Human

Talent,
Resource Careers, and
Management Development
Chapter 9
Robert L. Mathis | John H. Jackson | Sean
R. Valentine

14e

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Web site, in whole or in part.
Learning Objectives
 Identify the importance of talent
management and discuss two reasons it
may be difficult
 Explain what succession planning is and its
steps
 Differentiate between organization-
centered and individual-centered career
planning

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
Web site, in whole or in part.
Learning Objectives
 List options for development needs
analyses
 Discuss three career issues that
organizations and employees must address
 Identifyseveral management development
methods

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Web site, in whole or in part.
Talent Management
 Strategic talent management:
Identifying the most important jobs in a
company that provide a long-term
competitive advantage
 Create HR policies to developing employees so
that they can effectively work in these jobs

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Web site, in whole or in part.
Maximizing Rewards of Talent
Management
 Development of current employees and
hiring outside talent
 Creation of talent pools and broad
competencies in employees that reduce
uncertainty in the need for personnel

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Maximizing Rewards of Talent
Management
 Utilization of more short-term talent
forecasts that are likely more reliable
 Establishing a balance of ownership over
career development between companies
and workers

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Talent Management in Perspective
 Choices for dealing with talent needs are
to:
 Emphasize stability in employment and develop
talent internally
 Develop agility as an organization and buy talent
as needed
 Use combination of the first two choices

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Figure 9.1 - Talent Management
Process

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Web site, in whole or in part.
Talent Management Information
Systems
 Integrateall the pieces of talent
management into one manageable whole
 Pull together HR, finance, and operations data to
get insights on talent that are otherwise difficult
to obtain
 Tool to aid decision making

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Scope of Talent Management
 Target jobs - Identify the right jobs that will
be the focus of talent management efforts
 High-potential individuals (High-pos):
Show high promise for advancement in the
organization
 Approaches to keep high-pos engaged
 Recognize their talents
 Include them in the development process

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Web site, in whole or in part.
Scope of Talent Management
 Provide substantive and flexible opportunities to
gain visibility in the firm
 Provide good mentors
 Competency models - Show the KSAs for
various jobs
 Libraries of competency models maintained by
some companies
 Ensure efficient talent planning

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Web site, in whole or in part.
Scope of Talent Management
 Talent pools - Avoid creation of a narrow
specialized job, but create a pool of
talented people
 Career tracks - Series of steps that an
individual follows to become ready to scale-
up
 Assessment - Predict a person’s potential
for a job

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Web site, in whole or in part.
Scope of Talent Management
 Development risk sharing - Companies
encourage talented employees to volunteer
for development training
 Reduces the risk of developing talent of an
employee who would choose to leave the
organization with the skills gained

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Succession Planning
 Preparing for the inevitable movements of
personnel that creates holes in the
hierarchy that need to be filled by other
qualified individuals
 Should include a well-designed development
system for employees to reach its full potential
 Right people should be placed in the right
positions to obtain organizational goals

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Web site, in whole or in part.
Figure 9.2 - Succession Planning
Process

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Web site, in whole or in part.
Succession Planning Process
 Results in:
 Identification of potential emergency
replacements for critical positions
 Other successors who will be ready with some
additional development

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Web site, in whole or in part.
Role of HR in Succession Planning

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Web site, in whole or in part.
Succession Planning Process
 Global succession planning
 Growth of immigrants results in employers facing
legal and workforce diversity issues
 Growing concern for employers is replacing senior
managers with international experience and
contact with younger workers

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Web site, in whole or in part.
Succession Planning Process
 Succession in small and closely held
organizations
 Few formalize succession plans
 Lack of succession planning is one of the biggest
threats
 Address development needs of the successor to
avoid potential problems

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
Web site, in whole or in part.
Figure 9.3 - Talent Inventory Grid

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Succession Planning
Decisions

Make-or-buy: Develop competitive human

resources or hire individuals who are
already developed from somewhere else

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Web site, in whole or in part.
Succession Planning
Decisions
 Buy talent

Advantages Disadvantages

• Company can tap into • Can be a costly

new strategy
knowledge/perspective • Risk associated with
s hiring unproven
• Obtain needed skills employees
that will help the • Risk associated with
company hiring unproven
employees

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Web site, in whole or in part.
Succession Planning
Decisions
 Make talent

Advantages Disadvantages

• Company can provide • Limited ability to secure

employees required new knowledge/
competencies and perspectives
advancement
opportunities
• Highly cost effective
• Employees already known

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Web site, in whole or in part.
Succession Planning
Decisions
 Metrics and succession planning
 Wide range of metrics are used to measure the
impact of succession planning depending on the
company plans
 Key measures
 Identifying the reduced costs of turnover
 How succession planning and its follow-up may lead
to higher performance and organizational
profitability

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Web site, in whole or in part.
Succession Planning
Decisions
 Computerized succession planning models
 Via intranet systems, employees can:
 Access and update their databases
 Review job and career opportunities
 Complete skill and career interest self-surveys and
numerous other items

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Web site, in whole or in part.
Benefits of Formal Succession
Planning
 Having a supply of highly qualified
individuals ready for future job openings
 Providing career opportunities and plans for
individuals
 Helps retention and performance motivation

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Benefits of Formal Succession
Planning
 Providing a basis for the continual review of
staffing requirements as organizational
changes occur over time
 Enhancing the brand of the company and
establishing the organization as a desirable
place to work

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Web site, in whole or in part.
Succession Planning Mistakes
 Focusing only on CEO and top management
succession
 Starting too late, when openings are
occurring
 Not linking well to strategic plans
 Allowing the CEO to direct the planning and
make all succession decisions
 Looking only internally for succession
candidates
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Career Planning
 Career: Series of work-related positions a
person occupies through life
 Changing nature of careers
 Old model - Person worked up the ladder in one
organization is becoming rarer
 New model - Changing jobs and companies every
few years

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Web site, in whole or in part.
Different Views of Careers
Protean Career
• Individuals adapt to career demands by shaping their own KSAs

Career without Boundaries

• Careers can span many companies or industries

Postcorporate Career
• Individual builds a career working in smaller businesses or starting
entrepreneurial ventures

Kaleidoscope Career
• Building a career by focusing on important employment factors

Hybrid Career
• Defined by both protean and career without boundaries viewpoints

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Web site, in whole or in part.
Organization-Centered Career
Planning
 Focuses on identifying career paths that
provide for the logical progression of people
between jobs in an organization
 Career paths: Employees’ movements
through opportunities over time
 Employer websites and career planning
 Used for career assessment, information, and
instruction

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Web site, in whole or in part.
Organization-Centered Career
Planning
 Accommodating individual career needs
 Providing opportunities for appropriate work-life
balance
 Permitting telecommuting for fast-track
employees unwilling to relocate
 Individual-centered career planning:
Focuses on an individual’s career rather
than in organizational needs

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Web site, in whole or in part.
Figure 9.4 - Organizational and
Individual Career Planning Perspectives

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Web site, in whole or in part.
Individual-Centered Career Planning

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Web site, in whole or in part.
Individual Career Choices

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Web site, in whole or in part.
Figure 9.5 - General Career Periods

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Web site, in whole or in part.
Figure 9.6 - Portable Career Path

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Web site, in whole or in part.
Career Transitions

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Retirement Issues
 Retirement - Adjustment away from the
demands of the workplace to greater
psychological well-being achieved outside
the job
 Areas of adjustment
 Self-direction
 Need to belong

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Retirement Issues
 Satisfying achievement needs
 Personal space
 Goals
 Means for gradual disengagement between
the organization and the individual
 Phased-in retirement
 Consulting arrangements
 Callback of some retirees

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Web site, in whole or in part.
Common Individual Career Problems

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Developing Human Resources
 Development: Efforts to improve
employees’ abilities to:
 Handle a variety of assignments
 Cultivate employees’ capabilities beyond those
required by the current job

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Web site, in whole or in part.
Figure 9.7 - Development versus
Training

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Web site, in whole or in part.
Possible Development
Focuses

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Web site, in whole or in part.
Possible Development
Focuses
 Lifelong learning
 For professionals
 Meeting continuing education requirements to retain
certificates
 For other employees
 Training to expand existing skills
 Prepare for different jobs, promotions, or new jobs
after retirement
 Redeveloping people in the capabilities
they need is logical and important
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Web site, in whole or in part.
Development Needs Analyses
 Assessment centers: Collections of
instruments and exercises designed to
diagnose individuals’ development needs
 Psychological testing - Determines
employee’s developmental potential and
needs
 Performance appraisals - Source of
development information
 Productivity

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Development Needs Analyses
 Employee relations
 Job knowledge
 Development metrics - Assessments that
target the proper skills needed to perform
work
 Can be used to identify content that should be
included in development programs

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Web site, in whole or in part.
Figure 9.8 - HR Development
Approaches

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Web site, in whole or in part.
Figure 9.10 - Management Lessons
Learned from Job Experience

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Web site, in whole or in part.
Supervisor Development

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Web site, in whole or in part.
Leadership Development

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Figure 9.11 - Stages in Management
Mentoring Relationships

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Problems with Management
Development Efforts
 Failing to conduct adequate needs analysis
 Trying out fad programs or training
methods
 Substituting training for selecting qualified
individuals
 Encapsulated development - When an
individual learns new methods and ideas,
but returns to a work unit that still follows
old methods

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Web site, in whole or in part.