Employee training and development 5th chapter 12

Career Paths, Developing Dual-Career Paths and Dual-Career Portfolios  Career path - a sequence of job positions involving similar types of work and skills that employees move through

Chapter 12 Special Challenges in Career

Management

 Supportive work-life culture

Acknowledges and respects family and life

responsibilities and obligations

Encourages managers and employees to work together to meet personal and work needs

Socialization and Orientation

 Organizational socialization – the

process by which new employees are

transformed into effective members of

the company; has three phases:

develop expectations about the company, job, working conditions, and interpersonal

relationships

Socialization and Orientation

(cont.)

job; they experience shock and surprise and need to become familiar with job tasks,

company practices, procedures, etc

comfortable with their job demands and social relationships

Table 12.1 - What Employees Should Learn and Develop Through Socialization

Table 12.2 - Content of

Orientation Programs

Table 12.3 - Characteristics of

Effective Orientation Programs

Career Paths, Developing

Dual-Career Paths and Dual-Career Portfolios

 Career path - a sequence of job

positions involving similar types of work and skills that employees move through

in the company; it involves analyzing:

work and information flows

important development experiences

qualifications and tasks performed across

Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.)

 Dual-career path system - enables

employees to remain in a technical career path or move into a management career path Its characteristics are:

Salary, status, and incentives for technical

employees compare favorably with those of managers

Individual contributors’ base salary may be

lower than that of managers, but they are

given opportunities to increase their total

compensation through bonuses

Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.)

The individual contributor career path is not used to satisfy poor performers who have no managerial potential The career path is for

employees with outstanding technical skills

Individual contributors are given the

opportunity to choose their career path

Figure 12.3 - Example of

Dual-Career-Path System

Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.)

 Career portfolio - multiple part-time

jobs that together make up a full-time

future job assignments with increased

performance

Plateauing (cont.)

Discrimination based on age, gender, or race

Lack of ability and training

Low need for achievement

Unfair pay decisions or dissatisfaction with

pay raises

Confusion about job responsibilities

Slow company growth resulting in reduced

development opportunities

Table 12.4 - Possible Remedies for Plateaued Employees

Skills Obsolescence

competence resulting from a lack of

knowledge of new work processes,

techniques, and technologies that have

developed since the employee completed his or her education.

Figure 12.4 - Factors Related to

Updating Skills

Coping With Career Breaks

 Uniformed Services Employment and Reemployment Rights Act - deployed

employees’ rights, such as guaranteeing reservists’ jobs when they return, except under special circumstance.

reservists are provided with career

counseling and information on jobs and

career opportunities.

Balancing Work and Life

 Family and Medical Leave Act (FMLA)

- a federal law that provides for up to 12 weeks of unpaid leave for parents with

new infants or newly adopted children.

Also covers employees who must take a leave

of absence to care for a family member or to deal with a personal illness

Companies are required to provide health care benefits

Balancing Work and Life (cont.)

nonwork:

Trainers and managers may be responsible for developing policies and procedures

Trainers may be responsible for developing

training programs to teach managers their

role in administering and overseeing the use

of work-life policies

Balancing Work and Life (cont.)

demands of work and nonwork interfere with each other

stress of work and nonwork roles

employees’ behavior in work roles is not

appropriate for their behavior in nonwork

roles

Company Policies to

Accommodate Work and Nonwork

communicating information about work

and non-work policies and job demands

Companies have to understand employees’

needs, solicit their input, and make work-life benefits accessible to everyone

Providing information regarding the nature of jobs helps employees choose career

opportunities that match the importance they place on work

Company Policies to Accommodate Work and Nonwork (cont.)

schedules

Reduce pressure on employees to work long hours

Telecommuting - a work arrangement that

provides flexibility in both location and hours

Job sharing - two employees divide the hours, responsibilities, and benefits of a full-time job

Table 12.6 - Alternative Work

Schedules and Work Arrangements

Company Policies to Accommodate Work and Nonwork (cont.)

care and adoption support

Table 12.7 - Recommendations for the

Development of Dependent Care Assistance

Programs

Coping With Job Loss

companies and managers have two major responsibilities:

Helping employees who will lose their jobs

Ensuring that the “survivors” remain

productive and committed to the organization

Coping With Job Loss (cont.)

Advance warning and an explanation for the layoff

Psychological, financial, and career

counseling

Assessment of skills and interests

Job campaign services

Job banks

Electronic delivery of job openings,

self-directed career management guides, and

values and interest inventories

Table 12.8 - Guidelines for

Termination Meetings With Employees

Table 12.8 - Guidelines for

Termination Meetings With Employees

Dealing With Older Workers

Provide flexibility in scheduling, which allows older employees to take care of sick spouses,

go back to school, travel, etc

Ensure that older employees receive the

training they need to avoid obsolescence and

to be prepared to use new technology

Provide resources and referral help that

addresses long-term health care and elder

care

Dealing With Older Workers

(cont.)

Provide assessment and counseling, which are necessary to help older employees recycle to new jobs or careers

Consider moving valuable older employees

who are suffering skill deterioration to other jobs

Ensure that employees do not hold

inappropriate stereotypes about older

employees

Dealing With Older Workers

(cont.)

 Preretirement socialization - helping

employees prepare to exit from work It

addresses the following topics:

Psychological aspects of retirement

Housing, transportation, living costs, and

proximity to medical care

Health during retirement

Financial and estate planning

Health care plans

The collection of benefits from company

pension plans and Social Security

Dealing With Older Workers

(cont.)

 Early retirement programs - offer

employees financial benefits to leave the company.

To avoid costly litigation, companies need to ensure that:

 The program is part of the employee benefit plan.

 The company can justify age-related distinctions for eligibility for early retirement.

 Employees are allowed to voluntarily choose early retirement.