Human Resource

Management
1

ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter
10

Managing Careers
2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

After studying this chapter, you should be able to:

1. Compare employers traditional and career planningoriented HR focuses.
2. Explain the employees, managers, and employers
career development roles.
3. Describe the issues to consider when making
promotion decisions.
4. Describe the methods for enhancing diversity through
career management.
5. Answer the question: How can career development
foster employee commitment?

2008 Prentice Hall, Inc. All rights reserved.

103

 2008 Prentice Hall, Inc. All rights reserved.

104

Career management and job satisfaction

http://hrweb.berkeley.edu/learning/career-de
velopment/career-management/planning/resourc
es-managers

http://
www.truity.com/test/holland-code-career-test

2008 Prentice Hall, Inc. All rights reserved.

105

The Basics Of Career Management

Career
Management

Career
Development

Employees
Careers

Career
Planning

2008 Prentice Hall, Inc. All rights reserved.

106

TABLE 101

Traditional Versus Career Development Focus

HR Activity

Traditional Focus

Career Development Focus

Human
resource
planning

Analyzes jobs, skills, tasks

present and future. Projects
needs. Uses statistical data.

Adds information about individual

interests, preferences, and the like to
replacement plans.

Recruiting and
placement

Matching organizations
needs with qualified
individuals.

Matches individual and jobs based on

variables including employees career
interests and aptitudes.

Training and
development

Provides opportunities for

learning skills, information,
and attitudes related to job.

Provides career path information.

Adds individual development plans.

Performance
appraisal

Rating and/or rewards.

Adds development plans and individual

goal setting.

Compensation
and benefits

Rewards for time,

productivity, talent, and so on.

Adds tuition reimbursement plans,

compensation for non-job related
activities such as United Way.

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River,
NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2008.
2008 Prentice Hall, Inc. All rights reserved.

107

FIGURE 101
Employee
Career
Development
Plan

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports Inc., 141 Mill Rock Road
East, Old Saybrook, CT 2004.
2008 Prentice Hall, Inc. All rights reserved.

108

TABLE 102

Roles in Career Development

Individual

Manager

Accept responsibility for your own career.

Assess your interests, skills, and values.

Provide timely and accurate performance

feedback.
Provide developmental assignments and
support.
Participate in career development
discussions with subordinates.
Support employee development plans.

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.

Employer
Communicate mission, policies, and procedures.
Provide training and development opportunities, including workshops.
Provide career information and career programs.
Offer a variety of career paths.
Provide career-oriented performance feedback.
Provide mentoring opportunities to support growth and self-direction.
Provide employees with individual development plans.
Provide academic learning assistance programs.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall,
1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18,
2007.

2008 Prentice Hall, Inc. All rights reserved.

109

Choosing a Mentor
Choose an appropriate potential mentor.
Dont be surprised if youre turned down.
Be sure that the mentor understands what you
expect in terms of time and advice.
Have an agenda.
Respect the mentors time.

2008 Prentice Hall, Inc. All rights reserved.

1010

TABLE 103

Possible Employer Career Planning and Development Practices

Job postings

Career booklets/pamphlets

Formal education/tuition
reimbursement

Written individual career plans

Performance appraisal for career

planning
Counseling by manager
Lateral moves/job rotations
Counseling by HR
Pre-retirement programs
Succession planning
Formal mentoring
Common career paths
Dual ladder career paths

Career workshops
Assessment Center
Upward appraisal
Appraisal committees
Training programs for managers
Orientation/induction programs
Special needs (highfliers)
Special needs (dual-career couples)
Diversity management
Expatriation/repatriation

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56;
www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
2008 Prentice Hall, Inc. All rights reserved.

1011

The Employers Role in

Career Development
Realistic Job
Previews

Networking and
Interactions

Challenging
First Jobs

Employers
Role
Career-Oriented
Appraisals

Mentoring

Job
Rotation

2008 Prentice Hall, Inc. All rights reserved.

1012

Innovative Corporate Career

Development Initiatives
1. Provide each employee with an individual budget.
2. Offer on-site or online career centers.
3. Encourage role reversal.
4. Establish a corporate campus.
5. Help organize career success teams.
6. Provide career coaches.
7. Provide career planning workshops.
8. Utilize computerized on- and offline career
development programs.
2008 Prentice Hall, Inc. All rights reserved.

1013

FIGURE 102
Sample
Agenda
Two-Day
Career
Planning
Workshop

2008 Prentice Hall, Inc. All rights reserved.

1014

Managing Promotions and Transfers

Making Promotion
Decisions

Decision 1:
Is Seniority or
Competence
the Rule?

Decision 2:
How Should
We Measure
Competence?

2008 Prentice Hall, Inc. All rights reserved.

Decision 3:
Is the Process
Formal or
Informal?

Decision 4:
Vertical,
Horizontal, or
Other?

1015

Handling Transfers
Employees reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities

Employers reasons for transferring employees

To vacate a position where an employee is no longer

needed.
To fill a position where an employee is needed.
To find a better fit for an employee within the firm.
To boost productivity by consolidating positions.
2008 Prentice Hall, Inc. All rights reserved.

1016

Enhancing Diversity Through

Career Management
Sources of bias and discrimination
Too few people of color employed in the hiring

department
The old-boy network of informal friendships
A lack of women mentors
A lack of high-visibility assignments and

developmental experiences (glass ceiling)

A lack of company role models for members of

the same racial or ethnic group

Inflexible organizations and career tracks
2008 Prentice Hall, Inc. All rights reserved.

1017

Taking Steps to Enhance Diversity:

Womens and Minorities Prospects
Take Their
Career Interests
Seriously
Institute Flexible
Schedules and
Career Tracks

Eliminate the
Glass Ceiling
2008 Prentice Hall, Inc. All rights reserved.

Eliminate
Institutional
Barriers

Improve
Networking and
Mentoring
1018

Career Management and

Employee Commitment
Comparing Yesterdays and Todays
Employee-Employer Contract

Old Contract:
Do your best and be loyal to us,
and well take care of your career.

2008 Prentice Hall, Inc. All rights reserved.

New Contract:
Do your best for us and be loyal to
us for as long as youre here, and
well provide you with the
developmental opportunities youll
need to move on and have a
successful career.

1019

Career Management and

Employee Commitment (contd)
Commitment-oriented
career development
efforts

Career
Development
Programs

2008 Prentice Hall, Inc. All rights reserved.

CareerOriented
Appraisals

1020

Career Management and

Employee Commitment (contd)

Career
Development
Programs

2008 Prentice Hall, Inc. All rights reserved.

CommitmentOriented
Career
Development
Efforts

CareerOriented
Appraisals

1021

FIGURE 103
Sample
Performance
Review
Development
Plan

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports, Inc., 141 Mill Rock
Road East, Old Saybrook, CT 2004.
2008 Prentice Hall, Inc. All rights reserved.

1022

Retirement
Preretirement Counseling Practices
Explanation of Social Security benefits
Leisure time counseling
Financial and investment counseling
Health counseling
Psychological counseling
Counseling for second careers
Counseling for second careers inside the company

2008 Prentice Hall, Inc. All rights reserved.

1023

Attracting and Retaining Older Workers

Create a Culture that

Honors Experience

HR Practices
for Older
Workers

Offer Flexible Work

Offer Part-Time Work

2008 Prentice Hall, Inc. All rights reserved.

1024

KEY TERMS
career
career management
career development
career planning
career planning and development
reality shock
job rotation
mentoring
promotions
transfers
retirement

2008 Prentice Hall, Inc. All rights reserved.

preretirement counseling
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors

1025

Human Resource
Management
1

ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 10
Appendix

Managing Careers
2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

Identify Your Career Stage

Growth Stage
Exploration Stage
Establishment Stage
Trial substage
Stabilization substage
Midcareer crisis substage

Maintenance Stage
Decline Stage

2008 Prentice Hall, Inc. All rights reserved.

1027

FIGURE 10A1 Choosing an Occupational Orientation

2008 Prentice Hall, Inc. All rights reserved.

1028

John holland: career test

http://www.123test.com/holland-codes-career-te
sts/

2008 Prentice Hall, Inc. All rights reserved.

1029

TABLE 10A1

Examples of Occupations that Typify Each Occupational Theme

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

Engineers

Physicians
Psychologists

Auto Sales
Dealers

Public
Relations
Executives

School
Administrators

A Wide Range
of Managerial
Occupations,
including:

Accountants

Carpenters

Advertising
Executives

Research and
Development
Managers

Military
Officers

Bankers
Credit
Managers

Chamber of
Commerce
Executives
Investment
Managers
Lawyers

2008 Prentice Hall, Inc. All rights reserved.

1030

FIGURE 10A2 Finding the Job You Should Want (Part 1)

Source: James Waldroop and Timothy Butler, Finding the Job You
Should Want, Fortune, March 2, 1998, p. 211. Copyright 1998
Time Inc. Reprinted by permission. All rights reserved.
2008 Prentice Hall, Inc. All rights reserved.

1031

FIGURE 10A3
Finding the Job
You Should Want
(Part 2)

Source: James Waldroop and

Timothy Butler, Finding the Job
You Should Want, Fortune, March
2, 1998, p. 212. Copyright 1998
Time Inc. Reprinted by
permission. All rights reserved.
2008 Prentice Hall, Inc. All rights reserved.

1032

Identify Your Career Anchors

Technical/
Functional
Competence

Security

Autonomy and
Independence

2008 Prentice Hall, Inc. All rights reserved.

Managerial
Competence

Creativity

1033

FIGURE 10A4
Finding the Job
You Should Want
(Part 3)

Source: James Waldroop and

Timothy Butler, Finding the
Job You Should Want,
Fortune, March 2, 1998, p.
214. Copyright 1998 Time
Inc. Reprinted by permission.
All rights reserved.
2008 Prentice Hall, Inc. All rights reserved.

1034

FIGURE 10A5 Occupational Outlook Handbook Online

Source: http://www.bls.gov//oco/, Accessed August 9, 2007.

2008 Prentice Hall, Inc. All rights reserved.

1035

FIGURE 10A6 Some Online Sources of Occupational Information

Career Guidance / Job Search
All Star Jobs

JobSniper

America's Career InfoNet

NationJob

Campus Career Center

O*Net Career Center (includes career assessment)

Career Magazine

Occupational Outlook Handbook

CareerExplorer

Personality Questionnaires Online

College Central Network

Quintessential Careers

CollegeGrad.com

SalaryExpert

Construct My Future (information about

construction careers)

Simply Hired

Cool Works
ERI's Career Salary and Cost of Living
Calculators
Futures in Nursing
hotjobs.com
Jammin Jobs!

Snag a Job
Streaming Futures (career advice from industry
leaders through online streaming video)
Think Big (information on technical careers)
Translation Industry Career Guide
True Careers

Job Bank USA

Try Tools (information about careers in

construction)

Job Web

You Apply Here (hourly and part-time employment)

JobProfiles.com
Source: Printed with permission from Mapping Your Future, a public service Web site providing career, college, financial
aid, and financial literacy information and services to students, families, and schools (http:/ /mapping-our-future.org).
2008 Prentice Hall, Inc. All rights reserved.

1036

Finding the Right Job

Do Your Own Local Research
Online Job Boards
Personal Contacts
Answering Advertisements
Employment Agencies
Executive Recruiters
Career Counselors
Executive Marketing Consultants
Employers Web Sites
2008 Prentice Hall, Inc. All rights reserved.

1037

FIGURE 10A7 CareerJournal.com

Source: Wall Street Journal by CareerJournal.com. Reproduced with

permission of Dow Jones & Co. Inc. via Copyright Clearance Center 2004.
2008 Prentice Hall, Inc. All rights reserved.

1038

Writing Your Rsum

Introductory Information
Job Objective
Job Scope
Your Accomplishments
Length
Personal Data
Make Your Rsum Scannable

2008 Prentice Hall, Inc. All rights reserved.

1039

FIGURE 10A8
Example of a
Good Rsum

2008 Prentice Hall, Inc. All rights reserved.

1040

Online Bios
Fill it with details
Avoid touchy subjects
Look the part
Make it search friendly
Use abbreviations
Say it with numbers
Carefully proofread

2008 Prentice Hall, Inc. All rights reserved.

1041

Handling the Interview

Prepare, Prepare, Prepare
Uncover the Interviewers
Needs
Relate Yourself to the
Persons Needs
Think Before Answering
Make a Good Appearance
and Show Enthusiasm

2008 Prentice Hall, Inc. All rights reserved.

1042