Transcript Managing Human Resources 15e.

Expanding the Talent Pool:
Recruitment and Careers
The Challenges of Human Resources Management
© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1–1
Chapter Objectives
After studying this chapter, you should be able to
LEARNING OUTCOME 1
Describe how a firm’s strategy affects its recruiting efforts.
LEARNING OUTCOME 2
Outline the methods by which firms recruit internally.
LEARNING OUTCOME 3
Outline the methods by which firms recruit externally.
LEARNING OUTCOME 4
LEARNING OUTCOME 5
LEARNING OUTCOME 6
Explain the techniques organizations can use to improve
their recruiting efforts.
Explain how career management programs integrate the
needs of
individual employees and their organizations.
Explain why diverse recruitment and career development
activities are important to companies.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
2 of 35
36
Strategic Aspects of Recruiting
• Decisions about talent — regardless of whether they
pertain to recruiting, transferring, promoting, developing,
or deploying people—need to be considered within the
context of a business’s strategies and priorities.
• The broad factors that can affect a firm’s
recruiting strategy include a firm’s




Recruiting abilities (who should do the recruiting),
whether to recruit externally versus internally,
the labor market for the types of positions it is
recruiting for, including global labor markets, and
the strength of a firm’s employment “brand.”
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
3 of 35
36
Who Should Do the Recruiting?
• HR recruiters or generalist (large firms)
• Managers and/or Supervisors (smaller firms)
• Work Teams, or
• Recruiting Process Outsourcing (RPO)

The practice of outsourcing an organization’s recruiting
function to an outside firm.
• Regardless of who recruits, the individual must have
a good understanding of the KSA’s, and the other
characteristics required for the job and be
personable, enthusiastic, and competent.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
4 of 35
36
Should a Firm Recruit Internally or Externally?
• Most managers try to follow a policy of filling job
vacancies above the entry-level position through
promotions and transfers.
• By filling vacancies in this way, an organization can
capitalize on the investment it has made in recruiting,
selecting, training, and developing its current
employees, who might look for jobs elsewhere if they
lack promotion opportunities.
• There are Advantages and Disadvantages to both.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5 of 35
36
Labor Markets
• Labor Market

Area from which applicants are to be recruited.
– Tight market: high employment, few available workers
– Loose market: low employment, many available workers
• Factors determining the relevant labor market:





Skills and knowledge required for a job
Level of compensation offered for a job
Reluctance of job seekers to relocate
Ease of commuting to workplace
Location of job (urban or nonurban)
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
6 of 35
36
Global Labor Markets
• Why Recruit Globally?


To develop better products via a global workforce
To attract the best talent wherever it may be
• International Recruiting Issues






Local, national, and international laws
Different labor costs
Different pre-employment and compensation practices
Cultural differences
Security
Visas and work permits
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
7 of 35
36
Branding
• Refers to a company’s efforts to help existing and
prospective workers understand why it is a
desirable place to work.



Think of applicants as consumers
Social network
Philanthropic activities
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
8 of 35
36
1
Marriott’s Recruitment Principles
#1: Get It Right the First Time
#2: Money Is a Big Thing, But . . .
#3: A Caring Workplace Is a Bottom-Line Issue
#4: Promote from Within
#5: Build the Employment Brand
© 2010Learning.
South-Western,
a part ofMay
Cengage
Learning.
All or
rights
© 2012
All Rights
Reserved.
be not
copied,
scanned,scanned,
duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.not
May
be copied,
or duplicated,
or in for
part,
for use as
reserved.
permitted
in
a
license
distributed
with
a
certain
product
or
service
or
otherwise
on
a password-protected
website for classroom
use.
permitted in a license distributed with a certain product or service or otherwise
on a password-protected
website for
classroom use.
5–9
9 of 35
36
Recruiting Internally
• Internal Job Postings
• Identifying Talent through Performance Appraisals
• Skills Inventories and Replacement Charts
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
10 of 35
36
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
11 of 35
36
Warning Signs of a Weak Talent “Bench”
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
12 of 35
36
Recruiting Externally
• Advertisements
• Walk-Ins and Unsolicited Applications and Résumés
• The Internet, Social Networking, and Mobile Recruiting
• Job Fairs
• Employee Referrals
• Re-recruiting
• Executive Search Firms

Korn/Ferry International, Heidrick & Struggles
• Educational Institutions
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
13 of 35
36
Recruiting Externally (cont.)
• Professional Associations
• Labor Unions
• Public Employment Agencies
• Private Employment and Temporary Agencies
• Employee Leasing
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
14 of 35
36
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
15 of 35
36
Major Temporary Help Agencies
in the United States
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
16 of 35
36
Improving the Effectiveness of Recruiting
• Using Realistic Job Previews
• Surveys
• Recruiting Metrics
Surveys
Recruiting Metrics
Effectiveness
of
Recruitment
Realistic Job Previews
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
17 of 35
36
Recruiting Metrics
• Quality of Fill Statistics
• Quality of Hire = (PR + HP + HR) / N




PR = Average job performance rating of new hires
HP = % of new hires reaching acceptable productivity with
acceptable time frame
HR = % of new hires retained after one year
N = number of indicators
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
18 of 35
36
Recruiting Metrics (cont.)
• Example:

PR = Average 3.5 on a 5.0 scale = 70%

HP = Of 100 hires made one year ago, 75 are
meeting acceptable productivity levels = 75%

HR 5 20% turnover = 80% HR

N=3

Quality of Hire = (70 + 75 + 80) / 3 = 75
The result is a quality level of 75 percent for new
employees hired during the year.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
19 of 35
36
Recruiting Metrics (cont.)
• Time to Fill

refers to the number of days from when a job
opening is approved to the date the person
ultimately chosen for the job is selected
• Yield Ratios

The percentage of applicants from a
recruitment source that make it to the next
stage selection process
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
20 of 35
36
Time-to-Fill Calculations
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
21 of 35
36
Costs of Recruitment
• Cost of Recruitment (per employee hired)
SC AC  AF  RB  NC

H
H
SC
AC
AF
RB
NC
H
= source cost
= advertising costs, total monthly expenditure (example: $32,000)
= agency fees, total for the month (example: $21,000)
= referral bonuses, total paid (example: $2,600)
= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
= total hires (example: 119)
Cost to hire one employee = $467.23
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
22 of 35
36
The Career Management Goal:
Matching Individual and Organizational Needs
The Employee’s Role
The Organization’s Role
Career
Management
Individual and
Organizational Goals
© 2010Learning.
South-Western,
a part ofMay
Cengage
Learning.
All or
rights
© 2012
All Rights
Reserved.
be not
copied,
scanned,scanned,
duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.not
May
be copied,
or duplicated,
or in for
part,
for use as
reserved.
permitted
in
a
license
distributed
with
a
certain
product
or
service
or
otherwise
on
a password-protected
website for classroom
use.
permitted in a license distributed with a certain product or service or otherwise
on a password-protected
website for
classroom use.
5–23
23 of 35
36
Career Management: Developing
Talent over Time
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
24 of 35
36
The Organization’s Role:
Establishing a Favorable Context
• Management
Participation
– Provide top management
support
– Provide collaboration
between line managers
and HR managers
– Train management
personnel
• Setting Goals
– Plan human resources
strategy
• Changing HR Policies
– Provide for job rotation
– Provide outplacement
service
• Announcing the Program
– Explain its philosophy
© 2010Learning.
South-Western,
a part ofMay
Cengage
Learning.
All or
rights
© 2012
All Rights
Reserved.
be not
copied,
scanned,scanned,
duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.not
May
be copied,
or duplicated,
or in for
part,
for use as
reserved.
permitted
in
a
license
distributed
with
a
certain
product
or
service
or
otherwise
on
a password-protected
website for classroom
use.
permitted in a license distributed with a certain product or service or otherwise
on a password-protected
website for
classroom use.
5–25
25 of 35
36
Blending the Goals of Individual Employees
with the Goals of the Organization
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
26 of 35
36
Identifying Career Opportunities and
Requirements
• Competency Analysis
– Measures three basic competencies for each
job: know-how, problem solving, and
accountability.
• Job Progressions
– The hierarchy of jobs a new employee might
experience, ranging from a starting job to jobs
that require more knowledge and/or skill.
• Career Paths
– Lines of advancement in an occupational field
within an organization.
© 2010
South-Western,
a partReserved.
of Cengage
Learning.
Allscanned,
rights reserved.
©
Learning.
All Rights
May not
be not
copied,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
© 2012
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
scanned,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5–27
27 of 35
36
Identify Job Progressions and Career Paths
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
28 of 35
36
Alternative Career Moves
Promotion
Exit
Career
Moves
Transfer
Demotion
© 2010Learning.
South-Western,
a part ofMay
Cengage
Learning.
All or
rights
© 2012
All Rights
Reserved.
be not
copied,
scanned,scanned,
duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.not
May
be copied,
or duplicated,
or in for
part,
for use as
reserved.
permitted
in
a
license
distributed
with
a
certain
product
or
service
or
otherwise
on
a password-protected
website for classroom
use.
permitted in a license distributed with a certain product or service or otherwise
on a password-protected
website for
classroom use.
5–29
29 of 35
36
Recognize Different Career Paths
• Promotion

A change of assignment to a job at a higher level in
the organization
• Transfer

Placement of an individual in another job for which the
duties, responsibilities, status, and remuneration are
approximately equal to those of the previous job
• Consider Dual Career Paths for Employees
• Consider the Boundaryless Career
• Help Employees Progress beyond Career Plateaus
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
30 of 35
36
Human Capital Profiles
for Two Different Careers
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
31 of 35
36
Career Change Organizational
Assistance
• Relocation services
– Services provided to an employee who is
transferred to a new location:
• Help in moving, in selling a home, in orienting to a
new culture, and/or in learning a new language.
• Outplacement services
– Services provided by organizations to help
terminated employees find a new job.
© 2010
South-Western,
a partReserved.
of Cengage
Learning.
Allscanned,
rights reserved.
©
Learning.
All Rights
May not
be not
copied,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
© 2012
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
scanned,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5–32
32 of 35
36
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
33 of 35
36
Successful Career-Management Practices
• Placing clear expectations on employees.
• Giving employees the opportunity for transfer.
• Providing a clear and thorough succession plan
• Encouraging performance through rewards
and recognition.
• Giving employees the time and resources they need
to consider short- and long-term career goals.
• Encouraging employees to continually assess their
skills and career direction.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
34 of 35
36
Successful Career-Management Practices (cont.)
• Lack of time, budgets, and resources for
employees to plan their careers and to
undertake training and development.
• Rigid job specifications, lack of leadership
support for career management, and a
short-term focus.
• Lack of career opportunities and pathways
within the organization for employees.
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
35 of 35
36
The Plateauing Trap
• Career Plateau
– Situation in which for either organizational or
personal reasons the probability of moving up
the career ladder is low.
• Types of Plateaus
– Structural plateau: end of advancement
– Content plateau: lack of challenge
– Life plateau: crisis of personal identity
© 2010
South-Western,
a partReserved.
of Cengage
Learning.
Allscanned,
rights reserved.
©
Learning.
All Rights
May not
be not
copied,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
© 2012
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
scanned,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5–36
36 of 35
36
Career Plateau Questions
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
37 of 35
36
Determining Individual Development
Needs
• Fast-track Program
– A program that encourages young managers
with high potential to remain with an
organization by enabling them to advance
more rapidly than those with less potential.
• Career Self-Management Training
– Helping employees learn to continuously
gather feedback and information about their
careers.
– Encouraging them to prepare for mobility.
© 2010
South-Western,
a partReserved.
of Cengage
Learning.
Allscanned,
rights reserved.
©
Learning.
All Rights
May not
be not
copied,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
© 2012
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
scanned,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5–38
38 of 35
36
Mentoring
• Mentors
– Executives who coach, advise, and encourage
individuals of lesser rank.
• Mentoring functions
– Functions concerned with the career
advancement and psychological aspects of the
person being mentored.
• E-mentoring
– Brings experienced business
professionals together with
individuals needing counseling.
© 2010
South-Western,
a partReserved.
of Cengage
Learning.
Allscanned,
rights reserved.
©
Learning.
All Rights
May not
be not
copied,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
© 2012
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
scanned,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
5–39
39 of 35
36
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
40 of 35
36
Mentoring Functions
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
41 of 35
36
Developing a Diverse Talent Pool
• Recruiting and Developing Women
• Eliminating Women’s Barriers to Advancement


Advancing Women to Management
Accommodating Families
• Recruiting and Developing Minorities
• Providing Minority Internships
• Advancing Minorities to Management
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
42 of 35
36
Other Important Talent Concerns
• Recruiting the Disabled
• Employing the Older Workforce
• Employing Dual Career Couples
© 2012
Learning.
All Rights
Reserved.
May not
be not
copied,
scanned,scanned,
or duplicated,
in whole or in
in whole
part, except
useexcept
as
©
2012Cengage
Cengage
Learning.
All Rights
Reserved.
May
be copied,
or duplicated,
or in for
part,
for use as
permitted
distributed
withwith
a certain
product
or service
or otherwise
on a password-protected
website for classroom
use.
permittedinina alicense
license
distributed
a certain
product
or service
or otherwise
on a password-protected
website for
classroom use.
43 of 35
36