Transcript Document

Chapter 12
Career Planning & Development
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Talent Management System
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Comprehensive method for monitoring and tracking
employee skills and abilities
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Identify the KSAOs required for all jobs
The complete set of KSAOs is compiled into a master list.
The current workforce will need to be assessed for its
competence in this set of KSAOs
When positions come open, managers make a query to the
talent management system to determine which employees are
ready to come into open positions.
Often coupled with specific human resources
information systems (HRIS) to facilitate tracking
KSAOs in the workforce
6-2
Career Development Centers
Provide employees with opportunities to
take interest inventories, assess their
personal career goals, and interview with
representatives across the organization
 Can be an effective retention tool for
employees who desire a change, but the
cost is often very high so ROI should be
assessed regularly
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6-3
Hierarchical Mobility Paths
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Alternative Mobility Paths
6-5
Legal Issues: Glass Ceiling Overcoming Barriers
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Ways to Improve Advancement for
Women and Minorities
Examine the organizational culture
 Drive change through management
commitment
 Foster inclusion
 Educate and support women in career
development
 Measure for change
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6-6
Chapter 8
The Selection Process –
Making a Job Offer
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Job Offer Process
 Formulation
of job offer
 Presentation
 Job
of job offer
offer acceptance or rejection
 Reneging
12-8
Formulation of Job Offer
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Knowledge of competitors
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Labor demand issues
Who are the competitors?
 What terms and conditions are they offering for
the job for which the hiring organization is
staffing?
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Labor supply issues
Offers need to attract number of staff required
 Offers need to consider KSAOs of each offer
receiver and the worth of the KSAOs
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12-9
Formulation of Job Offer (continued)
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Policies on negotiations and initial offers
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Job offers occur for both external / internal staffing
Consider costs of job offer being rejected by
candidate
Candidates may be receiving counteroffers from
current employer
Currently employed candidates incur costs for
leaving and expect a “make whole” offer
Candidates are sophisticated in presenting their
demands
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Formulation of Job Offer (continued)
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Strategies for presenting initial offer
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Lowball
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Competitive
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offering the lower bounds of terms and
conditions to the receiver
an offer that is “on the market,” neither too high
nor too low
Best shot
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gives a high offer, one right at the upper bounds
of feasible terms and conditions
12-11
Job Offer Content
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Job title
Starting date, location
Duration (for temporary
positions)
Hours
Exempt/non-exempt
status
Compensation
Benefits
Perquisites
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Special hiring
inducements
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Hiring bonuses
Relocation assistance
Conditional offer
Other terms and
conditions
Employment at-will
Acceptance terms
Expiration date for offer
12-12
Legal Issues
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Authorization to work
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Negligent hiring
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Under IRCA, company is prohibited from
hiring or continuing to employ
an alien not authorized to work in U.S.
Workplace torts issue involving claims by an injured
plaintiff that plaintiff was harmed by an unfit
employee who was negligently hired by company
Employment-at-will
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Involves right of either employer or employee to
unilaterally terminate employment relationship
12-13