Professional Documents
Culture Documents
12
Special Challenges in Career Management
McGraw-Hill/Irwin
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Introduction
Supportive work-life culture a company culture that:
acknowledges and respects family and life responsibilities and obligations encourages managers and employees to work together to meet personal and work needs
Helping employees balance work and life, benefits the business and employees personal lives
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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WorkWork-Life Balance
Employees Perspective Trying to manage work obligations as well as family and life responsibilities Employers Perspective The challenge of creating a supportive company culture where employees can focus on their jobs while at work
McGraw-Hill/Irwin
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If companies do not help their employees with their personal lives, they may leave for jobs with other companies in other areas that do.
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Skills Obsolescence
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Anticipatory Socialization
Encounter
Settling In
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Company Goals
Language
Politics
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People
Performance Proficiency
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Effective orientation programs include active involvement of the new employee Effective programs have peers, managers, and senior co-workers actively involved
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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DepartmentDepartment-Level Information
Department functions Job duties & responsibilities Policies, procedures, rules Performance expectations Tour of department Introduction to co-workers
Miscellaneous
Community Housing Family adjustment
McGraw-Hill/Irwin
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DualDual-Career Paths
A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company For companies with professional employees, a key issue is how to ensure that they feel they are valued The traditional career path model has limited advancement opportunities for those in the technical career path
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 12
Assistant Director
Research Scientist
Assistant Manager
A dual-career-path dual-careersystem enables employees to remain in a technical career path or move into a management career path.
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Section Manager Associate Section Manager Principal Research Scientist Research Scientist Researcher
Research Leader
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Salary, status, and incentives for technical employees compare favorably with those of managers Individual contributors base salary may be lower than managers, but they are given opportunities to increase their total compensation through bonuses The individual contributor career path is not used to satisfy poor performers who have no managerial potential
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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The career path is for employees with outstanding technical skills Individual contributors are given the opportunity to choose their career path
The company provides assessment resources Assessment information enables employees to make comparisons between their interests and abilities with those of employees in technical and managerial positions
McGraw-Hill/Irwin
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Plateauing
Plateauing means that the likelihood of the employee receiving future job assignments with increased responsibility is low Mid-career employees are most likely to plateau Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential for personal growth Such frustration results in poor job attitude, increased absenteeism, and poor job performance
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 18
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McGraw-Hill/Irwin
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Skills Obsolescence
Obsolescence a reduction in an employees competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education Not just a concern of technical and professional occupations
all employees are at risk
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Company Climate
Emphasis on Continuous Learning
Updated Skills
Peers
Discuss Ideas Share Information
Reward System
Sabbaticals Pay for New Ideas Pay for Employee Development
McGraw-Hill/Irwin
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exchange information and ideas 2. Give employees challenging job assignments early in their careers 3. Provide job assignments that challenge employees and require them to stretch their skills 4. Provide rewards for updating behaviors, suggestions, and innovations
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Time-Based Conflict
Strain-Based Conflict
Behavior-Based Conflict
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Company Policies to Accommodate Work and Non-work: NonIdentifying work and life needs and communicating information about work and non-work policies and job demands Flexibility in work arrangements and work Schedules Redesigning jobs Managerial support for work-life policies Dependent care support: child and elder care
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 28
Example of work-life programs at Bank of workAmerica: Child Care Plus Adoption Reimbursement Tuition Reimbursement Flexible Work Arrangements Time Off and Leaves Employee Assistance Program LifeWorks
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 29
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customers must be determined 2. The employee interested in job sharing must find another employee performing the same job who wants reduced work hours 3. The two people sharing the job need to have similar work values and motivations
McGraw-Hill/Irwin
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the job-sharing employees and accept the fact that they might not be immediately available for consultation 5. Meeting schedules, work assignments, and vacation schedules need to be carefully coordinated 6. Performance evaluation of job sharers needs to include both an individual and team appraisal
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 32
business objectives 3. Solicit employees participation in designing and implementing the program 4. Allocate resources for communicating the program to employees and managers 5. Request feedback from users to make adjustments to the program
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Flexibility in scheduling to allow for care of sick spouses, return to school, travel, or reduced work hours Older workers should receive the training they need to avoid skill obsolescence and to be prepared to use new technology Older employees need resources and referral help that addresses long-term care and elder care
McGraw-Hill/Irwin
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Companies need to ensure that employees do not hold inappropriate stereotypes about older employees
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