Dessler HRM 12e ch 010 coaching careers and talent management

Part I: Introduction Managing Human Resources Today Managing Equal Opportunity and Diversity Mergers, Acquisitions, and Strategic Human Resource Management Part II: Staffing the Organization Personnel Planning and Recruiting Selecting Employees Training and Developing Employees Part III: Appraising and Compensating Employees Performance Management and Appraisal Compensating Employees Part IV: Employee and Labor Relations Ethics, Employee Rights, and Fair Treatment at Work Working with Unions and Resolving Disputes Improving Occupational Safety, Health, and Security Part V: Special Issues in Human Resource Management Managing Human Resources in Entrepreneurial Firms Managing HR Globally Measuring and Improving HR Management’s Results

Chapter 10

Coaching, Careers, and Talent

Management

WHERE WE ARE NOW…

1 Compare and contrast coaching and mentoring and

describe the importance of each.

planning-oriented HR focuses.

career development roles.

decisions.

managing retirements.

LEARNING OUTCOMES

Coaching and Mentoring

• Coaching

 Involves educating, instructing, and training subordinates

 Focuses on teaching shorter-term job-related skills

• Mentoring

 Is actively advising, counseling, and guiding

 Supplants the need for authority and for giving orders for getting things done

• Coaching and mentoring require both analytical and

interpersonal skills.

Improving Your Coaching Skills

1 2 3 4

The Four-Step Coaching Process

Developing a mutually agreed change plan Preparing to coach

Engaging in active coaching Evaluating for feedback and follow-up

FIGURE 10–1 A Short Course in Improving Interpersonal Communications

FIGURE 10–2

Coach’s

Self-Evaluation

Checklist

The Basics Of Career Management

Career Management

Career Development

Career Planning

Career Terminology

Careers Today and Employee Commitment

Old Contract (Employer-focused)

“Do your best and be loyal to us, and we’ll take care of your career.”

New Contract (Employee-focused)

“I’ll do my best for you, but I expect you to provide the development and learning that will prepare me for the day

I must move on, and for having the work-life balance that I desire.”

TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource

planning Analyzes jobs, skills, tasks— present and future Projects

needs Uses statistical data

Adds information about individual interests, preferences, and the like to replacement plans

Training and

development

Provides opportunities for learning skills, information, and attitudes related to job

Provides career path information

Adds individual development plans

FIGURE 10–3

Employee Career

Development Plan

Why Offer Career Development?

Better equips employees

to serve the firm

Boosts employee commitment to the firm

Supports recruitment and retention of efforts

Career Development Benefits

TABLE 10–2 Roles in Career Development

Individual

• 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 your manager about your career.

• Follow through on realistic career plans.

Employer

• Communicate 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.

TABLE 10–3 Possible Employer Career Planning and Development Practices

Assessment center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers)

Special needs (dual-career couples) Diversity management

FIGURE 10–4

Sample Agenda—

Two-Day Career

Planning Workshop

Innovative Corporate Career

Development Initiatives

1 Provide individual lifelong learning budgets.

2 Encourage role reversal.

3 Help organize “career success teams.”

4 Provide career coaches.

5 Offer online career development programs.

Commitment-Oriented

Career Development Efforts

 Globalization raising productivity and efficiency requirements

• Career-oriented Appraisals

 Provide an opportunity to discuss and link the employee’s

performance, career interests, and developmental needs into a coherent career plan.

FIGURE 10–5

Sample Performance

Review Development

Plan

Establishing an Effective

Mentoring Program

• Require mentoring?

• Provide mentoring training?

• Does distance matter?

• Same or different departments?

• Big or small difference in rank?

Characteristics of Effective Mentors

• Are professionally competent

• Are trustworthy

• Are consistent

• Have the ability to communicate

• Are willing to share control

• Set high standards

• Are willing to invest time and effort

• Actively steer protégés into important work

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 an agenda.

• Respect the mentor’s time.

Enhancing Diversity Through

Career Management

• Sources of Bias and Discrimination

 A lack of diversity in the hiring department

 The “old-boy network” of informal friendships

 A lack of high-visibility assignments and developmental

experiences (glass ceiling)

racial or ethnic group

 Inflexible organizations and career tracks

Taking Steps to Enhance Diversity:

Women’s and Minorities’ Prospects

Eliminate institutional barriers

Improve networking and mentoring

Abolish the glass ceiling

Adopt flexible career tracks

Supporting Diversity

Employer Life-Cycle Career Management

or Other?

Decision 2:

How Should

We Measure Competence?

Decision 3:

Is the Process Formal or Informal?

Making Promotion and Transfer Decisions

Managing Transfers

• Employees’ reasons for desiring transfers

 More interesting jobs

• Employers’ reasons for transferring employees

 To find a better fit for an employee within the firm

 To boost productivity by consolidating positions

Attracting and Retaining Older Workers

Create a culture that honors experience

Modify selection procedures

Offer flexible or part-time work

Implement phased retirement programs

HR Policies for

Older Workers

Managing Retirements

• Preretirement Counseling Practices

 Explanation of Social Security benefits

Talent Management

recruiting, developing, managing, and compensating

employees throughout the organization

activities, in particular workforce acquisition,

assessment, development, and retention

of view

FIGURE 10–6 The Talent Management Process

stabilization substage midcareer crisis substage maintenance stage

decline stage career anchors

Chapter 10

Appendix

Identify Your Career Stage

FIGURE 10–A1 Choosing an Occupational Orientation

TABLE 10–A1 Example of Some Occupations That

May Typify Each Occupational Theme

Engineers

Carpenters

Physicians Psychologists Research and development managers

Advertising executives Public relations executives

Auto sales dealers School administrators

A wide range

of managerial occupations, including:

Military officers Chamber of commerce executives Investment managers Lawyers

Accountants Bankers Credit managers

FIGURE 10–A2 Finding the Job You Should Want (Part 1)

FIGURE 10–A3

Finding the Job

You Should Want

(Part 2)

FIGURE 10–A4

Finding the Job

You Should Want

(Part 3)

Identify Your Career Anchors

Technical/functional

competence

Managerial competence

Autonomy and

Security

FIGURE 10–A5 Occupational Outlook Handbook Online

FIGURE 10–A6 Some Online Sources of Occupational Information

Job Search Techniques

• Do your own local research

• Online job boards

• Executive marketing consultants

• Employers’ Web sites

Writing Your Résumé

FIGURE 10–A7 Partial Example of a Good Résumé

Online Bios

• Fill it with details

• Avoid touchy subjects

• Look the part

• Make it search friendly

• Use abbreviations

• Say it with numbers

• Carefully proofread

Handling the Interview

• Prepare, prepare, prepare

• Uncover the interviewer’s needs

• Relate yourself to the person’s

needs

• Think before answering

• Make a good appearance and

show enthusiasm

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