Managing

Human Resources
Bohlander  Snell  Sherman

Chapter 7
Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-1

Chapter 7 Learning Objectives
 Explain how a career development program
integrates individual and organizational needs.
 Describe the conditions that help to make a career
development program successful.
 Discuss how job opportunities can be inventoried
and employee potential assessed.
 Describe the methods used for identifying and
developing managerial talent.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-2

 Learning Objectives, cont.
 Cite the ways in which employers can facilitate
the career development of women.
 Cite the ways in which employers can facilitate
the career development of members of minority
groups and of dual-career couples.
 Describe the various aspects of personal career
development that one should consider.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-3

 Presentation Slide 7-1A
Career Development #1A
Organization’s
Organization’sNeeds
Needs
Matching Individual and
Operational
Organizational Needs
Operational
Strategic • •Employee
Employeeturnover
turnover
Strategic • Absenteeism
• •Current competencies• •Talent
Currentcompetencies Absenteeism
• •Future Talentpool
competencies • •Outsourcing
Futurecompetencies pool
• •Market
Marketchanges
changes • Outsourcing
• •Mergers, • •Productivity
Mergers,etc.
etc. Productivity
• •Joint
Jointventures
ventures
• •Innovation Professional
Innovation
• •Growth
Growth
• •Downsizing
Career Management Professional
• •Career
Careerstage
stage
• •Education
Downsizing
• •Restructuring Education&&training
training
Restructuring • •Promotion aspirations
Promotion aspirations
Personal • •Performance
Performance
• Age/tenure • •Potential
Potential
• Family concerns • •Current
Currentcareer
careerpath
path
• Spouse employment
• Mobility
• Outside interests

Individual’s
Individual’sNeeds
Needs
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-4
Presentations Slide 7-1B
Career Development #1B
Creating Favorable
Conditions Management
Support

Creating
Creating Goal Setting
Favorable
Favorable
Conditions
Conditions for
for
Career
Career Changes in HRM
Policies
Development
Development
Publicizing the
Program

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-5

 Presentation Slide 7-1C
Career Development #1C
Creating Favorable Conditions
Management Participation
Provide top management support
Provide collaboration between line managers and
HR managers
Train management personnel
Setting Goals
Plan human resources strategy
Changing HR Policies
Provide for job rotation
Provide outplacement service
Announcing the Program
Explain its philosophy
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-6
 Presentation Slide 7-2A
Career Development #2A
Identifying Job
Job Competencies Opportunities

Job Progressions Activities

& Career Paths Activities
of
of Job
Job
Career Opportunity
Opportunity
Advancement
Possibilities Inventorying
Inventorying

Dual Career Paths

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-7

 Job Progressions

Hierarchy of jobs a new employee might

experience, ranging from a starting job
to jobs that successively require
more knowledge and/or skill

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-8

 Career Paths

Lines of advancement in an
occupational field within an
organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-9

 Alternative Career Moves

Promotion
Promotion

Exit
Exit

Transfer
Transfer

Demotion
Demotion

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-10

 Promotion

Change of assignment to a job

at a higher level in the organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-11

 Transfer

Placement of an individual in another job

for which the duties, responsibilities,
status, and remuneration are approximately
equal to those of the previous job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-12

 Relocation Services

Services provided to an employee who is

transferred to a new location, which
might include help in moving, in selling
a home, in orienting to a new culture,
and/or in learning a new language

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-13

 Outplacement Services

Services provided by organizations

to help terminated employees find a new job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-14

 Presentation Slide 7-2B
Career Development #2B
Determining Employee Potential
Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations,
development needs

Career Planning Workshops

Discuss and compare attitudes, concerns, plans

Career Counseling
Discuss job, career interests, goals

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-15

 Presentation Slide 7-3

HR’s Role in Career Development

THE GOAL: MATCHING
THE GOAL: MATCHING
• Encourage employee ownership of career.
• Encourage employee ownership of career.
• Create a supportive context.
• Create a supportive context.
• •Communicate direction of company.
Communicate direction of company.
CAREER
CAREERDEVELOPMENT
DEVELOPMENTINITIATIVES
INITIATIVES • •Mutual goal setting and planning.
Mutual goal setting and planning.
• Provide workbooks and workshops. The Goal: Match
• Provide workbooks and workshops.
• •Provide career counseling. Individual and
Provide career counseling.
• Career self-management training
Organization Needs
• Career self-management training
• •Give developmental feedback. Identify Career
Give developmental feedback.
• Provide mentoring.
• Provide mentoring. Career Development Opportunities &
Initiatives Requirements

Gauge OPPORTUNITIES
OPPORTUNITIES&&REQUIREMENTS
REQUIREMENTS
Employee • Identify future competency needs.
• Identify future competency needs.
Potential • Establish job progressions/career paths.
• Establish job progressions/career paths.
GAUGE EMPLOYEE POTENTIAL • Balance promotions, transfers, exists, etc.
GAUGE EMPLOYEE POTENTIAL • Balance promotions, transfers, exists, etc.
• •Measure competencies (appraisals). • Establish dual career paths.
Measure competencies (appraisals). • Establish dual career paths.
• •Establish talent inventories.
Establish talent inventories.
• Establish succession plans.
• Establish succession plans.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
• •Use assessment centers.
7-16
Use assessment centers.
 Gauging Employee Potential
Career Career
Planning Planning
Workbooks Workshops

Career
Counseling

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-17

Career Development Programs
Inventorying
Management
Requirements and Performance
Talent Appraisals

Using Assessment
Centers

Determining
Individual
Mentoring Development Needs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-18

 Assessment Center

Process by which individuals are evaluated

as they participate in a series of situations
that resemble what they might
be called upon to handle on the job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-19

 In-Basket Training

Assessment-center process
for evaluating trainees by simulating
a real-life work situation.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-20

Leaderless Group Discussions

Assessment-center process that places

trainees in a conference setting
to discuss an assigned topic, either
with or without designated group roles.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-21

 Career Counseling

Process of discussing with employees

their current job activities and performance,
their personal and career interests and goals,
their personal skills, and suitable career
development objectives.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-22

 Fast-Track Program

Program that encourages young managers

with high potential to remain
with an organization by enabling them
to advance more rapidly than those
with less potential

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-23

 Mentors

Executives who coach, advise, and

encourage individuals of lesser rank

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-24

 Mentoring Functions
GOOD
GOOD MENTORS…
MENTORS…
• •Listen
Listenand
andunderstand
understand
• •Challenge
Challenge andstimulate
and stimulatelearning
learning
• •Coach
Coach
• •Build
Buildself-confidence
self-confidence
• •Provide
Providewise
wisecounsel
counsel
• •Teach by example
Teach by example
• •Act
Actasasrole
rolemodel
model
• •Share experiences
Share experiences GOOD
GOOD MENTEES…
MENTEES…
• •Offer encouragement
Offer encouragement
• •Listen
Listen
• •Act
Actononadvice.
advice.
• •Show
Show commitmentto
commitment tolearn.
learn.
• •Check ego at the door.
Check ego at the door.
• •Ask
Askfor
forfeedback.
feedback.
SUCCESSFUL
SUCCESSFUL
• •Are
• •Are
open-minded
Are open-minded
Arewilling
willingto
tochange
change
MENTORING
MENTORING • •Are proactive.
Are proactive.

Source: Matt Starcevich and Fred Friend, “ Effective mentoring relationships from the Mentee's perspective,”
Workforce, supplement, (Jul 1999): 2-3.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-25
Career Development
for Women Eliminating
Barriers to
Advancement

Preparing Women
for Management

Accommodating
Families

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-26

Career Development for Minorities

Advancing
Providing
Minorities to
Internships
Management
Organizing
Training Courses

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-27

 Dual-Career Partnerships

Couples in which both members follow

their own careers and actively support
each other’s career development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-28

 Presentation Slide 7-4

Stages of Career Development

$
Stage 5: Late Career (ages 55-retirement):
Remain productive in work, maintain self esteem, prepare for
effective retirement.

Stage 4: Mid Career (ages 40-55): Reappraise early

career & early adulthood, reaffirm or modify goals, make choices
appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25-40): Learn job, learn

organizational rules and norms, fit into chosen occupation and
organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Obtain job

offer(s) from desired organization(s), select appropriate job based on complete
and accurate information.

Stage 1: Preparation for Work (ages 0-25): Develop occupational

self-image, assess alternative occupations, develop initial occupational choice, pursue
necessary education.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-29

 7-5

Presentation Slide 7-5

CISS Orientation and Basic Scales

 INFLUENCING -- Leadership, Law/politics, Public speaking, Sales,

Advertising
 ORGANIZING -- Supervision, Financial services, Office practices

 HELPING -- Adult development, Counseling, Child development,

Religious activities, Medical practice
 CREATING-- Art/design, Performing arts, Writing, International activities,
Fashion, Culinary arts
 ANALYZING -- Mathematics, Science

 PRODUCING-- Mechanical crafts, Woodworking, Farming/Forestry,

Plants/gardens, Animal care
 ADVENTURING -- Athletics/physical fitness, Military/law enforcement,
Risks/adventure
©1992 David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416 Minneapolis, MN 55440.
Reproduced with permission.
Managing Human“Campbell
Resources,Interest
12e, by and Skill Survey” and “CISS”
Bohlander/Snell/Sherman areSouth-Western/Thomson
© 2001 both registered trademarks of David Campbell, Ph.D. 7-30
Learning
 Combinations of Career
Interests and Skills

High
Explore Pursue
Skills

Avoid Develop
Low

Low High
Interests
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-31
 7-6

Presentation Slide 7-6

Combination Of Career Interests And Skills

Pursue INTERESTS HIGH, SKILLS HIGH
Areas of both high interest and high confidence. Include in top career choices.

Develop INTERESTS HIGH, SKILLS LOWER

Areas of high interest, low confidence. Either accept as a vocational, or
pursue skill building.

Explore INTERESTS LOWER, SKILLS HIGH

Areas of low interest but high confidence. Reconsider why interest is low or
transfer skills to another area.

Avoid INTERESTS LOW, SKILLS LOW

Areas of both aversion and low confidence. Exclude from top career choices.

Source: ©David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416,
Minneapolis, MN 55440. Reproduced with permission. “Campbell Interest and Skill Survey” and “CISS” are both registered
trademarks of David Campbell, Ph.D.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-32
 Career Plateau

Situation in which for either organizational

or personal reasons the probability
of moving up the career ladder is low

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-33

 Entrepreneur

One who starts, organizes, manages, and

assumes responsibility for a business
or other enterprise

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 7-34