Part 3 Training and Developing Human Resources Chapter

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Part 3: Training and Developing Human Resources Chapter 8: Careers and HR Development Prepared by Linda Eligh, University of Western Ontario Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 8– 1

Learning Objectives After you have read this chapter, you should be able to: 1. Differentiate between organization-centred and individual-centred career planning. 2. Discuss several career issues that organizations and employees face. 3. Discuss the purpose of employee development and list options for development needs analyses. 4. Explain why succession planning has become more important. 5. Identify several management development methods. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 2

Employee Development • Significant Developments Ø More horizontal “ladders” in middle management Ø More strategic focus on core competencies Ø Careers as a series of projects, not upward steps in an organization Ø Career development now extends to all employees Ø In “new career” era, the individual manages own development, not the organization Ø Employees who change jobs and employers frequently are now the norm Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 3

Careers and Career Planning • Human Resource Capabilities Ø Reliable access to the required people (quantity) with the skills, abilities and attributes and competencies (quality) that the organization needs to meet its purpose and deliver its outputs, in accordance with its strategic goals. • Career Ø The series of work-related positions a person occupies through life. • Organization-Centred Career Planning Ø Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. • Individual-Centred Career Planning Ø Focuses on an individual’s career rather than on organizational needs. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 4

Global Career Development • Repatriation Ø Planning, training, and reassignment of global employees to their home countries. • Development Issues Ø Focusing on developing local managers as well as global executives. Ø Development areas typically include: v Cultural issues, running a business, leading and managing, handling problematic people, personal qualities, self, and career. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 10

Women and Careers • In 2002, the overall participation rate of Canadian women in the workforce reached a record-high of 60. 7% Ø “Sequencing”: v Women’s careers are often interrupted for child birth and child rearing and later return to work with a job that allows flexibility when they are older. Ø Glass ceiling: v The situation in which women fail to progress into top management positions. Ø Employers can tap into the female labour market with child care, flexible work policies, and a willingness to be accommodating. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 13

Aboriginal People and Careers • Mc. Cormick and Amundson’s Career-Life Planning Model for First Nations People Ø Connectedness Ø Balance Ø Roles and responsibilities Ø Gifts Ø Values Ø Inclusion of family and community members Ø Counselor as facilitator Ø Talking/healing circle format Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 14

Visible Minorities and Careers • Lost Opportunities Ø “Lack of fit” due to speaking with an accent Ø Work credentials not taken seriously • Taking Charge of Careers Ø Using networking and mentoring opportunities inside and outside the workplace Ø Fostering a “can do” attitude Ø Taking any job while applying for work more in line with credentials Ø Obtaining credentials from Canadian educational institutions Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 15

People with Disabilities and Careers ØLabour force participation is only 49%, making underemployment a serious concern ØWorkplace barriers are physical and attitudinal ØAccessibility continues to be problematic ØOnce employed, career development programs can begin ØEducation, training and transition programs need to become more flexible and accessible Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 16

Special Career Issues for Organizations and Employees • Career Plateaus Ø Employees who are “stuck” at a career level and lack opportunities for upward mobility. • Technical and Professional Workers Ø Dual-career ladders provide advancement pathways for specialists and technical employees. • Dual-Career Couples Ø Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 17

Global Transfers • HR employee relocation assistance policies that consider the concerns of dual-career couples: Ø Paying employment agency fees for the relocating partner Ø Paying for a designated number of trips for the partner to look for a job in the proposed new location Ø Helping the partner find a job in the same company or in another division or subsidiary of the company Ø Developing computerized job banks to share with other companies in the area that list partners available for job openings Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 20

Developing Human Resources • Development Ø Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication. • Organizational Needs Analyses Ø Future employee competencies Ø Employee and managerial succession Ø Retirements, promotions, transfers, departures Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 21

Development Needs Analyses • Assessment Centres Ø A collection of instruments and exercises designed to diagnose individuals’ development needs. v Intent is to identify management potential in participants. • Psychological Testing Ø Intelligence tests, verbal and mathematical reasoning tests, and personality tests are often used. Ø Interpretation of results is problematic. • Performance Appraisals Ø Serve as a source of development information. Ø Results can be difficult to interpret. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 25

Succession Planning • Succession Planning Ø The process of identifying a longer-term plan for the orderly replacement of key employees. • Succession in Small and Closely Held Organizations Ø Important in small and medium-sized firms, but studies show that few of these firms formalize succession plans. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 26

Choosing a Development Approach Coaching Learning Organization Corporate Universities-Career Development Committee Assignment Job-Site Methods On-line Development Copyright © 2008 by Nelson, a division of Thomson Canada Limited. Job Rotation “Assistant-to” Positions 28

Choosing a Development Approach (cont’d) Classroom Courses and Degrees Human Relations Training Off-Site Methods Simulations (Business Games) Outdoor Training Sabbaticals and Leaves of Absence Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 30

Management Development Methods Leadership Development Managerial Modeling Management Coaching Supervisory Development Management Mentoring and the Glass Ceiling Management Mentoring Executive Education Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 34

Problems with Management Development Efforts • Inadequate HR planning and a lack of coordination of HR development efforts. Ø Failing to conduct adequate needs analysis, trying out fad programs or training methods, and substituting training for selecting qualified individuals. • Encapsulated Development Ø A situation in which an individual learns new methods and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods. Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 36