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Chapter 09 dessler 12-ce_ppt_ch09
- 1. Chapter 9: Career Development
Career Development | 9-1
Copyright © 2014 Pearson Canada Inc. All rights reserved.
Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition
- 2. Learning Outcomes
• ANALYZE the factors that affect career choices.
• EXPLAIN the evolution of career development
and the impact of that on employers and
employees.
Career Development | 9-2
Copyright © 2014 Pearson Canada Inc. All rights reserved.
• EXPLAIN the strategic importance of career
planning and development in the context of
today’s talent shortage.
- 3. Learning Outcomes
• EXPLAIN what management development
is and why it is important.
• DESCRIBE on-the-job and off-the-job
management-development techniques.
Career Development | 9-3
Copyright © 2014 Pearson Canada Inc. All rights reserved.
• RECOMMEND how to manage transfers and
promotions more effectively.
- 4. The deliberate process through which a
person becomes aware of personal
career-related attributes and the
lifelong series of activities that
contribute to his or her career
fulfillment.
Career Development | 9-4
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Career Planning and Development
- 5. Early Stages of Career
Development Research
Vocational Preference Test
• realistic orientation
• social orientation
• conventional orientation
• enterprising orientation
• artistic orientation
Career Development | 9-5
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• investigative orientation
- 6. New Approaches to Career
Development
• more frequent job transitions
• linear career paths lose definition
• more dynamic and holistic approach to
career development
• focus on lifelong learning and flexibility
Career Development | 9-6
Copyright © 2014 Pearson Canada Inc. All rights reserved.
• primary stakeholder is the person
- 7. New Approaches to Career
Development
Identify skills and aptitudes
• general aptitude test battery (GATB)
• concern or value a person will not give up
Focus on life trajectories
• designing career and life simultaneously
Become a learning organization
• an organization skilled at creating, acquiring
and transferring knowledge
Career Development | 9-7
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Identify career anchors
- 8. Career Anchors – Edgar Schein
1. Technical/functional
2. Managerial competence
4. Autonomy and independence
5. Security
6. Service/dedication
7. Pure challenge
8. Lifestyle
Career Development | 9-8
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3. Creativity
- 9. Focus on Life Trajectories
Shift in thinking from:
• traits and states to context
• linear to non-linear
• scientific facts to narrative evaluations
• describing to modelling
Career Development | 9-9
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• prescriptive to process
- 10. Roles in Career Development: The
Individual
• individual must accept responsibility for
career
•
•
•
•
self-motivation
independent learning
effective time and money management
self-promotion
• networking is the foundation of effective
career management
Career Development | 9-10
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• requires:
- 12. Roles in Career Development:
The Manager
• offer developmental assignments and
support
• participate in career development
discussions
• act as a coach, appraiser, advisor, and
referral agent
Career Development | 9-12
Copyright © 2014 Pearson Canada Inc. All rights reserved.
• should provide timely and objective
performance feedback
- 13. Roles in Career Development:
The Employer
• Provide career-oriented training and
development opportunities
• offer a variety of career options
Career Development | 9-13
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• offer career information and programs
- 14. Managing Transfers
Employees seek:
• greater possibility of advancement
• more interesting job
• greater convenience
Employers want to:
• to fill vacant positions
• find better fit for an employee
Career Development | 9-14
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• personal enrichment
- 15. Managing Transfers - Trends
• two-thirds of transfers are refused by
employees due to family/spousal concerns
• employers are offering spousal support
Career Development | 9-15
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• routine transfers (for job exposure, to fill
vacancies) are on the decline due to cost
and disruption to family life
- 16. Making Promotion Decisions
Decision 2: How Is Competence Measured?
Decision 3: Is the Process Formal or
Informal?
Career Development | 9-16
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Decision 1: Is Seniority or Competence the
Rule?
- 17. Management Development
Copyright © 2014 Pearson Canada Inc. All rights reserved.
Any attempt to improve current or future
management performance by imparting
knowledge, changing attitudes, or
increasing skills.
Career Development | 9-17
- 18. Importance of Management
Development
• Baby Boomers entering retirement
• management development
•
•
attracts talent
helps organization achieve employer-of-choice
status
Career Development | 9-18
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• increased demand for next generation to
assume senior management
- 19. Management Development Process
2. Creating a talent pool
3. Developing managers
Career Development | 9-19
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1. Assessing HR needs to achieve strategic
objectives
- 20. Succession Planning
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A process through which senior-level and
critical strategic job openings are planned for
and eventually filled.
Career Development | 9-20
- 21. Steps in Succession Planning
2. Identify core skills and competencies
needed in critical jobs
3. Identify employees who have, or can
acquire, the skills and provide
developmental opportunities
Career Development | 9-21
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1. Establish strategic direction of
organization
- 23. Management Development
Techniques
• developmental job rotation
• coaching/understudy approach
• outside seminars
• college/university-related programs
• in-house development centres
• behaviour modelling
• mentoring
Career Development | 9-23
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• action learning
- 24. Leadership Development
• Canada facing shortage of leadership
talent
• requirements for successful leadership: knowledge,
competency, character
• six categories of leadership competencies:
1) self-mastery, 2) futuring/vision, 3) sensemaking/thinking, 4) design of intelligent action,
5) aligning people to action/leading, 6) adaptive
learning
Career Development | 9-24
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• Banff Centre leadership program