Dessler Cole Human Resources Management in Canada

Dessler & Cole Human Resources Management in Canada Canadian Tenth Edition Career Development Copyright © 2008 Pearson Education Canada

Career Planning and Development n process through which an employee ¨ becomes aware of personal career-related attributes ¨ undertakes activities that contribute to career fulfillment ¨ develops transferable skills for boundaryless careers spanning several organizations and/or industries Copyright © 2008 Pearson Education Canada 2

Individual’s Role In Career Development n n accept responsibility for own career requires: ¨ self-motivation ¨ independent learning ¨ effective time and money management ¨ self-promotion n networking is the foundation of effective career management Copyright © 2008 Pearson Education Canada 3

Manager’s Role In Career Development provide timely performance feedback n provide developmental assignments and support n participate in career development discussions n act as coach and advisor n Copyright © 2008 Pearson Education Canada 4

Employer’s Role In Career Development provide training and development opportunities n provide career information and career programs n offer a variety of career options n Copyright © 2008 Pearson Education Canada 5

Career Stages Affect Career Choices growth stage (birth to 14) n exploration stage (15 -24) n establishment stage (24 -44) n maintenance stage (45 -65) n decline stage (65+) n Copyright © 2008 Pearson Education Canada 6

Occupational Orientation Affects Career Choices Realistic n Investigative n Social n Conventional n Enterprising n Artistic n Copyright © 2008 Pearson Education Canada 7

Career Anchors Affect Career Choices n n n n Technical/functional Managerial competence Creativity Autonomy and independence Security Service/dedication Pure challenge Lifestyle Copyright © 2008 Pearson Education Canada 8

Responsibilities of the Organization n n n n avoid reality shock provide challenging initial jobs provide realistic job previews be demanding provide career-oriented performance appraisals provide career-planning workshops provide opportunities for mentoring become a learning organization Copyright © 2008 Pearson Education Canada 9

Managing Promotions seniority vs. competence n how to measure competence n formal vs. informal n vertical, horizontal, other n Copyright © 2008 Pearson Education Canada 10

Managing Transfers greater possibility of advancement n personal enrichment n more interesting job n greater convenience n two-thirds of transfers refused due to family/spousal concerns n Copyright © 2008 Pearson Education Canada 11

Management Development n attempt to improve current or future management performance by: ¨ imparting knowledge ¨ changing attitudes ¨ increasing skills Copyright © 2008 Pearson Education Canada 12

Management Development Process 1. 2. 3. assessing HR needs to achieve strategic objectives creating a talent pool developing managers Copyright © 2008 Pearson Education Canada 13

Succession Planning n n establish a strategic direction for the organization identify core leadership skills and competencies needed to achieve strategy identify people inside the organization who have or can acquire these skills/competencies and provide developmental opportunities implement a succession plan Copyright © 2008 Pearson Education Canada 14

Management Replacement Chart Division VP VP Production ***Jones, D. ^^^ Required Development: • none recommended Present Performance *** Outstanding ** Satisfactory * Needs Improvement VP Sales ** Able, J. ^^ Required Development: • job rotation into finance and production • executive development course in strategic planning • in-house development centre for 2 weeks Copyright © 2008 Pearson Education Canada VP Finance * Smith, B. ^ Required Development: • none recommended Promotion Potential ^^^ Ready now ^^ Needs training ^ Questionable 15

On-the-Job Management Development Techniques Developmental Coaching/ Action job understudy learning rotation approach Copyright © 2008 Pearson Education Canada 16

Off-the-Job Management Development Techniques n n Case study method Management games Outside seminars College/university programs n n Role playing Behaviour modelling In-house development centres Organizational development Copyright © 2008 Pearson Education Canada 17

Organization Development Team Building Survey Feedback Copyright © 2008 Pearson Education Canada 18

Executive Development n n n Canada facing a shortage of leadership talent Three basic requirements for successful leadership are knowledge, competency, character Six categories of leadership competencies: ¨ ¨ ¨ self-mastery futuring/vision sense-making/thinking design of intelligent action aligning people to action/leading adaptive learning Copyright © 2008 Pearson Education Canada 19

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