Human-Resourses人力资源管理

Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–2WHEREWEARENOW…Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–3Compareandcontrastcoachingandmentoringanddescribetheimportanceofeach.Compareemployers’traditionalandcareerplanning-orientedHRfocuses.Explaintheemployee’s,manager’s,andemployer’scareerdevelopmentroles.Describetheissuestoconsiderwhenmakingpromotiondecisions.Listandbrieflyexplainatleastfourmethodsforbettermanagingretirements.Definetalentmanagementandgiveanexampleofanactualtalentmanagementsystem.LEARNINGOUTCOMESCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–4CoachingandMentoringCoachingInvolveseducating,instructing,andtrainingsubordinatesFocusesonteachingshorter-termjob-relatedskillsMentoringIsactivelyadvising,counseling,andguidingIshelpingemployeesnavigatelonger-termcareerhazardsIsleadinghighlytrainedemployeesandself-managingteamsSupplantstheneedforauthorityandforgivingordersforgettingthingsdoneCoachingandmentoringrequirebothanalyticalandinterpersonalskills.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–5ImprovingYourCoachingSkills1234TheFour-StepCoachingProcessDevelopingamutuallyagreedchangeplanPreparingtocoachEngaginginactivecoachingEvaluatingforfeedbackandfollow-upCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–6PreparingtoCoach:

ApplyingtheABCApproachAntecedentsWhatthingsmustcomebeforethepersondoesthejob? BehaviorCanthepersondothejobifheorshewantedto?ConsequencesWhataretheconsequencesofdoingthejobright?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–7FIGURE10–1 AShortCourseinImprovingInterpersonalCommunicationsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–8FIGURE10–2

Coach’s

Self-Evaluation

ChecklistCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–9TheBasicsOfCareerManagementCareerManagementCareerDevelopmentCareerPlanningCareerTerminologyCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–10CareersTodayand

EmployeeCommitmentOldContract

(Employer-focused)“Doyourbestandbeloyaltous,andwe’lltakecareofyourcareer.”NewContract

(Employee-focused)“I’lldomybestforyou,butIexpectyoutoprovidethedevelopmentandlearningthatwillpreparemeforthedayImustmoveon,andforhavingthework-lifebalancethatIdesire.”Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–11TABLE10–1 TraditionalVersusCareerDevelopmentFocusHRActivityTraditionalFocusCareerDevelopmentFocusHumanresourceplanningAnalyzesjobs,skills,tasks—presentandfuture.Projectsneeds.Usesstatisticaldata.Addsinformationaboutindividualinterests,preferences,andtheliketoreplacementplans.RecruitingandplacementMatchingorganization’sneedswithqualifiedindividuals.Matchesindividualsandjobsbasedonvariablesincludingemployees’careerinterestsandaptitudes.TraininganddevelopmentProvidesopportunitiesforlearningskills,information,

andattitudesrelatedtojob.Providescareerpathinformation.

Addsindividualdevelopmentplans.PerformanceappraisalRatingand/orrewards.Addsdevelopmentplansandindividualgoalsetting.CompensationandbenefitsRewardsfortime,productivity,talent,andsoon.Addstuitionreimbursementplans,compensationfornon–job-relatedactivitiessuchasUnitedWay.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–12FIGURE10–3

EmployeeCareer

DevelopmentPlanCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–13WhyOfferCareerDevelopment?Betterequipsemployees

toservethefirmBoostsemployeecommitmenttothefirmSupportsrecruitmentandretentionofeffortsCareerDevelopmentBenefitsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–14TABLE10–2 RolesinCareerDevelopmentIndividualAcceptresponsibilityforyourowncareer.Assessyourinterests,skills,andvalues.Seekoutcareerinformationandresources.Establishgoalsandcareerplans.Utilizedevelopmentopportunities.Talkwithyourmanageraboutyourcareer.Followthroughonrealisticcareerplans.

EmployerCommunicatemission,policies,andprocedures.Providetraininganddevelopmentopportunities,includingworkshops.Providecareerinformationandcareerprograms.Offeravarietyofcareerpaths.Providecareer-orientedperformancefeedback.Providementoringopportunitiestosupportgrowthandself-direction.Provideemployeeswithindividualdevelopmentplans.Provideacademiclearningassistanceprograms.ManagerProvidetimelyandaccurateperformancefeedback.Providedevelopmentalassignmentsandsupport.Participateincareerdevelopmentdiscussionswithsubordinates.Supportemployeedevelopmentplans.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–15TABLE10–3 PossibleEmployerCareerPlanningandDevelopmentPracticesJobpostingsFormaleducation/tuitionreimbursementPerformanceappraisal

forcareerplanningCounselingbymanagerLateralmoves/jobrotationsCounselingbyHRPreretirementprogramsSuccessionplanningFormalmentoringCommoncareerpathsDualladdercareerpathsCareerbooklets/pamphletsWrittenindividualcareerplansCareerworkshopsAssessmentcenterUpwardappraisalAppraisalcommitteesTrainingprogramsformanagersOrientation/inductionprogramsSpecialneeds(highfliers)Specialneeds(dual-careercouples)DiversitymanagementExpatriation/repatriationCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–16FIGURE10–4

SampleAgenda—

Two-DayCareer

PlanningWorkshopCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–17InnovativeCorporateCareerDevelopmentInitiativesProvideindividuallifelonglearningbudgets.Encouragerolereversal.Helporganize“careersuccessteams.”Providecareercoaches.Offeronlinecareerdevelopmentprograms.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–18Commitment-Oriented

CareerDevelopmentEffortsChangeinEmployeeCommitmentGlobalizationraisingproductivityandefficiencyrequirementsEmployeesthinkingofselvesasfreeagentsCareer-orientedAppraisalsProvideanopportunitytodiscussandlinktheemployee’sperformance,careerinterests,anddevelopmentalneedsintoacoherentcareerplan.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–19FIGURE10–5

SamplePerformance

ReviewDevelopment

PlanCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–20EstablishinganEffective

MentoringProgramRequirementoring?Providementoringtraining?Doesdistancematter?Sameordifferentdepartments?Bigorsmalldifferenceinrank?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–21CharacteristicsofEffectiveMentorsAreprofessionallycompetentAretrustworthyAreconsistentHavetheabilitytocommunicateArewillingtosharecontrolSethighstandardsArewillingtoinvesttimeandeffortActivelysteerprotégésintoimportantworkCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–22ChoosingaMentorChooseanappropriatepotentialmentor.Don’tbesurprisedifyou’returneddown.Besurethatthementorunderstandswhatyouexpectintermsoftimeandadvice.Haveanagenda.Respectthementor’stime.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–23EnhancingDiversityThroughCareerManagementSourcesofBiasandDiscriminationAlackofdiversityinthehiringdepartmentThe“old-boynetwork”ofinformalfriendshipsAlackofwomenmentorsAlackofhigh-visibilityassignmentsanddevelopmentalexperiences(glassceiling)AlackofcompanyrolemodelsformembersofthesameracialorethnicgroupInflexibleorganizationsandcareertracksCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–24TakingStepstoEnhanceDiversity:Women’sandMinorities’ProspectsEliminateinstitutionalbarriersImprovenetworkingandmentoringAbolishtheglassceilingAdoptflexiblecareertracksSupportingDiversityCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–25EmployerLife-CycleCareerManagementDecision1:

IsSeniorityorCompetencetheRule?Decision4:

Vertical,Horizontal,

orOther?Decision2:

HowShouldWeMeasureCompetence?Decision3:

IstheProcessFormalorInformal?MakingPromotionandTransferDecisionsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–26ManagingTransfersEmployees’reasonsfordesiringtransfersPersonalenrichmentandgrowthMoreinterestingjobsGreaterconvenience(betterhours,location)GreateradvancementpossibilitiesEmployers’reasonsfortransferringemployeesTovacateapositionwhereanemployeeisnolongerneededTofillapositionwhereanemployeeisneededTofindabetterfitforanemployeewithinthefirmToboostproductivitybyconsolidatingpositionsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–27AttractingandRetainingOlderWorkersCreateaculturethathonorsexperienceModifyselectionproceduresOfferflexibleorpart-timeworkImplementphasedretirementprogramsHRPoliciesforOlderWorkersCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–28ManagingRetirementsPreretirementCounselingPracticesExplanationofSocialSecuritybenefitsLeisuretimecounselingFinancialandinvestmentcounselingHealthcounselingPsychologicalcounselingCounselingforsecondcareersCounselingforsecondcareersinsidethecompanyCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–29TalentManagementTalentManagementIstheautomatedend-to-endprocessofplanning,recruiting,developing,managing,andcompensatingemployeesthroughouttheorganizationRequirescoordinatingseveralhumanresourceactivities,inparticularworkforceacquisition,assessment,development,andretentionIscareermanagementfromtheemployer’spoint

ofviewCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–30FIGURE10–6 TheTalentManagementProcessCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–31KEYTERMScoachingmentoringcareercareermanagementcareerdevelopmentcareerplanningrealityshockpromotionstransferstalentmanagementcareercyclegrowthstageexplorationstageestablishmentstagetrialsubstagestabilizationsubstagemidcareercrisissubstagemaintenancestagedeclinestagecareeranchorsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–32Chapter10AppendixCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–33IdentifyYourCareerStageGrowthStageExplorationStageEstablishmentStageTrialsubstageStabilizationsubstageMidcareercrisissubstageMaintenanceStageDeclineStageCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–34FIGURE10–A1 ChoosinganOccupationalOrientationCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–35TABLE10–A1 ExampleofSomeOccupationsThat

MayTypifyEachOccupationalThemeRealisticInvestigativeArtisticSocialEnterprisingConventionalEngineersCarpenters

PhysiciansPsychologistsResearchand

development

managersAdvertising

executivesPublicrelations

executives

Autosales

dealersSchool

administrators

Awiderange

ofmanagerial

occupations,

including:MilitaryofficersChamberof

commerce

executivesInvestment

managersLawyersAccountantsBankersCredit

managers

Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–36FIGURE10–A2 FindingtheJobYouShouldWant(Part1)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–37FIGURE10–A3

FindingtheJob

YouShouldWant

(Part2)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–38FIGURE10–A4

FindingtheJob

YouShouldWant

(Part3)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–39IdentifyYourCareerAnchorsTechnical/functionalcompetenceManagerialcompetenceAutonomyandindependenceCreativitySecurityCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–40FIGURE10–A5 OccupationalOutlookHandbookOnlineCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10–41FIGURE10–A6 SomeOnlineSourcesofOccupationalInformationCopyright©2011PearsonEducation,Inc.publishingas