chapter职业及人力资源发展PPT课件

1、 Chapter 10 Careers and HR Development 职位和人力资源发展职位和人力资源发展 孙志婕 第1页/共25页Content Careers职位 Special Career Issues for Organizations and Employees企业和员工的职位问题 Developing Human Resources人力资源发展 Development Needs Analyses发展需求分析 Succession Planning接班人计划继任计划 Choosing a Development Approach发展方式选择 Management Deve

2、lopment 管理发展第2页/共25页Careers A career is the series of work-related positions a person occupies throughout life.职位是指个人一生中占有的一系列与工作相关的地位。 Effective career planning considers both organization-centered and individual centered perspectives.有效的职位计划要同时从组织为中心和个人为中心的角度考虑。第3页/共25页Careers Organization-Centere

3、d Career Planning focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in an organization.以组织为中心的职位计划关注于职位本身以及识别职位道路，以便为组织中不同职位的员工提供合理的进步。 Individual-Centered Career Planning focuses on an individuals career rather than on organizational nee

4、ds.比起关注组织的需求，以个人为中心的职位计划更加关注个人的职位。第4页/共25页Individual-Centered Career Planning Activities for individuals to manage their careers Self-assessment自我评价 Feedback on reality对现状的反馈 Setting career goals 设定职位目标第5页/共25页How People Choose Careers General individual characteristics affect choices: Interest: peo

5、ple tend to pursue careers that they believe match their interests.人们倾向于追求与其兴趣相投的职位。 Self-image: a career is an extension of a persons self-image.职位是个人自我形象的扩展。 Personality: includes an employees personal orientation and personal needs.个性包括个人倾向和个人需求。 Social backgrounds: socioeconomic status and the e

6、ducational level and occupation of a persons parents are also factors included.社会经济地位、教育水平以及父母的职业也是影响因素。第6页/共25页Career Transitions and HR Three career transition Organizational entry and socialization 组织准入和社会化 Transfers and promotions: offer opportunities for employees to develop and often bring pay

7、 increases.调动和晋升是指为员工提供发展机会，通常伴随着薪酬的增加。 Job loss：it is most associated with downsizing, mergers, and acquisitions.失业通常与企业裁员、兼并和收购有关。第7页/共25页Retirement Issues Emotional Adjustments for Retirees Self-management自我管理 Need to belong归属需求 Pride in achievement成就带来的自豪感 Territoriality 工作“地盘” Goals目标设定第8页/共25页

8、Career Issues Career plateaus职位停滞: the lack of opportunity to move up.缺乏机会继续晋升。 Technical and professional workers技术及专业人员: these individuals want to stay in their technical areas rather than enter management; yet advancement in organizations frequently requires a move into management. 尽管企业的进步需要人员进入管

9、理层，但比起进入管理部门，这些人员更想留在自己的技术领域。 Dual-career couples双职工家庭:dual-career couple may lose some income when relocating; thus they have higher expectations, request more help and expect higher salaries.迁移会减少双职工家庭的收入，因此，他们有更高的期望，寻求更多的帮助，期望得到更高的薪水。第9页/共25页Approaches address the dual-career concerns Paying empl

10、oyment agency fees for the relocating partner.为安置的一方支付职业介绍所的费用。 Paying for designated number of trips for the partner to look for a job in the proposed new location.为另一方支付指定数量的旅行费用，以便在新的地区寻找工作。 Helping the partner find a job within the same company or in another division or subsidiary of the company

11、.帮助另一方在同一家公司或是在此公司的分支机构或子公司找工作。 Developing computerized job banks to share with other companies in the area that list partners available for job openings.发展电子化的职位银行并与此地区的其他企业分享，列出职位空缺所适合的工作人选。第10页/共25页Developing Human Resources Development represents efforts to improve employees ability to handle a

12、variety of assignment and to cultivate capabilities beyond those required by the current job.发展意味着努力提高员工的能力来处理各种各样的任务，同时培养员工除现有工作要求以外的能力。第11页/共25页Development vs. Training Performance appraisals; cost-benefit analysis; passing tests, or certificationQualified people available when needed; promotion f

13、rom within possible; HR-based competitive advantageLearn specific behaviors and actions; demonstrate techniques and processesUnderstand information concepts and context; develop judgment; expand capacities for assignmentsTraining DevelopmentShorter termLonger termFocus Time frameEffectiveness measur

14、es第12页/共25页HR Development ProcessFormulate HR plans人力资源计划构想Identify necessary capabilities确定必要的能力Assess development needs评估发展需求Carry out succession planning执行继任计划Evaluate development success评估发展成果（是否成功）Conduct development planning执行发展计划Determine development approaches决定发展方式第13页/共25页Developing Specif

15、ic Capabilities Important and common management capabilities action orientation 动作定向 quality decision making 质量决策 ethical values 伦理道德价值 technical skills 专业技术能力第14页/共25页Developing Specific Capabilities Certain non-technical abilities Ability to work under pressure 面对工作压力的能力 Ability to work independen

16、tly 独立工作的能力 Ability to solve problems quickly 快速解决问题的能力 Ability to use past knowledge in a new situation 有能力在新处境中使用以前的知识第15页/共25页Development Needs Analyses Assessment Center: a collection of instruments and exercises designed to diagnose individuals development needs.评估中心是指设计一系列的工具和练习来诊断个体的发展需求。 Psy

17、chological Testing: used to determine employees development potential and needs.使用心理测试来确定员工的发展潜力和需要。 Performance Appraisals: it is a source of development information.绩效评估是发展信息的来源。第16页/共25页Succession Planning Succession planning is a process of identifying a longer-term plan for the orderly replacem

18、ent of key employees. 继任计划是确认核心员工有序更换的长期计划的过程。第17页/共25页Succession Planning ProcessFormulate strategic HR plan制定人力资源战略计划Address succession planning进行继任计划Assess current employee capabilities and interests评估当前员工的能力与兴趣Develop preliminary replacement charts发展初步的置换图表Engage in HR development进行人力资源发展Periodi

19、cally review and reassess plans定期检查和重新评估计划第18页/共25页Choosing a Development Approach Development approaches: job-site methods 工作中的方法 Coaching: the training and feedback given to employees by immediate supervisors. 辅导是指上级主管给予员工的培训和反馈。 Committee assignmentsmeetings 委员会任务会议 Job rotation: the process of s

20、hifting an employees from job to job. 岗位轮换是指将员工从一个岗位转换到另一个岗位的过程。 “Assistant- to” positions: staff positions immediately under a manager. “助理”职位是指仅次于经理的员工职位。 On-line development 在线发展 Corporate universities/career development centers 企业大学职位发展中心 “Learning organization”学习型组织第19页/共25页Choosing a Developme

21、nt Approach Development approaches: off-site methods 工作外的方法 Classroom courses and degrees 课堂课程和学位 Human relations training: prepare supervisors to deal with “people problems” brought to them by their employees.人际关系培训是指主管要准备好处理员工带给他们的“人际问题”。 Simulations (business games): a development technique that

22、requires participants to analyze a situation and decide the best course of action based on the data given.模拟（商业游戏）是一种发展技术，要求参与者分析情况并根据给出的数据决定最好的行动计划。 Sabbatical and leaves of absence: paid time off the job to develop and rejuvenate oneself.休假和缺席是指带薪休假来发展和激发自我。 out-door training: send managers and em

23、ployees off to ordeals in the wilderness.户外训练是指将经理和员工送去野外进行考验。第20页/共25页Management coachingOutline of good coaching pointers 优质训练指标 Explaining appropriate behavior 恰当的行为解释 Making clear why actions were taken 弄清行动进行的原因 Accurately stating observations 准确的阐述观察 Providing possible alternatives suggestions 提供可能的替代方案建议 Following upreinforcing 跟进强化第21页/共25页Mentoring Mentoring is a relationship in which exper