Transcript Human Resource Management TENTH EDITON SECTION 3 Training and Developing Human Resources Robert L. Mathis  John H.

Human Resource
Management
TENTH EDITON
SECTION 3
Training and
Developing
Human
Resources
Robert L. Mathis  John H. Jackson
Chapter 10
Careers and HR Development
© 2003 Southwestern College Publishing. All rights reserved.
PowerPoint Presentation
by Charlie Cook
Learning Objectives
After you have read this chapter, you should be
able to:
– Differentiate between organization-centered and
individual-centered career planning
– Discuss several career issues that organizations and
employees face.
– Define human resource development, and describe
the development process.
– Discuss specific advantages and problems
associated with assessment centers.
– Identify four on-the-job and four off-the-job
development methods.
© 2002 Southwestern College Publishing. All rights reserved.
10–2
Employee Development

Significant Developments
– More horizontal “ladders” in middle management
– More strategic focus on core competencies
– Careers as a series of projects, not upward steps in
an organization
– Career development now extends to all employees
– In “new career” era, the individual manages own
development, not the organization.
– Employees who change jobs and employers
frequently are now the norm.
© 2002 Southwestern College Publishing. All rights reserved.
10–3
Careers

Career
– The series of work-related positions a person
occupies through life.

Organization-Centered Career Planning
– Focuses on jobs and on identifying career paths
that provide for the logical progression of people
between jobs in the organization.

Individual-Centered Career Planning
– Focuses on individuals’ careers rather than in
organizational needs.
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10–4
Organizational and Individual
Career Planning Perspectives
Figure 10–1
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10–5
Career Management for Individuals
Self-Assessment
Feedback on Reality
Career
Management
Setting Career Goals
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10–6
How People Choose Careers
Interests
Social
Background
Career
Choice
Self-Image
Personality
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10–7
Length of Time Employees Stay With Employers
Source: U.S. Department of Labor, Bureau of Statistics, 2001
© 2002 Southwestern College Publishing. All rights reserved.
Figure 10–2
10–8
General Career Periods
Figure 10–3
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10–9
Career Transitions and HR
Supervisors
Feedback
Entry
Shock
The Work
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Time
10–10
Late Career/Retirement
SelfManagement
Need to
Belong
Retirement
Adjustment
Pride in
Achievement
Goals
Territoriality
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10–11
Special Career Issues for
Organizations and Employees

Career Plateaus
– Employees who are “stuck” at a career level and
lack opportunities for upward mobility.

Technical and Professional Workers
– Dual-career ladders provide advancement pathways
for specialists and technical employees.

Dual-Career Couples
– Problems occur when one partner is promoted or
transferred, causing the other partner to have to
relocate.
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10–12
The “Portable” Career Path
Figure 10–4
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10–13
Dual-Career Paths for Engineers
Figure 10–5
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10–14
Developing Human Resources

Development
– Efforts to improve employees’ ability to handle a
variety of a variety of assignments.

Developing Needs Analyses
– Assessment Centers
• A collection of instruments and exercises designed to
diagnose individuals’ development needs.
• Intent is to identify management potential in
participants.
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10–15
Development vs. Training
Figure 10–6
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10–16
The HR
Development
Process in an
Organization
Figure 10–7
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10–17
The HR Development Process
Make or Buy?
Re-Development
HR
Development
Developing
Specific
Capabilities
Lifelong
Learning
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10–18
Other Development Issues

Psychological Testing
– Performance Appraisals
• Serve as a source of development information
• Results can be difficult to interpret.

Succession Planning
– The process of identifying a
longer-term plan for the orderly
replacement of key employees.
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10–19
Succession Planning Process
Figure 10–8
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10–20
Choosing a Development Approach
Individual
Coaching
Committee
Assignment/
Meetings
Learning
Organization
Corporate
Universities Career
Development
Job-Site
Methods
On-line
Development
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Job
Rotation
“Assistant to”
Positions
10–21
Possible Means Used in a Learning Organization
Figure 10–9
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10–22
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
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10–23
Advantages and Disadvantages of Major
Development Approaches
Figure 10–10a
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10–24
Advantages and Disadvantages of Major
Development Approaches
Figure 10–10b
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10–25
Managerial Lessons and Job Experience
Figure 10–11
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10–26
Management Development
Managerial
Modeling
Management
Coaching
Mentoring
Executive
Education
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10–27
Stages in Mentoring Relationships
Figure 10–12
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10–28