hrm10e chap10
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Human ResourceHuman ResourceManagementManagement
TENTH EDITONTENTH EDITON
© 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation
by Charlie Cook
PowerPoint Presentation
by Charlie Cook
Careers and HR DevelopmentCareers and HR DevelopmentCareers and HR DevelopmentCareers and HR Development
Chapter 10Chapter 10
SECTION 3Training and
DevelopingHuman
Resources
SECTION 3Training and
DevelopingHuman
Resources
Robert L. Mathis Robert L. Mathis John H. Jackson John H. Jackson
© 2002 Southwestern College Publishing. All rights reserved. 10–2
Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning 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. 10–3
Employee DevelopmentEmployee DevelopmentEmployee DevelopmentEmployee 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. 10–4
CareersCareersCareersCareers
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. 10–5
Organizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning Perspectives
Organizational and Individual Organizational and Individual Career Planning PerspectivesCareer Planning Perspectives
Figure 10–1
© 2002 Southwestern College Publishing. All rights reserved. 10–6
Career Management for IndividualsCareer Management for IndividualsCareer Management for IndividualsCareer Management for Individuals
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
© 2002 Southwestern College Publishing. All rights reserved. 10–7
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
© 2002 Southwestern College Publishing. All rights reserved. 10–8
Length of Time Employees Stay With EmployersLength of Time Employees Stay With EmployersLength of Time Employees Stay With EmployersLength of Time Employees Stay With Employers
Figure 10–2Source: U.S. Department of Labor, Bureau of Statistics, 2001
© 2002 Southwestern College Publishing. All rights reserved. 10–9
General Career PeriodsGeneral Career PeriodsGeneral Career PeriodsGeneral Career Periods
Figure 10–3
© 2002 Southwestern College Publishing. All rights reserved. 10–10
Career Transitions and HRCareer Transitions and HRCareer Transitions and HRCareer Transitions and HR
The WorkThe WorkThe WorkThe Work
SupervisorsSupervisorsSupervisorsSupervisors FeedbackFeedbackFeedbackFeedback
TimeTimeTimeTime
Entry Entry ShockShockEntry Entry ShockShock
© 2002 Southwestern College Publishing. All rights reserved. 10–11
Late Career/RetirementLate Career/RetirementLate Career/RetirementLate Career/Retirement
TerritorialityTerritoriality
Self-Self-ManagementManagement
Need toNeed toBelongBelong
Pride inPride inAchievementAchievement
RetirementRetirementAdjustmentAdjustment
GoalsGoals
© 2002 Southwestern College Publishing. All rights reserved. 10–12
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 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. 10–13
The “Portable” Career PathThe “Portable” Career PathThe “Portable” Career PathThe “Portable” Career Path
Figure 10–4
© 2002 Southwestern College Publishing. All rights reserved. 10–14
Dual-Career Paths for EngineersDual-Career Paths for EngineersDual-Career Paths for EngineersDual-Career Paths for Engineers
Figure 10–5
© 2002 Southwestern College Publishing. All rights reserved. 10–15
Developing Human ResourcesDeveloping Human ResourcesDeveloping Human ResourcesDeveloping 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. 10–16
Development vs. TrainingDevelopment vs. TrainingDevelopment vs. TrainingDevelopment vs. Training
Figure 10–6
© 2002 Southwestern College Publishing. All rights reserved. 10–17
The HR The HR Development Development Process in an Process in an OrganizationOrganization
The HR The HR Development Development Process in an Process in an OrganizationOrganization
Figure 10–7
© 2002 Southwestern College Publishing. All rights reserved. 10–18
The HR Development ProcessThe HR Development ProcessThe HR Development ProcessThe HR Development Process
Re-DevelopmentRe-DevelopmentRe-DevelopmentRe-Development
Make or Buy?Make or Buy?Make or Buy?Make or Buy?
Developing Developing Specific Specific
CapabilitiesCapabilities
Developing Developing Specific Specific
CapabilitiesCapabilities
Lifelong Lifelong LearningLearning
Lifelong Lifelong LearningLearning
HR HR DevelopmentDevelopment
HR HR DevelopmentDevelopment
© 2002 Southwestern College Publishing. All rights reserved. 10–19
Other Development IssuesOther Development IssuesOther Development IssuesOther 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. 10–20
Succession Planning ProcessSuccession Planning ProcessSuccession Planning ProcessSuccession Planning Process
Figure 10–8
© 2002 Southwestern College Publishing. All rights reserved. 10–21
Choosing a Development ApproachChoosing a Development ApproachChoosing a Development ApproachChoosing a Development Approach
Job-SiteJob-SiteMethodsMethods
Job-SiteJob-SiteMethodsMethods
Committee Committee Assignment/ Assignment/
MeetingsMeetings
Committee Committee Assignment/ Assignment/
MeetingsMeetings
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
IndividualIndividualCoachingCoaching
IndividualIndividualCoachingCoaching
© 2002 Southwestern College Publishing. All rights reserved. 10–22
Possible Means Used in a Learning OrganizationPossible Means Used in a Learning OrganizationPossible Means Used in a Learning OrganizationPossible Means Used in a Learning Organization
Figure 10–9
© 2002 Southwestern College Publishing. All rights reserved. 10–23
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)
© 2002 Southwestern College Publishing. All rights reserved. 10–24
Advantages and Disadvantages of Major Advantages and Disadvantages of Major Development ApproachesDevelopment Approaches
Advantages and Disadvantages of Major Advantages and Disadvantages of Major Development ApproachesDevelopment Approaches
Figure 10–10a
© 2002 Southwestern College Publishing. All rights reserved. 10–25
Advantages and Disadvantages of Major Advantages and Disadvantages of Major Development ApproachesDevelopment Approaches
Advantages and Disadvantages of Major Advantages and Disadvantages of Major Development ApproachesDevelopment Approaches
Figure 10–10b
© 2002 Southwestern College Publishing. All rights reserved. 10–26
Managerial Lessons and Job ExperienceManagerial Lessons and Job ExperienceManagerial Lessons and Job ExperienceManagerial Lessons and Job Experience
Figure 10–11
© 2002 Southwestern College Publishing. All rights reserved. 10–27
Management DevelopmentManagement DevelopmentManagement DevelopmentManagement Development
ManagerialManagerialModelingModeling
ManagerialManagerialModelingModeling
ManagementManagementCoachingCoaching
ManagementManagementCoachingCoaching
MentoringMentoringMentoringMentoring
ExecutiveExecutiveEducationEducation
ExecutiveExecutiveEducationEducation
© 2002 Southwestern College Publishing. All rights reserved. 10–28
Stages in Mentoring RelationshipsStages in Mentoring RelationshipsStages in Mentoring RelationshipsStages in Mentoring Relationships
Figure 10–12