1 / 27

Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT

Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT. Career Planning and Development Definitions. Career - General course that a person chooses to pursue throughout working life

Anita
Télécharger la présentation

Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Human Resource Management 10th EditionAppendix Chapter 7 CAREER PLANNING AND DEVELOPMENT © 2008 by Prentice Hall

  2. Career Planning and Development Definitions • Career - General course that a person chooses to pursue throughout working life • Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them • Organizational career planning - Firm identifies paths and activities for individual employees as they develop © 2008 by Prentice Hall

  3. Career Planning and Development Definitions (Cont.) • Career path - Flexible line of movement through which employee may move during employment with company • Career development - Formal approach used by organization to help people acquire skills and experiences needed to perform current and future jobs © 2008 by Prentice Hall

  4. Career Planning • Process where plan life’s work • Evaluates abilities and interests • Considers alternative career planning • Establishes goals • Plans developmental activities © 2008 by Prentice Hall

  5. Individual Career Planning: The Self-Assessment • Process of learning about oneself • Realistic self-assessment may help person avoid mistakes • Getting to know yourself is not a singular event • Should be viewed as continuous process • primary responsibility for career planning rests with the individual © 2008 by Prentice Hall

  6. Strength/Weakness Balance Sheet • Self-evaluation procedure, developed originally by Benjamin Franklin that assists people in becoming aware of strengths and weaknesses • Individual lists strengths and weaknesses as he or she perceives them • Perception of weakness often becomes a self-fulfilling prophecy © 2008 by Prentice Hall

  7. Likes and Dislikes Survey • Assists individuals in recognizing restrictions they place on themselves • Looking for qualities you want in job and attributes of job you do not want © 2008 by Prentice Hall

  8. Using the Web for Self-Assessment Assistance • Valuable information available • Some sites free, others charge modest fee © 2008 by Prentice Hall

  9. Using the Web for Career Planning Assistance • Large amount of free information available • Develop and maintain a professional network • Investigate specific companies © 2008 by Prentice Hall

  10. Organizational Career Planning Planned succession of jobs worked out by a firm to develop its employees Begins with a person’s job placement and initial orientation Organizational career planning must closely parallel individual career planning if a firm is to retain its best and brightest workers © 2008 by Prentice Hall

  11. Objectives Organizational Career Planning Expected to Achieve • Effective development of available talent • Self-appraisal opportunities for employees considering new or nontraditional career paths • Development of career paths that cut across divisions and geographic locations • Demonstration of a tangible commitment to EEO and affirmative action © 2008 by Prentice Hall

  12. Objectives Organizational Career Planning Expected to Achieve (Cont.) • Satisfaction of employees’ specific development needs • Improvement of performance • Increased employee loyalty and motivation • Method of determining training and development needs © 2008 by Prentice Hall

  13. Career Paths • Traditional career path • Network career path • Lateral skill path • Dual career path • Adding value to your career • Demotion • Free agents (being own boss) © 2008 by Prentice Hall

  14. Traditional Career Path Employee progresses vertically upward in organization from one specific job to the next Not as viable a career path option today © 2008 by Prentice Hall

  15. Network Career Path • Both vertical job sequence and horizontal opportunities • Recognize experience interchangeable at certain levels and broad experience at one level needed before promotion to next level © 2008 by Prentice Hall

  16. Lateral Skill Path • Lateral moves within company • Employee becomes revitalized and finds new challenges • No pay or promotion involved • Opportunity to develop new skills © 2008 by Prentice Hall

  17. Dual Career Path Technical specialists contribute expertise without having to become managers © 2008 by Prentice Hall

  18. Adding Value to Retain Present Job • Workers view themselves as independent contractors who must constantly improve their skills to continually add value to organization • Workers need to develop own plan © 2008 by Prentice Hall

  19. Demotion • A more realistic option today with limited promotional opportunities and the fast pace of technological change • Senior employee can escape unwanted stress without being a failure © 2008 by Prentice Hall

  20. Free Agents Take charge of all or part of career by being own boss or working for others in ways that fit particular needs or wants © 2008 by Prentice Hall

  21. Career Planning and Development Methods • Manager/Employee Self-Service • Discussion with knowledgeable individuals • Company material • Performance appraisal system • Workshops • Personal development plans © 2008 by Prentice Hall

  22. Developing Unique Segments of the Workforce • Baby Boomers • Developing Generation X employees • Developing the new factory workers • Generation Y -- As Future Employees • Generation I -- As Future Employees © 2008 by Prentice Hall

  23. Baby Boomers • People born between just after World War II through the mid-1960s • Corporate downsizing in the 1980s and 1990s cast aside millions of baby boomers • Now returning • Do not appear ready to retire © 2008 by Prentice Hall

  24. Generation X Employees • Label affixed to the 40 million American workers born between the mid-1960s and late 1970 • Xers careers not founded on relationship with any one employer © 2008 by Prentice Hall

  25. The New Factory Worker • Life on factory line requires more brains than brawn • Laborers identifying skills and educational strengths and weaknesses and adaptability © 2008 by Prentice Hall

  26. Generation Y -- As Present and Future Employees • People born between the late 1970s and early 1990s • Never wound a watch, dialed a rotary phone, or plunked the keys of a manual typewriter • Leading edge of generation that will be richest, smartest and savviest ever • Often referred to as the echo boomers, and nexters • Want a workplace that is both fun and rewarding • Childhoods have been short-lived © 2008 by Prentice Hall

  27. Generation I -- As Future Employees • Bill Gates, chairman of Microsoft Corporation, referred to children born after 1994 as Generation I • First generation to grow up with Internet • Internet will change Generation I’s world as much as television transformed world after World War II © 2008 by Prentice Hall

More Related