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    CH 10 Onwards

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    WaLed AbbaCy
    1. The document discusses career management and development from both the employer and employee perspective. It outlines the traditional focus of HR activities like training and performance reviews, and a newer career development focus. 2. Key roles in career development are identified for individuals, managers, and employers. Individuals are responsible for their own career planning and development, while managers provide support and feedback. Employers provide resources, opportunities, and programs to support career growth. 3. Several models for identifying career stages are presented to help individuals understand where they are in their career progression. The employer's role in career development through activities like mentoring, challenging jobs, and career-oriented appraisals is also examined.

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    CH 10 Onwards

    Uploaded by

    WaLed AbbaCy
    28 views24 pages
    1. The document discusses career management and development from both the employer and employee perspective. It outlines the traditional focus of HR activities like training and performance reviews, and a newer career development focus. 2. Key roles in career development are identified for individuals, managers, and employers. Individuals are responsible for their own career planning and development, while managers provide support and feedback. Employers provide resources, opportunities, and programs to support career growth. 3. Several models for identifying career stages are presented to help individuals understand where they are in their career progression. The employer's role in career development through activities like mentoring, challenging jobs, and career-oriented appraisals is also examined.

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    1. The document discusses career management and development from both the employer and employee perspective. It outlines the traditional focus of HR activities like training and performance reviews, and a newer career development focus. 2. Key roles in career development are identified for individuals, managers, and employers. Individuals are responsible for their own career planning and development, while managers provide support and feedback. Employers provide resources, opportunities, and programs to support career growth. 3. Several models for identifying career stages are presented to help individuals understand where they are in their career progression. The employer's role in career development through activities like mentoring, challenging jobs, and career-oriented appraisals is also examined.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    28 views24 pages

    CH 10 Onwards

    Uploaded by

    WaLed AbbaCy
    1. The document discusses career management and development from both the employer and employee perspective. It outlines the traditional focus of HR activities like training and performance reviews, and a newer career development focus. 2. Key roles in career development are identified for individuals, managers, and employers. Individuals are responsible for their own career planning and development, while managers provide support and feedback. Employers provide resources, opportunities, and programs to support career growth. 3. Several models for identifying career stages are presented to help individuals understand where they are in their career progression. The employer's role in career development through activities like mentoring, challenging jobs, and career-oriented appraisals is also examined.

    Copyright:

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    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 24

    Human Resource

    1
    Management

    Managing Careers
    The Basics Of Career Management

    Career Career
    Management Development

    Employees’
    Careers

    Career
    Planning
    TABLE Traditional Versus Career Development Focus

    HR Activity Traditional Focus Career Development Focus

    Human Analyzes jobs, skills, tasks— Adds information about individual


    resource present and future. Projects interests, preferences, and the like to
    planning needs. Uses statistical data. replacement plans.
    Recruiting and Matching organization’s Matches individual and jobs based on
    placement needs with qualified variables including employees’ career
    individuals. interests and aptitudes.
    Training and Provides opportunities for Provides career path information.
    development learning skills, information, Adds individual development plans.
    and attitudes related to job.
    Performance Rating and/or rewards. Adds development plans and individual
    appraisal goal setting.
    Compensation Rewards for time, Adds tuition reimbursement plans,
    and benefits productivity, talent, and so on. 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.
    TABLE Roles in Career Development

    Individual Manager
    • Accept responsibility for your own career. • Provide timely and accurate performance
    • Assess your interests, skills, and values. feedback.
    • Seek out career information and resources. • Provide developmental assignments and
    • Establish goals and career plans. support.
    • Participate in career development
    • Utilize development opportunities.
    discussions with subordinates.
    • Talk with your manager about your career.
    • Support employee development plans.
    • 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.
    Identify Your Career Stage
    • Growth Stage
    • Exploration Stage
    • Establishment Stage
     Trial substage
     Stabilization substage
     Midcareer crisis substage
    • Maintenance Stage
    • Decline Stage
    The Employer’s Role in
    Career Development

    Realistic Job
    Previews

    Networking and Challenging


    Interactions First Jobs
    Employer’s
    Role
    Career-Oriented
    Mentoring
    Appraisals

    Job
    Rotation
    Managing Promotions and Transfers

    Making Promotion
    Decisions

    Decision 1: Decision 2: Decision 3: Decision 4:


    Is Seniority or How Should Is the Process Vertical,
    Competence We Measure Formal or Horizontal, or
    the Rule? Competence? Informal? Other?
    Career Management and
    Employee Commitment

    Comparing Yesterday’s and Today’s


    Employee-Employer Contract

    Old Contract: New Contract:


    “Do your best and be loyal to us, “Do your best for us and be loyal
    and we’ll take care of your career.” to us for as long as you’re here,
    and we’ll provide you with the
    developmental opportunities you’ll
    need to move on and have a
    successful career.”
    Career Management and
    Employee Commitment (cont’d)

    Commitment-
    oriented career
    development efforts

    Career Career-
    Development Oriented
    Programs Appraisals
    Human Resource
    1
    Management

    Establishing Strategic Pay Plans & Benefits


    & Services
    Basic Factors in Determining
    Pay Rates

    Employee
    Compensation

    Direct Financial Indirect Financial


    Payments Payments
    Corporate Policies, Competitive Strategy,
    and Compensation
    • Aligned Reward Strategy
     The employer’s basic task:
     To create a bundle of rewards—a total reward package—
    that specifically elicits the employee behaviors that the firm
    needs to support and achieve its competitive strategy.
     The HR or compensation manager along with top
    management creates pay policies that are consistent
    with the firm’s strategic aims.
    TABLE Developing an Aligned Reward Strategy

    Questions to Ask:
    1. What must our company do to be successful in fulfilling its
    mission or achieving its desired competitive position?
    2. What are the employee behaviors or actions necessary to
    successfully implement this competitive strategy?
    3. What compensation programs should we use to reinforce those
    behaviors? What should be the purpose of each program in
    reinforcing each desired behavior?
    4. What measurable requirements should each compensation
    program meet to be deemed successful in fulfilling its purpose?
    5. How well do our current compensation programs match these
    requirements?

    Source: Adapted from Jack Dolmat-Connell, “Developing a Reward Strategy that Delivers Shareholder
    and Employee Value,” Compensation and Benefits Review, March–April 1999, p. 51.
    Compensation Policy Issues
    • Pay for performance
    • Pay for seniority
    • The pay cycle
    • Salary increases and promotions
    • Overtime and shift pay
    • Probationary pay
    • Paid and unpaid leaves
    • Paid holidays
    • Salary compression
    • Geographic costs of living differences
    Equity and Its Impact on Pay Rates

    Forms of Equity

    External Internal Individual Procedural


    Equity Equity Equity Equity
    Addressing Equity Issues

    Salary Surveys

    Job Analysis and


    Job Evaluation
    Methods to
    Address Equity
    Issues Performance Appraisal
    and Incentive Pay

    Communications, Grievance
    Mechanisms, and Employees’
    Participation
    Establishing Pay Rates

    Steps in Establishing Pay Rates

    Conduct a salary survey of what other employers are


    1
    paying for comparable jobs (to help ensure external equity).

    2 Determine the worth of each job in your organization


    through job evaluation (to ensure internal equity).

    3 Group similar jobs into pay grades.

    4 Price each pay grade by using wave curves.

    5 Fine-tune pay rates.


    FIGURE
    Wage Structure
    Pricing Managerial and Professional Jobs

    Compensating Executives
    and Managers

    Executive
    Base Short-term Long-Term
    Benefits and
    Pay Incentives Incentives
    Perks
    Competency-Based Pay
    • Competencies
     Demonstrable characteristics of a person, including
    knowledge, skills, and behaviors, that enable
    performance.
    • What is Competency-Based Pay?
     Paying for the employee’s range, depth, and types of
    skills and knowledge, rather than for the job title he
    or she holds.
    Competency-Based Pay (cont’d)

    Why Use Competency-


    Based Pay?

    Support High- Support


    Support
    Performance Performance
    Strategic Aims
    Work Systems Management
    FIGURE 11–8
    Broadbanded
    Structure and
    How It Relates
    to Traditional
    Pay Grades
    and Ranges
    Employee Incentive Plans

    Individual Employee Incentive


    and Recognition Programs

    Sales Compensation
    Programs

    Pay-for-Performance Team/Group-based Variable


    Pay Programs
    Plans
    Organizationwide Incentive
    Programs

    Executive Incentive
    Compensation Programs
    Pay For Time Not Worked

    Unemployment Vacations and


    Insurance Holidays

    Supplementa
    Sick Parental
    Leave l Pay Leave
    Benefits

    Supplemental
    Severance
    Unemployment
    Pay
    Benefits

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