[英文版]人力資源管理概論-careermanagement-employeecommitment(ppt45頁)

1、Managing Careers,© 2005 Prentice Hall Inc. All rights reserved.,10–2,The Basics of Career Management,CareerThe occupational positions a person has had over many years.Career managementThe process for enabling emp

2、loyees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.Career developmentThe lifelong series of activities that contribute to a person’s career

3、 exploration, establishment, success, and fulfillment.,© 2005 Prentice Hall Inc. All rights reserved.,10–3,The Basics of Career Management,Career planningThe deliberate process through which someone becomes aware o

4、f personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.Careers todayCareers are no simple progressions of employment in one or two firms w

5、ith a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.,© 2005 Prentice Hall Inc. All rights reserved.,10–4,Traditional Versus Career

6、Development Focus,Table 10–1,Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.,© 2005 Prentice Hall Inc. All rights rese

7、rved.,10–5,Employee Career Development Plan,Figure 10–1,Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.,© 2005 Prentice Hall Inc. All rights reserved.,10–6,The Individual?

8、 Accept 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 y

9、our manager about your career.? Follow through on realistic career plans.The Manager? Provide timely performance feedback.? Provide developmental assignments and support.? Participate in career development discussio

10、ns.? Support employee development plans.The Organization? Communicate mission, policies, and procedures.? Provide training and development opportunities.? Provide career information and career programs.? Offer a va

11、riety of career options.,Roles in Career Development,Table 10–2,Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.,© 2005 Prentice Hal

12、l Inc. All rights reserved.,10–7,Choosing a Mentor,Choose an appropriate potential mentor.Don’t be surprised if you’re turned down.Be sure that the mentor understands what you expect in terms of time and advice.Have a

13、n agenda.Respect the mentor’s time.,© 2005 Prentice Hall Inc. All rights reserved.,10–8,The Employer’s Role in Career Development,Realistic job previewsChallenging first jobsCareer-oriented appraisalsJob rotatio

14、nMentoringNetworking and interactions,© 2005 Prentice Hall Inc. All rights reserved.,10–9,Innovative Corporate Career Development Initiatives,Provide each employee with an individual budget.Offer on-site or onlin

15、e career centers.Encourage role reversal.Establish a “corporate campus.”Help organize “career success teams.”Provide career coaches.Provide career planning workshopsUtilize computerized on- and offline career devel

16、opment programs Establish a dedicated facility for career development,© 2005 Prentice Hall Inc. All rights reserved.,10–10,Career-oriented Job Placement,Five steps routinely used by internal placement centers (IPC)

17、:Conduct an internal, external, or combined searchManager completes job description for the positionRecruiter posts current job opportunitiesInterested employees apply for the positionCenter coordinator assesses eac

18、h applicant,© 2005 Prentice Hall Inc. All rights reserved.,10–11,Career-Oriented Appraisals,Foster commitment,Indicates promotability and developmental needs,© 2005 Prentice Hall Inc. All rights reserved.,10–1

19、2,Sample Agenda—Two-Day Career Planning Workshop,Figure 10–2,Source: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 22–23. In addition to career deve

20、lopment training and follow-up support, First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment

21、and planning tools.,© 2005 Prentice Hall Inc. All rights reserved.,10–13,Enhancing Diversity through Career Management,Sources of bias and discrimination in promotion decisionsHaving few people of color employed in

22、 the hiring departmentThe “old-boy network” of informal friendshipsA lack of women mentorsA lack of high-visibility assignments and developmental experiences (glass ceiling)A lack of company role models for members o

23、f the same racial or ethnic groupInflexible organizations and career tracks,© 2005 Prentice Hall Inc. All rights reserved.,10–14,Enhancing Women’s and Minorities’Prospects,Eliminate institutional barriersImprove

24、networking and mentoringEliminate the glass ceilingInstitute flexible schedules and career tracks,© 2005 Prentice Hall Inc. All rights reserved.,10–15,Career Management and Employee Commitment,The “New Psychologic

25、al Contract”O(jiān)ld contract: “Do your best and be loyal to us, and we’ll take care of your career.” New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developm

26、ental opportunities you’ll need to move on and have a successful career.”,© 2005 Prentice Hall Inc. All rights reserved.,10–16,Career Management and Employee Commitment,Commitment-oriented career development efforts

27、Career development programsCareer workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills a

28、nd the development needs they possess.Career-oriented appraisalsProvide the ideal occasion to link the employee’s performance, career interests, and developmental needs into a coherent career plan.,© 2005 Prentice

29、 Hall Inc. All rights reserved.,10–17,Sample Performance Review Development Plan,Figure 10–3,Source: Business & Legal Reports, Inc.,Managing Your Career,© 2005 Prentice Hall Inc. All rights reserved.,10–19,The W

30、eb & Career Planning,Numerous career assessment sites like:All offer career planning tools which help employees identify their strengths & improve their career progress,© 2005 Prentice Hall Inc. All rig

31、hts reserved.,10–20,Web-based career planning,www.careerdiscovery.com,© 2005 Prentice Hall Inc. All rights reserved.,10–21,Identify Your Career Stage,Growth stageExploration stageEstablishment stageTrial substage

32、Stabilization substageMidcareer crisis substageMaintenance StageDecline Stage,© 2005 Prentice Hall Inc. All rights reserved.,10–22,Identify Your Occupational Orientation,Realistic orientationInvestigative orien

33、tationSocial orientationConventional orientationEnterprising orientationArtistic orientation,© 2005 Prentice Hall Inc. All rights reserved.,10–23,Choosing an Occupational Orientation,Figure 10–A1,© 2005 Pre

34、ntice Hall Inc. All rights reserved.,10–24,www.self-directed-search.com,© 2005 Prentice Hall Inc. All rights reserved.,10–25,Example of Some Occupations that May Typify Each Occupational Theme,Figure 10–A2,© 20

35、05 Prentice Hall Inc. All rights reserved.,10–26,Example of Some Occupations that May Typify Each Occupational Theme,Figure 10–A3,Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want,” Fortu

36、ne, March 2, 1998, p. 211.,© 2005 Prentice Hall Inc. All rights reserved.,10–27,Identify Your Career Anchors,Career anchorA concern or value that a person you will not give up if a [career] choice has to be made.T

37、ypical career anchorsTechnical/functional competenceManagerial competenceCreativityAutonomy and independenceSecurity,© 2005 Prentice Hall Inc. All rights reserved.,10–28,Finding the Right Job,Do Your Own Local

38、ResearchPersonal ContactsAnswering AdvertisementsEmployment AgenciesExecutive RecruitersCareer CounselorsExecutive Marketing ConsultantsEmployers’ Web Sites,© 2005 Prentice Hall Inc. All rights reserved.,10–2

39、9,Writing Your Résumé,Introductory InformationJob ObjectiveJob ScopeYour AccomplishmentsLengthPersonal DataMake Your Résumé Scannable,© 2005 Prentice Hall Inc. All rights reserved.,10–30,Ha

40、ndling the Interview,Prepare, Prepare, PrepareUncover the Interviewer’s NeedsRelate Yourself to the Person’s NeedsThink Before AnsweringMake a Good Appearance and Show Enthusiasm,How to Earn Your Employees’ Commitmen

41、t,,© 2005 Prentice Hall Inc. All rights reserved.,10–32,The Future: Some Assumptions,1. Continued move to market economy, quality, efficiency, productivity2. “Collision effect” caused by labor moving to cities3. R

42、ising labor shortages, as in Guangdong and Fujian now4. Will lead to more demanding workers, more emphasis on productivity through people, and so to Strategic HR, HPWS, Metrics, HR Technology,© 2005 Prentice Hall I

43、nc. All rights reserved.,10–33,Rosabeth Moss Kanter Study of U.S. Utopian Communities,Sacrifice - Members had to give up something to joinCommunion-Similar backgrounds, values, joint ownershipTranscendence-Practices th

44、at made members feel they were part of something greater then themselves,© 2005 Prentice Hall Inc. All rights reserved.,10–34,Companies Studied Included,Ben & Jerry’s Ice CreamFederal ExpressGoldman SachsIBM

45、Mary Kay CosmeticsJ C PenneyToyotaSaturn,© 2005 Prentice Hall Inc. All rights reserved.,10–35,Saturn,I’m committed to Saturn for what they did for me; 300 plus hours of training and problem solving that expanded

46、my personal horizon; the “Excel” program that pushes me to the limit; and because I know that at Saturn I can go as far as I can go. This company wants its people to be all that they can be.,© 2005 Prentice Hall Inc

47、. All rights reserved.,10–36,Emphasize People-First Values,Know what you want: FEDEX, People-Service-ProfitsPut in writing: Saturn card, “trust and respect”Hire “Right Kind” managers: FEDEX Leap program“Walk the talk:

48、 Toyota, “”here are people are the company”,© 2005 Prentice Hall Inc. All rights reserved.,10–37,Ensure Guaranteed Fair Treatment,Fedex guaranteed fair treatment program: management review, officer review, executive

49、 appealPeriodic surveysTop down programs,© 2005 Prentice Hall Inc. All rights reserved.,10–38,Build a Community,Value-based hiring (similarity of values, screening out those who may not fit, attracting team player

50、s)UniformsEquality (offices, parking, eating places)Small work teams, job involvementRituals and traditions (Ben & Jerry’s, JC Penney HCSC),© 2005 Prentice Hall Inc. All rights reserved.,10–39,Communicate a

51、Higher Mission,Saturn: “…world leaders in quality, cost, and customer satisfaction through people and technology…”Charisma: Ben & Jerry’s, Amazon supplies, “green teams”Socialize: Toyota’s value-based value-based

52、hiring, orientation, training Symbols (Ben & Jerry’s “joy gang”,© 2005 Prentice Hall Inc. All rights reserved.,10–40,Use Value-Based Hiring,Toyota’s VI phase hiring: (skills & values) Orientation/applicatio

53、n, technical skills assessment, interpersonal skills assessment, Toyota assessment, health assessment, on-the-job observationJC Penney’s “certified interview”: 4 pages of structured questions focusing on skills and valu

54、es, such as “ tell me about a recent major decision you had to make”,© 2005 Prentice Hall Inc. All rights reserved.,10–41,Aim for job security,Toyota: team member handbook, “Lifetime employment is our goal…if TMM is

55、 profitable..you must do everything possible…”,© 2005 Prentice Hall Inc. All rights reserved.,10–42,Reward employees,JC Penney: large bonusesFedex: Merit pay, pro pay (if at top of range), Star program, profit sha

56、ring, MBO/PBO incentive plans for managers and professionals, Bravo-Zulu immediate rewards, Golden Falcon customer service rewards,© 2005 Prentice Hall Inc. All rights reserved.,10–43,Enable Employees to Actualize,A

57、braham Maslow’s needs hierarchyCommit to actualizing (Saturn worker, “I’m committed to Saturn in part for what they did for me; Fedex manager, “the best I can be is what I can be here..Fedex made me a man…”Enrich and e

58、mpowerCareer-oriented appraisals; job posting,© 2005 Prentice Hall Inc. All rights reserved.,10–44,Career-Oriented Appraisals,Foster commitment,Indicates promotability and developmental needs,© 2005 Prentice

59、Hall Inc. All rights reserved.,10–45,In Summary,Kanter: Sacrifice, Communion, TranscendenceCommitment-building: Emphasize people-first values; Ensure guaranteed fair treatment; Build a community; Communicate a higher mi