Human-Resourses人力资源管理.ppt

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaChapter 10Chapter 10Coaching,Careers,Coaching,Careers,and Talent and Talent ManagementManagementPart Three|Training and DevelopmentPart Three|Training and DevelopmentCopyright 2011 Pearson Education,Inc.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hallpublishing as Prentice HallCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall102WHERE WE ARE NOWWHERE WE ARE NOWCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1031.1.Compare and contrast coaching and mentoring and Compare and contrast coaching and mentoring and describe the importance of each.describe the importance of each.2.2.Compare employers traditional and career planning-Compare employers traditional and career planning-oriented HR focuses.oriented HR focuses.3.3.Explain the employees,managers,and employers Explain the employees,managers,and employers career development roles.career development roles.4.4.Describe the issues to consider when making promotion Describe the issues to consider when making promotion decisions.decisions.5.5.List and briefly explain at least four methods for better List and briefly explain at least four methods for better managing retirements.managing retirements.6.6.Define talent management and give an example of an Define talent management and give an example of an actual talent management system.actual talent management system.LEARNING OUTCOMESCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall104Coaching and Mentoring CoachingCoachingInvolves educating,instructing,and training subordinatesInvolves educating,instructing,and training subordinatesFocuses on teaching shorter-term job-related skillsFocuses on teaching shorter-term job-related skills MentoringMentoringIs actively advising,counseling,and guidingIs actively advising,counseling,and guidingIs helping employees navigate longer-term career hazardsIs helping employees navigate longer-term career hazardsIs leading highly trained employees and self-managing teams Is leading highly trained employees and self-managing teams Supplants the need for authority and for giving orders for getting Supplants the need for authority and for giving orders for getting things donethings done Coaching and mentoring require both analytical and Coaching and mentoring require both analytical and interpersonal skills.interpersonal skills.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall105Improving Your Coaching Skills1234The Four-Step Coaching ProcessDeveloping a mutually agreed change planPreparing to coachEngaging in active coachingEvaluating for feedback and follow-upCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall106Preparing to Coach:Applying the ABC ApproachA AntecedentsntecedentsWhat things must come before the person does the job?What things must come before the person does the job?B BehaviorehaviorCan the person do the job if he or she wanted to?Can the person do the job if he or she wanted to?C ConsequencesonsequencesWhat are the consequences of doing the job right?What are the consequences of doing the job right?Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall107FIGURE 101 A Short Course in Improving Interpersonal CommunicationsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall108FIGURE 102Coachs Self-EvaluationChecklistCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall109The Basics Of Career ManagementCareer ManagementCareer DevelopmentCareer PlanningCareer TerminologyCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1010Careers Today and Employee CommitmentOld Contract(Employer-focused)“Do your best and be loyal to us,and well take care of your career.”New Contract(Employee-focused)“Ill do my best for you,but I expect you to provide the development and learning that will prepare me for the dayI must move on,and for having the work-life balance that I desire.”Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1011TABLE 101Traditional Versus Career Development FocusHR Activity Traditional Focus Career Development Focus Human resource planning Analyzes jobs,skills,taskspresent and future.Projects needs.Uses statistical data.Adds information about individual interests,preferences,and the like to replacement plans.Recruiting and placement Matching organizations needs with qualified individuals.Matches individuals and jobs based on variables including employees career interests and aptitudes.Training and development Provides opportunities for learning skills,information,and attitudes related to job.Provides career path information.Adds individual development plans.Performance appraisal Rating and/or rewards.Adds development plans and individual goal setting.Compensation and benefits Rewards for time,productivity,talent,and so on.Adds tuition reimbursement plans,compensation for nonjob-related activities such as United Way.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1012FIGURE 103Employee Career Development PlanCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1013Why Offer Career Development?Better equips employeesto serve the firmBoosts employee commitment to the firmSupports recruitment and retention of effortsCareer Development BenefitsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1014TABLE 102Roles in Career DevelopmentIndividualAccept responsibility for your own career.Assess your interests,skills,and values.Seek out career information and resources.Establish goals and career plans.Utilize development opportunities.Talk with your manager about your career.Follow through on realistic career plans.EmployerCommunicate 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.ManagerProvide timely and accurate performance feedback.Provide developmental assignments and support.Participate in career development discussions with subordinates.Support employee development plans.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1015TABLE 103Possible Employer Career Planning and Development PracticesJob postingsFormal education/tuition reimbursementPerformance appraisal for career planningCounseling by managerLateral moves/job rotationsCounseling by HRPreretirement programsSuccession planningFormal mentoringCommon career pathsDual ladder career pathsCareer booklets/pamphletsWritten individual career plansCareer workshopsAssessment centerUpward appraisalAppraisal committeesTraining programs for managersOrientation/induction programsSpecial needs(highfliers)Special needs(dual-career couples)Diversity managementExpatriation/repatriationCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1016FIGURE 104Sample AgendaTwo-Day Career Planning WorkshopCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1017Innovative Corporate Career Development Initiatives1.1.Provide individual lifelong learning budgets.Provide individual lifelong learning budgets.2.2.Encourage role reversal.Encourage role reversal.3.3.Help organize“career success teams.”Help organize“career success teams.”4.4.Provide career coaches.Provide career coaches.5.5.Offer online career development programs.Offer online career development programs.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1018Commitment-Oriented Career Development Efforts Change in Employee CommitmentChange in Employee CommitmentGlobalization raising productivity and efficiency requirementsGlobalization raising productivity and efficiency requirementsEmployees thinking of selves as free agentsEmployees thinking of selves as free agents Career-oriented AppraisalsCareer-oriented AppraisalsProvide an opportunity to discuss and link the employees Provide an opportunity to discuss and link the employees performance,career interests,and developmental needs into a performance,career interests,and developmental needs into a coherent career plan.coherent career plan.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1019FIGURE 105Sample Performance Review Development PlanCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1020Establishing an EffectiveMentoring Program Require mentoring?Require mentoring?Provide mentoring training?Provide mentoring training?Does distance matter?Does distance matter?Same or different departments?Same or different departments?Big or small difference in rank?Big or small difference in rank?Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1021Characteristics of Effective Mentors Are professionally competentAre professionally competent Are trustworthyAre trustworthy Are consistentAre consistent Have the ability to communicateHave the ability to communicate Are willing to share controlAre willing to share control Set high standardsSet high standards Are willing to invest time and effortAre willing to invest time and effort Actively steer protActively steer protggs into important works into important workCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1022Choosing a Mentor Choose an appropriate potential mentor.Choose an appropriate potential mentor.Dont be surprised if youre turned down.Dont be surprised if youre turned down.Be sure that the mentor understands what you expect in Be sure that the mentor understands what you expect in terms of time and advice.terms of time and advice.Have an agenda.Have an agenda.Respect the mentors time.Respect the mentors time.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall1023Enhancing Diversity Through Career Management Sources of Bias and DiscriminationSources of Bias and DiscriminationA lack of diversity in the hiring departmentA lack of diversity in the hiring departmentThe“old-boy network”of informal friendshipsThe“old-boy network”of informal friendshipsA lack of women mentorsA lack of women mentorsA lack of high-visibility assignments and developmental A lack of high-visibility assignments and developmental experiences(glass ceiling)experiences(glass ceiling)A lack of company role models for members of the same A lack of company role models for members of the same racial or ethnic groupracial or ethnic groupInflexible organizations and career tracksInflexible organizations and career tracksCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1024Taking Steps to Enhance Diversity:Womens and Minorities ProspectsEliminate institutional barriersImprove networking and mentoringAbolish the glass ceilingAdopt flexible career tracksSupporting DiversityCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1025Employer Life-Cycle Career ManagementDecision 1:Is Seniority or Competence the Rule?Decision 4:Vertical,Horizontal,or Other?Decision 2:How Should We Measure Competence?Decision 3:Is the Process Formal or Informal?Making Promotion and Transfer DecisionsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1026Managing Transfers Employees reasons for desiring transfersEmployees reasons for desiring transfersPersonal enrichment and growthPersonal enrichment and growthMore interesting jobsMore interesting jobsGreater convenience(better hours,location)Greater convenience(better hours,location)Greater advancement possibilitiesGreater advancement possibilities Employers reasons for transferring employeesEmployers reasons for transferring employeesTo vacate a position where an employee is no longer neededTo vacate a position where an employee is no longer neededTo fill a position where an employee is neededTo fill a position where an employee is neededTo find a better fit for an employee within the firmTo find a better fit for an employee within the firmTo boost productivity by consolidating positionsTo boost productivity by consolidating positionsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1027Attracting and Retaining Older WorkersCreate a culture that honors experienceModify selection proceduresOffer flexible or part-time workImplement phased retirement programsHR Policies for Older WorkersCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1028Managing Retirements Preretirement Counseling PracticesPreretirement Counseling PracticesExplanation of Social Security benefits Explanation of Social Security benefits Leisure time counselingLeisure time counselingFinancial and investment counselingFinancial and investment counselingHealth counselingHealth counselingPsychological counselingPsychological counselingCounseling for second careersCounseling for second careersCounseling for second careers inside the companyCounseling for second careers inside the companyCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1029Talent Management Talent ManagementTalent ManagementIs the automated end-to-end process of planning,Is the automated end-to-end process of planning,recruiting,developing,managing,and compensating recruiting,developing,managing,and compensating employees throughout the organizationemployees throughout the organizationRequires coordinating several human resource Requires coordinating several human resource activities,in particular workforce acquisition,activities,in particular workforce acquisition,assessment,development,and retentionassessment,development,and retentionIs career management from the employers point Is career management from the employers point of viewof viewCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1030FIGURE 106 The Talent Management ProcessCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1031K E Y T E R M Scoachingmentoringcareercareer managementcareer developmentcareer planningreality shockpromotionstransferstalent managementcareer cyclegrowth stageexploration stageestablishment stagetrial substagestabilization substagemidcareer crisis substagemaintenance stagedecline stagecareer anchorsCopyright 2011 Pearson Education,Inc.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hallpublishing as Prentice Hall10321032Chapter 10Chapter 10AppendixAppendixCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1033Identify Your Career Stage Growth StageGrowth Stage Exploration StageExploration Stage Establishment StageEstablishment StageTrial substageTrial substageStabilization substageStabilization substageMidcareer crisis substageMidcareer crisis substage Maintenance StageMaintenance Stage Decline StageDecline StageCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall1034FIGURE 10A1Choosing an Occupational OrientationCopyright 2011 Pearson Education,Inc.publishing as Prentice H