Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER
https://professoralsaad.weebly.com/uploads/1/0/5/0/1050924/dessler_ch3.ppt

Part 3 | Training and Development

Chapter 10

Managing Careers

PowerPoint Presentation by Charlie Cook

The University of West Alabama
 1. Improving your coaching Skills
• Coaching
 Means educating, instructing and training
subordinates.
 Focuses on:
– Teaching short term job related skills

• Mentoring
 Means advising, counselling and guiding.
 It focuses on:
– Helping employees navigate long term career hazards

10–2
 Improving your coaching Skills
• Importance of Coaching
 During/ after employee appraisal
 During on job training

• Importance of Mentoring
 Mentor a new employee
 Mentoring existing employees while sending them
abroad

10–3
 Improving your coaching Skills
• Coaching Process
 Preparation

 Planning

 Active coaching

 Follow-up

10–4
• Preparation
 Understanding
 Problem
 Employee
 Employee Skills

 Observe
 What he/she is doing?
 Observe workflow
 How coworkers interact with the employee

 Review Data
 Productivity Absenteeism
 Accidents Grievances
 Waste Product quality
 Downtime Customer complaints
 Previous performance reviews
 Training and results

10–5
• ABC Hypothesis
 Poor skills and motivation don’t always explain poor
performance.
 A - Antecedents
 Review whether employee know things that come before the
job
– Performance standards
 B - Behavior
 Review employee behavior
– Aptitude
 C - Consequences
 Think from employee point of view
– Rewards
– Punishment

10–6
• Planning
 Reaching agreement on the problem and on what to
change
 Steps to take
 Measures of success
 Date to complete

 Requires interpersonal communication skills

 Make yourself clear
 Be consistent
 Consider the distractions
 Confirm “Message received”
 Do not attack the person’s defense
 Use active listening
– Listen for total meaning
– Reflect feelings
– Show that you are listening with an open mind
– Encourage the speaker to talk
10–7
FIGURE 10–A1 Choosing an Occupational Orientation

10–8
1. Realistic orientation: These people are
attracted to occupations that involve physical
activities requiring skills, strengths, and
coordination.
 Examples included farming and agriculture.

2. Investigation orientation: Investigative people

are attracted to careers that involve cognitive
activities like thinking organizing and
understanding.
Examples include biologist, chemist, and college
professor.

10–9
• 3. Social orientation: These people are
attracted to careers that involve interpersonal
rather than intellectual or physical activities.
 Examples included clinical psychology, Foreign
Service, and social work.

• 4. Conventional orientation: A conventional

orientation favors careers that involve
structured and rule regulated activities.
 Examples include accountants and bankers.

10–10
• 5. Enterprising orientation: Verbal activities
aimed at influencing others characterize
enterprising personalities.
 Examples include managers, lawyers and public
relations executives.

• 6. Artistic orientation: People here are attracted

to careers that involve self expression, artistic
creation, expression of emotions, and
individualistic activities.
 Examples include artists, advertising executives, and
musicians.
10–11