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Introduction
Restructuring of organizations makes it essential that companies reconsider the concepts of career and career management in order to retain and motivate employees. Companies successful at managing employee growth that accompanies business expansion emphasize that employees are to be responsible for career management.
Introduction (continued)
These companies do provide resources supporting careers such as development opportunities, mentoring, and training managers in how to coach employees. A major challenge is how to balance advancing current employees careers with simultaneously attracting and acquiring employees with new skills.
%
48.4 42.6 41.8 31.8 25.1 23.0 22.0 17.0 16.5 16.0 13.6 12.6 10.5 10.3 7.7
Other Research
Retention Items
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Career growth, learning and development Exciting work and challenge Meaningful work, making a difference and a contribution Great people Being part of a team Good boss Recognition for work well done Fun on the job Autonomy, sense of control over work Flexibility for example, in work hours and dress code Fair pay and benefits Inspiring leadership Pride in organization, its mission and quality of product Great work environment Location
Strategic Vision
A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent
Core Values
The strong and enduring beliefs and principles that the company uses as a foundation for its decisions
Internal Analysis
Composition
Alliance/partners
Individuals and groups with unique skills, but those skills are not directly related to a companys core strategy.
Example: Independent product label designer
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
HR is growing in importance, if
we envision and manage HR as a business
Consumer Consumer Markets Markets
Value Value delivery delivery better better than than competitors competitors
Enterprise Strategy and Objectives
Competitive HR Services
Dependable HR Controls
Performance Appraisals
Performance Appraisal
The process of formally evaluating performance and feedback to an employee
Two Purposes of Performance Appraisal 1. Evaluationdocument and let people know how well they are doing; judgmental role. 2. Developmentidentify how training and support can improve performance; counseling role.
Career Planning
The process of managing career goals and individual capabilities with opportunities for their fulfillment
Career management
The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.
Career development
The lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfillment.
Careers today
Careers are no simple progressions of employment in one or two firms with a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.
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From the companys perspective, the failure to motivate employees to plan their careers can result in:
A shortage of employees to fill open positions Lower employee commitment Inappropriate use of monies allocated for training and development programs
From the employees perspective, lack of career management can result in:
Frustration Feelings of not being valued by the company Being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing.
Career Insight
Employee Value
Be aware of skill strengths and weaknesses Participate in learning activities Cope with less than ideal working conditions Avoid skill obsolescence
Career Identity
What Is A Career?
Traditional Career
Sequence of positions held within an occupation Context of mobility is within an organization Characteristic of the employee
Protean Career
Frequently changing based on changes in the person and changes in the work environment Employees take major responsibility for managing their careers
Traditional Career
Promotions Salary increase Security for commitment Vertical Company Linear and expert Know how Heavy reliance on formal training
Protean Career
Psychological success Employability for flexibility Lateral Employee Spiral and transitory Learn how Greater reliance on relationships and job experiences
Establishment
Advancement, growth, security, develop life style
Maintenance
Hold on to accomplishments , update skills
Disengagement
Retirement planning, change balance between work and nonwork Phasing out of work
Activities
Sponsor
30 45 2 10 years
The Individual
Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans.
The Manager
Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans.
The Organization
Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
Succession-Planning Checklist
RATE THE SUCCESS OF YOUR SUCCESSION PLANNING For each characteristic of a bestpractice succession-planning and management program appearing in the left column below, enter a number to the right to indicate how well you believe your organization manages that characteristic. Ask other decision makers in your organization to complete this form individually. Then compile the scores and compare notes.
Scores
Source: From William J. Rothwell, Putting Success into Your Succession Planning, The Journal of Business Strategy 23, no. 3 (May/June 2002): 3237. Republished with permission Thomson Media, One State Street, 26th Floor, New York, NY 10004.
Source: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 2223. In addition to career development training and follow-up support, First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment and planning tools.
Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
Acquire
Develop
Deploy
Assignments for A Players
Retain
Deficiencies
Minimal alignment with business strategy Less effective given labor market realities Does not maximize the yield
2. Deploy Retain
Advantages
Focused on productivity of critical talent Creates dividends for acquisition and retention
Business Development
Technology Platform Mgr Demand Planning Mgr
Strategic Support
Core Support
Critical Position
Strategic Support
Critical Position
Strategic Support
For Core Support Positions Reduce talent investments or outsource For Strategic Support Positions Maintain investments and buy talent
For Critical Positions regardless of level Increase access to investments and build talent by feeding from strategic support positions
Serves to define: Future business demand for critical talent Opportunities presented by the external market Potential to maximize existing talent
Develop
Commitment
Deploy
Performance Alignment
Learning is social in nature - people learn through their interactions with others, especially when tasked with real-life issues People are more committed to the learning that occurs when they are tested in ways that matter, especially when they collaborate with or are accountable to others
Connect
Capability
Develop
Commitment
Deploy
Performance Alignment
Connect
Capability
Develop
Commitment
Deploy
Performance Alignment
Connect
Appraiser
Advisor
Referral agent