Raymond-MHP版雇员培训与开发(英文版·第6版)课件IChap010

SocialResponsibility:LegalIssues,ManagingDiversity,andCareerChallengesChapter10SocialResponsibility:LegalI1LearningObjectivesDiscusstheroleoftrainingpartnershipsindevelopingskillsandcontributingtolocalcommunitiesDiscussthepotentiallegalissuesthatrelatetotrainingDevelopaprogramforeffectivelymanagingdiversityDesignaprogramforpreparingemployeesforcross-culturalassignmentsLearningObjectivesDiscussthe2LearningObjectivesDiscusstheimportanceofcareerpathsanddualcareerpathsforemployeesandcompaniesDeveloppoliciestohelpemployeesachievework-lifebalanceDescribehowcompaniesarehelpingveteransdevelopskillsandgetemploymentExplainthevalueofphaseretirementprogramsforolderemployeesLearningObjectivesDiscussthe3TrainingPartnershipsSectorpartnerships:Governmentagencies,industrytradegroupsthat:HelpidentifytheskillsthatlocalemployersrequireWorkwithcommunitycolleges,universities,andothereducationalinstitutionstoprovidequalifiedemployeesTrainingPartnershipsSectorpa4TrainingPartnershipsSchool-to-WorkOpportunitiesAct:Designedtoassistthestatesinbuildingschool-to-worksystemsthatpreparestudentsforhigh-skill,high-wagejobsorfutureeducationWorkforceInvestmentActof1998:CreatedacomprehensiveworkforceinvestmentsystemTrainingPartnershipsSchool-to5LifelongLearningLifelonglearningaccount(LiLA):AnaccountforadulteducationintowhichboththeemployeeandthecompanycontributeandtheemployeekeepsEveniftheyleavethecompanyThemoneyintheLiLAcanbeusedtopayforarangeofeducationalexpensesIncludingtuition,books,fees,supplies,andnon-job-specificcertificationcoursesLifelongLearningLifelonglear6JointUnion-ManagementProgramsProvideawiderangeofservicesdesignedtohelpemployeeslearnskillsthataredirectlyrelatedtotheirjobsDevelopskillsthatare“portable”—valuabletoemployersinothercompaniesorindustriesJointUnion-ManagementProgram7Table10.1-SituationsThatmayResultinLegalActionTable10.1-SituationsThatm8ReproducingandUsingCopyrightedMaterialinTrainingClassesWithoutPermissionCopyrights:ProtecttheexpressionofanideabutnottheideasthatthematerialcontainsProhibitothersfromcreatingaproductbasedontheoriginalworkfrom:CopyingBroadcastingPublishingtheproductwithoutpermissionReproducingandUsingCopyrigh9ExcludingWomen,Minorities,andOlderEmployeesfromTrainingProgramsTitleVIIoftheCivilRightsAct:Makesitillegaltodenyaccesstoemploymentordepriveapersonemploymentbecauseoftheperson’srace,color,religion,gender,ornationaloriginAgeDiscriminationinEmploymentAct

(ADEA):Prohibitsdiscriminationagainstpersonswhoareage40orolderExcludingWomen,Minorities,a10NotAccommodatingTraineeswithDisabilitiesAmericanswithDisabilitiesAct(ADA)of1990:ProhibitsindividualswithdisabilitiesfrombeingdiscriminatedagainstintheworkplaceReasonableaccommodation:

MakingtrainingfacilitiesreadilyaccessibletoandusablebyindividualswithdisabilitiesNotAccommodatingTraineeswit11ManagingWorkforceDiversityandInclusionInclusion:Creatinganenvironmentinwhichemployeesshareasenseofbelonging,mutualrespect,andcommitmentfromotherssotheycanperformtheirbestworkDiversitytraining:Learningeffortsthataredesignedtochangeemployeeattitudesaboutdiversityand/ordevelopskillsneededtoworkwithadiverseworkforceManagingdiversityandinclusion:InvolvescreatinganenvironmentthatallowsallemployeestocontributetoorganizationalgoalsandexperiencepersonalgrowthManagingWorkforceDiversitya12Table10.2-CharacteristicsAssociatedwithDiversityPrograms’Long-TermSuccessTable10.2-CharacteristicsA13Table10.3-KeyComponentsofEffectiveManagingDiversityProgramsTable10.3-KeyComponentsof14MeltingtheGlassCeilingGlassceiling:Abarriertoadvancementtohigher-leveljobsinthecompanythatadverselyaffectswomenandminoritiesMeltingtheGlassCeilingGlass15Cross-CulturalPreparationEducatesemployees(expatriates)andtheirfamilieswhoaretobesenttoaforeigncountryExpatriates:WorkinacountryotherthantheircountryoforiginCross-CulturalPreparationEduc16Table10.4-Recommendations

forMeltingtheGlassCeilingTable10.4-Recommendations

f17StepsinCross-CulturalPreparationTosucceedoverseas,expatriatesneedtobe:CompetentintheirareasofexpertiseAbletocommunicateverballyandnonverballyinthehostcountryFlexible,tolerantofambiguity,andsensitivetoculturaldifferencesMotivatedtosucceedAbletoenjoythechallengeofworkinginothercountriesWillingtolearnaboutthehostcountry’sculture,language,andcustomsSupportedbytheirfamiliesStepsinCross-CulturalPrepar18StepsinCross-CulturalPreparationThreephases:Pre-departurephaseOn-sitephaseRepatriationphaseRepatriation:PreparesexpatriatesforreturntotheparentcompanyandhomecountryfromtheforeignassignmentVirtualexpatriates:EmployeeswhohaveanassignmenttomanageanoperationabroadwithoutbeinglocatedpermanentlyinthatcountryStepsinCross-CulturalPrepar19CareerChallengesFacingaMultigenerationalWorkforceEmployees’careersinvolvefourstages:Exploration-EmployeesattempttoidentifythetypeofworkthatintereststhemEstablishment-Involves:FindingemploymentMakinganindependentcontributionAchievingmoreresponsibilityandfinancialsuccessEstablishingasuitablelifestyleCareerChallengesFacingaMul20CareerChallengesFacingaMultigenerationalWorkforceMaintenance-Individualsareconcernedwith:KeepingtheirskillsuptodateBeingperceivedassomeonewhoisstillcontributingtothecompanyDecline-InvolvesindividualspreparingtophaseoutofworkandretireCareerChallengesFacingaMul21Work-LifeBalanceHelpingemployeesdealwiththestresses,strains,andconflictsrelatedtotryingtobalanceworkandnon-workdemandsFamilyandMedicalLeaveAct(FLMA):Afederallawthatprovidesuptotwelveweeksofunpaidleaveinaone-yearperiodforparentswithnewinfantsornewlyadoptedchildrenWork-LifeBalanceHelpingemplo22Table10.5-ExamplesofWork-LifeBalancePracticesTable10.5-ExamplesofWork-23Work-LifeBalanceTelecommuting:WorkarrangementthatgivesemployeesflexibilityinbothworklocationandhoursCompressedworkweek:WorkschedulethatallowsemployeestoworkfewerdaysbutwithlongerhoursForexample,fourdays,tenhourseachdayWork-LifeBalanceTelecommuting24Work-LifeBalanceFlextime:

Givingemployeestheoptionofchoosingwhentoworkduringtheworkday,workweek,orworkyearJobsharing:Havingtwoemployeesdividethehours,theresponsibilities,andthebenefitsofafull-timejobWork-LifeBalanceFlextime:Giv25CareerPathsandDualCareerPathsCareerpath:

AsequenceofjobpositionsinvolvingsimilartypesofworkandskillsthatemployeesmovethroughinthecompanyDual-career-pathsystem:EnablesemployeestoremaininatechnicalorsalescareerpathormoveintoamanagementcareerpathCareerPathsandDualCareerP26Figure10.2-TraditionalCareerPathsforScientistsandManagersFigure10.2-TraditionalCare27CharacteristicsofEffectiveDual-CareerPathsSalary,status,andincentivesfortechnicalemployeescomparefavorablywiththoseofmanagersIndividualcontributors’basesalariesmaybelowerthanthatofmanagersButtheyaregivenopportunitiestoincreasetheirtotalcompensationthroughbonusesThecareerpathisforemployeeswithoutstandingtechnicalskillsIndividualcontributorsaregiventheopportunitytochoosetheircareerpathCharacteristicsofEffectiveD28Figure10.3-ExampleofaDual-Career-PathSystemFigure10.3-ExampleofaDua29CareerRecyclingInvolveschangingone’smajorworkactivityafterhavingbeenestablishedinaspecificfieldAccompaniedby:Are-explorationofvalues,skills,interestsPotentialemploymentopportunitiesNotjustlimitedtoolderemployeeswhoarenearingretirementCareerRecyclingInvolveschang30JobHoppingEmployeeschangingjobs,usuallybetweencompanies,everytwotothreeyearsWasonceconsidereddamagingtoanemployee’scareerToday,companiesaremoreusedtothepracticeJobHoppingEmployeeschanging31CopingwithCareerBreaksUniformedServicesEmploymentandReemploymentAct:Coversdeployedemployees’rights,suchasguaranteeingjobswhentheyreturnexceptundercertaincircumstancesThejobaservicememberreturnstomaybedifferentfromtheoneheorsheleftItcouldrequirenewskillsorbeinadifferentlocationWomenaremorelikelythanmentoleavejobsforfamilyreasonsCopingwithCareerBreaksUnifo32CopingwithJobLossAmajorcareerissuebecauseoftheincreaseduseofdownsizingtodealwithexcessstaffresultingfrom:CorporaterestructuringsMergersAcquisitionsTakeoversToprepareemployeesforlayoffsandreducepotentialnegativeeffects,companiesneedtoprovideoutplacementservicesCopingwithJobLossAmajorca33CopingwithJobLossOutplacementservicesshouldinclude:AdvancewarningandanexplanationforthelayoffPsychological,financial,andcareercounselingAssessmentofskillsandinterestsJobseekingservices,suchasrésumé-writingassistanceandinterviewtrainingJobbankswherejobleadsarepostedElectronicdeliveryofjobopenings,self-directedcareermanagementguides,andvaluesandinterestinventoriesCopingwithJobLossOutplaceme34CopingwithJobLossSurvivors:EmployeeswhoremainwiththecompanyfollowingadownsizingUncertaintyabouttheirfutureremainsFeelsomesenseofgratificationbecausetheyhavekepttheirjobsCopingwithJobLossSurvivors:35MeetingtheNeedsofOlderWorkersCompaniescantakeseveralactionstomeettheneedsofolderemployees:Flexibilityinschedulingallowsolderemployeesto:TakecareofsickspousesGobacktoschoolTravelWorkfewerhoursEnsurethatolderemployeesreceivethetrainingthattheyneedtoavoidobsolescenceandtobepreparedtousenewtechnologyMeetingtheNeedsofOlderWor36MeetingtheNeedsofOlderWorkersOlderemployeesneedresourcesandreferralhelpthataddresslong-termhealthcareandeldercareAssessmentandcounselingarenecessarytohelpolderemployeesrecycletonewjobsorcareersOrtransitiontolesssecurepositionswhoseresponsibilitiesarenotasclearlydefinedMeetingtheNeedsofOlderWor37MeetingtheNeedsofOlderWorkersImportanttorecognizethatasolderemployees’physicalandmentalabilitiesdecline,theycanrelyonexperienceandmotivationtoavoidpoorperformanceCompaniesshouldconsidermovingvaluableolderemployeeswhoaresufferingskilldeteriorationtootherjobsMeetingtheNeedsofOlderWor38PreretirementSocializationTheprocessofhelpingemployeespreparetoexitfromworkEncouragesemployeestolearnabout:RetirementlifePlanforadequatefinancial,housing,andhealthcareresourcesFormaccurateexpectationsaboutretirementPhasedretirement:Involvesemployeestransitioningfromfull-timeemploymenttofull-timeretirementbyworkingparttimePreretirementSocializationThe39RetirementInvolvesleavingajobandaworkroleandmakingatransitionintolifewithoutworkForsomeemployees,itinvolves:MakingatransitionoutoftheircurrentjobandcompanySeekingfull-orpart-timeemploymentelsewhereRecyclingintoanothercareerRetirementInvolvesleavingaj40RetirementImplicationsofagingworkforceanduseofearlyretirementprogramstoshrinkcompanies’workforces:CompaniesmustmeettheneedsofolderemployeesCompaniesmusttakestepstoprepareemployeesforretirementCompaniesmustbecarefulthatearlyretirementprogramsdonotunfairlydiscriminateagainstolderemployeesRetirementImplicationsofagin41EarlyRetirementProgramsOfferemployeesfinancialbenefitstoleavethecompanyUsuallypartofthecompany’sstrategytoreducelaborcostswithouthavingtolayoffemployeesCompaniesshouldmakesure:ProgramispartoftheemployeebenefitplanCompanycanjustifyage-relateddistinctionsforeligibilityforearlyretirementEmployeesareallowedtochooseearlyretirementvoluntarilyEarlyRetirementProgramsOffer42SocialResponsibility:LegalIssues,ManagingDiversity,andCareerChallengesChapter10SocialResponsibility:LegalI43LearningObjectivesDiscusstheroleoftrainingpartnershipsindevelopingskillsandcontributingtolocalcommunitiesDiscussthepotentiallegalissuesthatrelatetotrainingDevelopaprogramforeffectivelymanagingdiversityDesignaprogramforpreparingemployeesforcross-culturalassignmentsLearningObjectivesDiscussthe44LearningObjectivesDiscusstheimportanceofcareerpathsanddualcareerpathsforemployeesandcompaniesDeveloppoliciestohelpemployeesachievework-lifebalanceDescribehowcompaniesarehelpingveteransdevelopskillsandgetemploymentExplainthevalueofphaseretirementprogramsforolderemployeesLearningObjectivesDiscussthe45TrainingPartnershipsSectorpartnerships:Governmentagencies,industrytradegroupsthat:HelpidentifytheskillsthatlocalemployersrequireWorkwithcommunitycolleges,universities,andothereducationalinstitutionstoprovidequalifiedemployeesTrainingPartnershipsSectorpa46TrainingPartnershipsSchool-to-WorkOpportunitiesAct:Designedtoassistthestatesinbuildingschool-to-worksystemsthatpreparestudentsforhigh-skill,high-wagejobsorfutureeducationWorkforceInvestmentActof1998:CreatedacomprehensiveworkforceinvestmentsystemTrainingPartnershipsSchool-to47LifelongLearningLifelonglearningaccount(LiLA):AnaccountforadulteducationintowhichboththeemployeeandthecompanycontributeandtheemployeekeepsEveniftheyleavethecompanyThemoneyintheLiLAcanbeusedtopayforarangeofeducationalexpensesIncludingtuition,books,fees,supplies,andnon-job-specificcertificationcoursesLifelongLearningLifelonglear48JointUnion-ManagementProgramsProvideawiderangeofservicesdesignedtohelpemployeeslearnskillsthataredirectlyrelatedtotheirjobsDevelopskillsthatare“portable”—valuabletoemployersinothercompaniesorindustriesJointUnion-ManagementProgram49Table10.1-SituationsThatmayResultinLegalActionTable10.1-SituationsThatm50ReproducingandUsingCopyrightedMaterialinTrainingClassesWithoutPermissionCopyrights:ProtecttheexpressionofanideabutnottheideasthatthematerialcontainsProhibitothersfromcreatingaproductbasedontheoriginalworkfrom:CopyingBroadcastingPublishingtheproductwithoutpermissionReproducingandUsingCopyrigh51ExcludingWomen,Minorities,andOlderEmployeesfromTrainingProgramsTitleVIIoftheCivilRightsAct:Makesitillegaltodenyaccesstoemploymentordepriveapersonemploymentbecauseoftheperson’srace,color,religion,gender,ornationaloriginAgeDiscriminationinEmploymentAct

(ADEA):Prohibitsdiscriminationagainstpersonswhoareage40orolderExcludingWomen,Minorities,a52NotAccommodatingTraineeswithDisabilitiesAmericanswithDisabilitiesAct(ADA)of1990:ProhibitsindividualswithdisabilitiesfrombeingdiscriminatedagainstintheworkplaceReasonableaccommodation:

MakingtrainingfacilitiesreadilyaccessibletoandusablebyindividualswithdisabilitiesNotAccommodatingTraineeswit53ManagingWorkforceDiversityandInclusionInclusion:Creatinganenvironmentinwhichemployeesshareasenseofbelonging,mutualrespect,andcommitmentfromotherssotheycanperformtheirbestworkDiversitytraining:Learningeffortsthataredesignedtochangeemployeeattitudesaboutdiversityand/ordevelopskillsneededtoworkwithadiverseworkforceManagingdiversityandinclusion:InvolvescreatinganenvironmentthatallowsallemployeestocontributetoorganizationalgoalsandexperiencepersonalgrowthManagingWorkforceDiversitya54Table10.2-CharacteristicsAssociatedwithDiversityPrograms’Long-TermSuccessTable10.2-CharacteristicsA55Table10.3-KeyComponentsofEffectiveManagingDiversityProgramsTable10.3-KeyComponentsof56MeltingtheGlassCeilingGlassceiling:Abarriertoadvancementtohigher-leveljobsinthecompanythatadverselyaffectswomenandminoritiesMeltingtheGlassCeilingGlass57Cross-CulturalPreparationEducatesemployees(expatriates)andtheirfamilieswhoaretobesenttoaforeigncountryExpatriates:WorkinacountryotherthantheircountryoforiginCross-CulturalPreparationEduc58Table10.4-Recommendations

forMeltingtheGlassCeilingTable10.4-Recommendations

f59StepsinCross-CulturalPreparationTosucceedoverseas,expatriatesneedtobe:CompetentintheirareasofexpertiseAbletocommunicateverballyandnonverballyinthehostcountryFlexible,tolerantofambiguity,andsensitivetoculturaldifferencesMotivatedtosucceedAbletoenjoythechallengeofworkinginothercountriesWillingtolearnaboutthehostcountry’sculture,language,andcustomsSupportedbytheirfamiliesStepsinCross-CulturalPrepar60StepsinCross-CulturalPreparationThreephases:Pre-departurephaseOn-sitephaseRepatriationphaseRepatriation:PreparesexpatriatesforreturntotheparentcompanyandhomecountryfromtheforeignassignmentVirtualexpatriates:EmployeeswhohaveanassignmenttomanageanoperationabroadwithoutbeinglocatedpermanentlyinthatcountryStepsinCross-CulturalPrepar61CareerChallengesFacingaMultigenerationalWorkforceEmployees’careersinvolvefourstages:Exploration-EmployeesattempttoidentifythetypeofworkthatintereststhemEstablishment-Involves:FindingemploymentMakinganindependentcontributionAchievingmoreresponsibilityandfinancialsuccessEstablishingasuitablelifestyleCareerChallengesFacingaMul62CareerChallengesFacingaMultigenerationalWorkforceMaintenance-Individualsareconcernedwith:KeepingtheirskillsuptodateBeingperceivedassomeonewhoisstillcontributingtothecompanyDecline-InvolvesindividualspreparingtophaseoutofworkandretireCareerChallengesFacingaMul63Work-LifeBalanceHelpingemployeesdealwiththestresses,strains,andconflictsrelatedtotryingtobalanceworkandnon-workdemandsFamilyandMedicalLeaveAct(FLMA):Afederallawthatprovidesuptotwelveweeksofunpaidleaveinaone-yearperiodforparentswithnewinfantsornewlyadoptedchildrenWork-LifeBalanceHelpingemplo64Table10.5-ExamplesofWork-LifeBalancePracticesTable10.5-ExamplesofWork-65Work-LifeBalanceTelecommuting:WorkarrangementthatgivesemployeesflexibilityinbothworklocationandhoursCompressedworkweek:WorkschedulethatallowsemployeestoworkfewerdaysbutwithlongerhoursForexample,fourdays,tenhourseachdayWork-LifeBalanceTelecommuting66Work-LifeBalanceFlextime:

Givingemployeestheoptionofchoosingwhentoworkduringtheworkday,workweek,orworkyearJobsharing:Havingtwoemployeesdividethehours,theresponsibilities,andthebenefitsofafull-timejobWork-LifeBalanceFlextime:Giv67CareerPathsandDualCareerPathsCareerpath:

AsequenceofjobpositionsinvolvingsimilartypesofworkandskillsthatemployeesmovethroughinthecompanyDual-career-pathsystem:EnablesemployeestoremaininatechnicalorsalescareerpathormoveintoamanagementcareerpathCareerPathsandDualCareerP68Figure10.2-TraditionalCareerPathsforScientistsandManagersFigure10.2-TraditionalCare69CharacteristicsofEffectiveDual-CareerPathsSalary,status,andincentivesfortechnicalemployeescomparefavorablywiththoseofmanagersIndividualcontributors’basesalariesmaybelowerthanthatofmanagersButtheyaregivenopportunitiestoincreasetheirtotalcompensationthroughbonusesThecareerpathisforemployeeswithoutstandingtechnicalskillsIndividualcontributorsaregiventheopportunitytochoosetheircareerpathCharacteristicsofEffectiveD70Figure10.3-ExampleofaDual-Career-PathSystemFigure10.3-ExampleofaDua71CareerRecyclingInvolveschangingone’smajorworkactivityafterhavingbeenestablishedinaspecificfieldAccompaniedby:Are-explorationofvalues,skills,interestsPotentialemploymentopportunitiesNotjustlimitedtoolderemployeeswhoarenearingretirementCareerRecyclingInvolveschang72JobHoppingEmployeeschangingjobs,usuallybetweencompanies,everytwotothreeyearsWasonceconsidereddamagingtoanemployee’scareerToday,companiesaremoreusedtothepracticeJobHoppingEmployeeschanging73CopingwithCareerBreaksUniformedServicesEmploymentandReemploymentAct:Coversdeployedemployees’rights,suchasguaranteeingjobswhentheyreturnexceptundercertaincircumstancesThejobaservicememberreturnstomaybedifferentfromtheoneheorsheleftItcouldrequirenewskillsorbeinadifferentlocationWomenaremorelikelythanmentoleavejobsforfamilyreasonsCopingwithCareerBreaksUnifo74CopingwithJobLossAmajorcareerissuebecauseoftheincreaseduseofdownsizingtodealwithexcessstaffresultingfrom:CorporaterestructuringsMergersAcquisitionsTakeoversToprepareemployeesforlayoffsandreducepotentialnegativeeffects,companiesneedtoprovideoutplacementservicesCopingwithJobLossAmajorca75CopingwithJobLossOutplacementservicesshouldinclude:AdvancewarningandanexplanationforthelayoffPsychological,financial,andcareercounselingAssessmentofskillsandinterestsJobseekingservices,suchasrésumé-writingassistanceandinterviewtrainingJobbankswherejobleadsarepostedElectronicdeliveryofjobopenings,self-directedcareermanagementguides,andvaluesandinterestinventoriesCopingwithJobLossOutplaceme76CopingwithJobLossSurvivors:EmployeeswhoremainwiththecompanyfollowingadownsizingUncertaintyabouttheirfutureremainsFeelsomesenseofgratificationbecausetheyhavekepttheirjobsCopingwithJobLossSurvivors:77MeetingtheNeedsofOlderWorkersCompaniescantak