to have similar work values and motivations.

The manager must actively communicate with the job-sharing employees.

All schedules and work assignments need coordination. Performance measurement should be both team and

individual.

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Coping With Job LossCoping With Job Loss Important career management issue because of the

increased use of downsizing to deal with excess employees resulting from corporate restructuring, mergers, acquisitions, and takeovers.

Companies that lay off employees can experience lowered job commitment, distrust of management, and difficulties recruiting new employees.

Job loss causes stress and disrupts the personal lives of laid-off employees.

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Coping With Job Loss Coping With Job Loss (continued)(continued)

From a career management standpoint, companies and managers have two major responsibilities:They are responsible for helping employees who

will lose their jobs.Steps must be taken to ensure that the “survivors”

of the layoff (remaining employees) remain productive and committed to the organization.

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Coping With Job Loss: OutplacementCoping With Job Loss: Outplacement

Companies need to provide outplacement services to help prepare employees for layoffs:Advance warning and explanation for a layoff.Psychological, financial, and career counseling.Assessment of skills and interests. Job campaign services. Job banks.Electronic delivery of job openings.

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Dealing With Older WorkersDealing With Older Workers

Meeting the needs of older workers.

Pre-retirement socialization.

Retirement.

Early retirement programs.

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Meeting the Needs of Older WorkersMeeting the Needs of Older Workers

Flexibility in scheduling to allow for care of sick spouses, return to school, travel, or reduced work hours.

Older workers should receive the training they need to avoid skill obsolescence.

Older employees need resources and referral help that addresses long-term care and elder care.

Companies need to ensure that employees do not hold inappropriate stereotypes about older employees.

copyright © 2002 by the mcgraw-hill companies, inc. all rights reserved. 12 - 1 12 chapter special...

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