HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 10
Coaching, Careers,
And Talent
Management

Part 3 Training and Development

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
WHERE WE ARE NOW…

Copyright © 2011 Pearson Education 10–2

LEARNING OUTCOMES
1. Compare and contrast coaching and mentoring and
describe the importance of each.
2. Compare employers’ traditional and career planning-
oriented HR focuses.
3. Explain the employee’s, manager’s, and employer’s
career development roles.
4. Describe the issues to consider when making promotion
decisions.
5. List and briefly explain at least four methods for better
managing retirements.
6. Define talent management and give an example of an
actual talent management system.

Copyright © 2011 Pearson Education 10–3

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
 Is helping employees navigate longer-term career hazards
 Is leading highly trained employees and self-managing teams
 Supplants the need for authority and for giving orders for getting
things done
• Coaching and mentoring require both analytical and
interpersonal skills.

Copyright © 2011 Pearson Education 10–4

Improving Your Coaching Skills

The Four-Step Coaching Process

1 Preparing to coach

2 Developing a mutually agreed change plan

3 Engaging in active coaching

4 Evaluating for feedback and follow-up

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Preparing to Coach:
Applying the ABC Approach
• Antecedents
 What things must come before the person does the job?

• Behavior
 Can the person do the job if he or she wanted to?

• Consequences
 What are the consequences of doing the job right?

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 FIGURE 10–1 A Short Course in Improving Interpersonal Communications

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 FIGURE 10–2
Coach’s
Self-Evaluation
Checklist

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 The Basics Of Career Management

Career Management

Career
Career Development
Terminology

Career Planning

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 Careers Today and
Employee Commitment

Old Contract New Contract

(Employer-focused) (Employee-focused)

“Do your best and be “I’ll do my best for you,

loyal to us, and we’ll take
care of your career.”
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.”

Copyright © 2011 Pearson Education 10–10

 TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource Analyzes jobs, skills, tasks— Adds information about individual interests,
planning present and future. Projects preferences, and the like to replacement
needs. Uses statistical data. plans.

Recruiting and Matching organization’s needs Matches individuals and jobs based on
placement with qualified individuals. variables including employees’ career
interests and aptitudes.

Training and Provides opportunities for Provides career path information.

development learning skills, information, Adds individual development plans.
and attitudes related to job.

Performance Rating and/or rewards. Adds development plans and individual

appraisal goal setting.

Compensation Rewards for time, productivity, Adds tuition reimbursement plans,

and benefits talent, and so on. compensation for non–job-related activities
such as United Way.

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 FIGURE 10–3
Employee Career
Development Plan

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Why Offer Career Development?

Better equips employees

to serve the firm

Career
Boosts employee
Development commitment to the firm
Benefits
Supports recruitment and
retention of efforts

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 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.
Manager
• Provide timely and accurate performance
feedback.
• Provide developmental assignments and
support.
• Participate in career development
discussions with subordinates.
• Support employee development 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.

Copyright © 2011 Pearson Education 10–14

 TABLE 10–3 Possible Employer Career Planning and Development Practices

Job postings Career booklets/pamphlets

Formal education/tuition Written individual career plans
reimbursement
Career workshops
Performance appraisal
Assessment center
for career planning
Upward appraisal
Counseling by manager
Appraisal committees
Lateral moves/job rotations
Training programs for managers
Counseling by HR
Orientation/induction programs
Preretirement programs
Special needs (highfliers)
Succession planning
Special needs (dual-career couples)
Formal mentoring
Diversity management
Common career paths
Expatriation/repatriation
Dual ladder career paths

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 FIGURE 10–4
Sample Agenda—
Two-Day Career
Planning Workshop

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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.

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Commitment-Oriented
Career Development Efforts
• Change in Employee Commitment
 Globalization raising productivity and efficiency requirements
 Employees thinking of selves as free agents
• Career-oriented Appraisals
 Provide an opportunity to discuss and link the employee’s
performance, career interests, and developmental needs into a
coherent career plan.

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 FIGURE 10–5
Sample Performance
Review Development
Plan

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Establishing an Effective
Mentoring Program
• Require mentoring?
• Provide mentoring training?
• Does distance matter?
• Same or different departments?
• Big or small difference in rank?

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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

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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.

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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 women mentors

 A lack of high-visibility assignments and developmental
experiences (glass ceiling)
 A lack of company role models for members of the same
racial or ethnic group
 Inflexible organizations and career tracks

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 Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects

Eliminate institutional barriers

Improve networking and mentoring

Supporting
Diversity
Abolish the glass ceiling

Adopt flexible career tracks

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Employer Life-Cycle Career Management

Making Promotion and

Transfer Decisions

Decision 1: Decision 2: Decision 3: Decision 4:

Is Seniority or How Should Is the Process Vertical,
Competence We Measure Formal or Horizontal,
the Rule? Competence? Informal? or Other?

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Managing Transfers
• Employees’ reasons for desiring transfers
 Personal enrichment and growth
 More interesting jobs
 Greater convenience (better hours, location)
 Greater advancement possibilities

• Employers’ reasons for transferring employees

 To vacate a position where an employee is no longer needed
 To fill a position where an employee is needed
 To find a better fit for an employee within the firm
 To boost productivity by consolidating positions

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 Attracting and Retaining Older Workers

Create a culture that honors experience

Modify selection procedures

HR Policies for
Older Workers
Offer flexible or part-time work

Implement phased retirement programs

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Managing Retirements
• Preretirement Counseling Practices
 Explanation of Social Security benefits

 Leisure time counseling

 Financial and investment counseling

 Health counseling

 Psychological counseling

 Counseling for second careers

 Counseling for second careers inside the company

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Talent Management
• Talent Management
 Is the automated end-to-end process of planning,
recruiting, developing, managing, and compensating
employees throughout the organization
 Requires coordinating several human resource
activities, in particular workforce acquisition,
assessment, development, and retention
 Is career management from the employer’s point
of view

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 FIGURE 10–6 The Talent Management Process

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KEY TERMS
coaching career cycle
mentoring growth stage
career exploration stage
career management establishment stage
career development trial substage
career planning stabilization substage
reality shock midcareer crisis substage
promotions maintenance stage
transfers decline stage
talent management career anchors

Copyright © 2011 Pearson Education 10–31

 HUMAN RESOURCE MANAGEMENT
Global Edition 12e

Chapter 10
Appendix

Part 3 Training and Development

10-32
Copyright © 2011 Pearson Education GARY DESSLER
Identify Your Career Stage
• Growth Stage
• Exploration Stage
• Establishment Stage
 Trial substage
 Stabilization substage
 Midcareer crisis substage
• Maintenance Stage
• Decline Stage

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 FIGURE 10–A1 Choosing an Occupational Orientation

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 TABLE 10–A1 Example of Some Occupations That
May Typify Each Occupational Theme

Realistic Investigative Artistic Social Enterprising Conventional

Engineers Physicians Advertising Auto sales A wide range Accountants

executives dealers of managerial
Carpenters Psychologists Bankers
occupations,
Public relations School
Research and including: Credit
executives administrators
development managers
Military officers
managers
Chamber of
commerce
executives
Investment
managers
Lawyers

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

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 FIGURE 10–A3
Finding the Job
You Should Want
(Part 2)

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 FIGURE 10–A4
Finding the Job
You Should Want
(Part 3)

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 Identify Your Career Anchors

Technical/functional
competence

Managerial
Security
competence

Autonomy and
Creativity
independence

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 FIGURE 10–A5 Occupational Outlook Handbook Online

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 FIGURE 10–A6 Some Online Sources of Occupational Information

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Job Search Techniques
• Do your own local research
• Online job boards
• Personal contacts
• Answering advertisements
• Employment agencies
• Executive recruiters
• Career counselors
• Executive marketing consultants
• Employers’ Web sites

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Writing Your Résumé
• Introductory information
• Job objective
• Job scope
• Your accomplishments
• Length
• Personal data
• Make your résumé scannable

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 FIGURE 10–A7 Partial Example of a Good Résumé

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Online Bios
• Fill it with details
• Avoid touchy subjects
• Look the part
• Make it search friendly
• Use abbreviations
• Say it with numbers
• Carefully proofread

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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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