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Chap09 Group Presentation

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Training & Career Development LEEZA MARIANO JOONWOO KIM GRACIELE ESCOTO HAIDEE CAAYON RODULFO NIERVES NINA ANGELI TIONGKO CHARLES QUISUMBING Various Interventions for Employee Development Development Planning Process Steps Special Issues
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Page 1: Chap09 Group Presentation

Training & Career Development

LEEZA MARIANO

JOONWOO KIM

GRACIELE ESCOTO

HAIDEE CAAYON

RODULFO NIERVES

NINA ANGELI TIONGKO

CHARLES QUISUMBING

• Various Interventions for Employee Development• Development Planning Process Steps

• Special Issues

Page 2: Chap09 Group Presentation

Employee Development• Necessary to compete in the new economy• Key to ensure employee competencies• Helps develop managerial talent• Allows employees to take

responsibility of their careers

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 3: Chap09 Group Presentation

Training vs. Development

Focus

Use of work experience

Goal

Participation

Training

Current

Low

Preparation for

current job

Required

Development

Future

High

Preparation for

changes

Voluntary

© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 4: Chap09 Group Presentation

Development and Careers• Protean Career – based on self-direction with the

goal of psychological success in one’s work– job security is replaced by the goal of employability– psychological success is the feeling of pride and

accomplishment from achieving life goals that are not limited to achievements at work

– continuous learning

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 5: Chap09 Group Presentation

Development and Careers

• Development Planning System –system to identify and meet employees’ development needs

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 6: Chap09 Group Presentation

4 Approaches to Employee Development

1. Formal education2. Assessment3. Job Experiences4. Interpersonal Relationships

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 7: Chap09 Group Presentation

1. Formal Education

• In-house development programs• Off-site short courses• Executive MBA programs

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 8: Chap09 Group Presentation

2. Assessment

• Personality Tests• Assessment Centers• Benchmarks• Performance Appraisals

and 360-Degree Feedback Systems

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 9: Chap09 Group Presentation

3. Job Experiences• Enlarging current job• Job rotation• Transfers, promotions and downward moves• Temporary assignments,

projects, volunteer work and sabbaticals

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 10: Chap09 Group Presentation

4. Interpersonal Relationships• Mentoring– An experienced senior employee helps develop a less

experiences employee– Voluntary– Mentor-protégé must actually interact

face-to-face or virtually using videoconferencing

– Discuss problems and share successes

– Mentor program should be evaluated; feedback

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 11: Chap09 Group Presentation

4. Interpersonal Relationships• Coaching– Peer or manager works with an employee to motivate him,

help him develop skills, and provide reinforcement and feedback

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Page 12: Chap09 Group Presentation

Development Planning Process Steps

DEVELOPMENT PLANNING PROCESS STEPS

Steps in Career Planning1.Self assessment2.Reality check3.Goal setting4.Action planning

Page 13: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

1. Self Assessment

• Refers to the use of information by employees to determine their career interest, values, aptitudes, and behavioral tendencies

Page 14: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

1. Self Assessment

• Several tests are performed to identify the employees occupational and job interests

Page 15: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

1. Self Assessment

• Examples of self assessment tests are Myers-Briggs Type Indicator, Campbell Interest and Skill Survey, Company’s own assessment test

Page 16: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

2. Reality Check

• The evaluation of the manager based on the outcome of the test

• It is usually a part of the performance appraisal of an employee

Page 17: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

3. Goal Setting

• The process of employees developing short term and long term goal

Page 18: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

3. Goal Setting

• These goals may be a desired position, level, territory transfer or educational advancement

Page 19: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

3. Goal Setting

• Employers must ensure that the goals are specific, challenging and attainable.

Page 20: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

4. Action Planning

• Employees will determine how will they achieve their short-term and long-term goal

Page 21: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

4. Action Planning

• Actions plans may be written formally by the employee and employers or by the managers and subordinates

Page 22: Chap09 Group Presentation

Career Planning

DEVELOPMENT PLANNING PROCESS STEPS

4. Action Planning

• Employee must identify steps and timetable while the employer will search for the resources needed to reach goals

Page 23: Chap09 Group Presentation

Glass Ceiling

“Glass Ceiling” is referred to as a "ceiling" as there is a limitation blocking upward advancement, and "glass" (transparent) because the limitation is not immediately apparent and is normally an unwritten and unofficial policy.

SPECIAL ISSUES

Page 24: Chap09 Group Presentation

Glass Ceiling

This glass ceiling tends to affect working women the most. It's the barrier that prevents large numbers of women, ethnic minorities, and sexual minorities from obtaining and securing the most powerful, prestigious, and highest-grossing jobs in the workforce.

SPECIAL ISSUES

Page 25: Chap09 Group Presentation

Glass Ceiling

This barrier makes many women feel as they are not worthy enough to have these high-ranking positions, but also they feel as if their bosses do not take them seriously or actually see them as potential candidates.

SPECIAL ISSUES

Page 26: Chap09 Group Presentation

Glass Ceiling

This glass ceiling tends to affect working women the most. It's the barrier that prevents large numbers of women, ethnic minorities, and sexual minorities from obtaining and securing the most powerful, prestigious, and highest-grossing jobs in the workforce.

SPECIAL ISSUES

Page 27: Chap09 Group Presentation

Glass Ceiling

But many women recently have surpassed that hurdle. But it continues to be a struggle. When at the top management, many women feel like outsiders and at times face sexual harassment.

SPECIAL ISSUES

Page 28: Chap09 Group Presentation

Glass Ceiling

There are many reasons why women have been able to break the barrier. Some believe that having women on an executive board is a positive thing. Women control the budget of most Filipino household.

The perception of a woman’s role is changing with the younger generation. But still exist.

SPECIAL ISSUES

Page 29: Chap09 Group Presentation

Glass Ceiling3 Dimensions of the Glass Ceiling• Individual: Career planning; professional

competence; ambition; mobility; assertiveness

SPECIAL ISSUES

Page 30: Chap09 Group Presentation

Glass Ceiling3 Dimensions of the Glass Ceiling• Society: Equal rights, promotion programs; equal

career opportunities; male dominance in decision making; government support of parental leave

SPECIAL ISSUES

Page 31: Chap09 Group Presentation

Glass Ceiling3 Dimensions of the Glass Ceiling• Company: Fluid hierarchies; supportive supervisor;

transparent promotion processes; good integration in internal networks; tailored training programs

SPECIAL ISSUES

Page 32: Chap09 Group Presentation

Glass CeilingSPECIAL ISSUES

0 = no glass1 = thinnest glass6 = thickest glass

Taken from Accenture’s Report on Glass Ceiling

Page 33: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Brass Ceiling - In the traditionally male-dominated fields of law enforcement and military service, some people use the term “brass ceiling” to describe the difficulty women have when they try to rise up in the ranks. "The brass" denotes the decision-makers at the top of an organization, especially in the military.

Page 34: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Stained-Glass Ceiling is a sociological phenomenon in religious communities similar to the concept of the "glass ceiling." The concept revolves around the apparent difficulty for women who seek to gain a role within church leadership.

Page 35: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Bamboo Ceiling - The exclusion of Asian-descendants from executive and managerial roles on the basis of subjective factors such as "lack of leadership potential" or "inferior communication ability" where the East Asian-descendants candidate has superior objective credentials such as education in high-prestige universities (in comparison to their white counterparts with only lower-prestige university credentials).

Page 36: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Concrete Ceiling – This is a term used to describe the type of barrier minority woman encounter. Caucasian women may face the glass ceiling in the workforce, but be able to break through it from time to time; however, minority women’s glass ceiling tends to be more solid and unyielding. This ‘concrete ceiling’ is due to minority women facing both issues of sexism and racism which intensifies their obstructions in advancing within the labor market.

Page 37: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Glass Closet - The exclusion of openly gay men and women from certain jobs.

Page 38: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Glass elevator (or glass escalator) - Some believe there is a rapid promotion of men over women, especially into management, in female-dominated fields such as nursing. They say men in these fields are promoted with ease – they actually have to struggle not to advance due to facing invisible pressures and expectations to move up from where they currently are.

Page 39: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Glass cliff - A situation wherein someone has been promoted into a risky, difficult job where the chances of failure are higher.

Page 40: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Sticky Floor - refers to women who are trapped in low-wage, low mobility jobs in state and local government.

Page 41: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Sticky Ladder - A term used to describe women's struggle to reach the top of the corporate ladder. This term describes the theory that women are not incapable of reaching the top; they just get "stuck" on the middle rungs of the ladder.

Page 42: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Glass Floor - Many men have college degrees and would like to advance further in our culture, but due to a lack of opportunities and an increasingly woman-friendly workplace, including men in positions of power who would rather hire attractive young women and women in positions of power who would rather work with women, remain stuck in low-pay jobs with little chance of advancement, including blue-collar jobs that do not require higher education and "temp work," which requires the work hours and stress of regular office employment, but with less pay and no benefits.

Page 43: Chap09 Group Presentation

Variations to Glass CeilingSPECIAL ISSUES

Glass Wall - Refers to the phenomenon of high rates of women advancing to executive positions but only in certain industries.

Page 44: Chap09 Group Presentation

Succession PlanningSPECIAL ISSUES

Have a Succession Plan!“A healthy succession is one that is well planned”

Page 45: Chap09 Group Presentation

Succession PlanningSPECIAL ISSUES

- the identification and tracking of high-potential employees capable of filling higher-level management positions.

- is a long process that may takeyears and years.

Page 46: Chap09 Group Presentation

Succession PlanningSPECIAL ISSUES

3 Stages of Succession Planning1 – High Potential employees are selected.

Those with elite academic programs or outstanding performance

2 – High Potential employees receive development experiences

3 – High Potential employees are coached

Page 47: Chap09 Group Presentation

Succession PlanningSPECIAL ISSUES

Process of Developing a Succession Plan• Identify what positions are included in the plan.• Identify the employees who are included in the

plan.• Develop standards to evaluate

positions (eg. Competencies, desired experiences, desired knowledge, developmental value.)

Page 48: Chap09 Group Presentation

Succession PlanningSPECIAL ISSUES

Process of Developing a Succession Plan• Determine how employee potential will be

measured (eg. Current performance and potential performance)

• Develop the succession planning review.• Link the succession planning system

with other human resource systems.

• Determine what feedback is provided to employees.

Page 49: Chap09 Group Presentation

Succession PlanningFAMILY BUSINESSES

SPECIAL ISSUES

Founder unwilling to engage in succession due to:• fear of retirement or death• lack of interest in succession, reluctant to let go• reluctant to relinquish power• does not accept his limitations• believes only he can run the

business well

Mr. Ricky Mercado & Alex MallareFamily Business Management 2002

Page 50: Chap09 Group Presentation

Succession PlanningFAMILY BUSINESSES

SPECIAL ISSUES

Succession Guidelines• Early succession of offspring in the family firm• Inclusion of offspring in the formulation of corporate vision

and strategy• Plan the gradual transfer of power• Develop an inheritance plan and discuss

with family members• Adjust the job to fit the successor’s

skills and competence

Page 51: Chap09 Group Presentation

Succession PlanningFAMILY BUSINESSES

SPECIAL ISSUES

Succession Guidelines• Reorganization process must provide a zone of comfort for

siblings to avoid conflict and tension during transition• Family and non-family members must be encouraged to

participate in the succession plan• Next generation family member’s careers,

seniority, life stages, ages, and needs must be considered

• Clear guidelines on career advancement must be established to family & non-family members

Page 52: Chap09 Group Presentation

Dysfunctional ManagersSPECIAL ISSUES

• ineffective or “toxic” yet competent managers• interpersonal skills is not tuned• behavior include insensitivity to others, inability to be a

team player, arrogance, poor conflictmanagement skills, inability to meetbusiness objectives, and inabilityto change or adapt during a transition

Page 53: Chap09 Group Presentation

Dysfunctional ManagersSPECIAL ISSUES

• combination of assessment, training, and counseling is used to help these dysfunctional managers

Page 54: Chap09 Group Presentation

THE END


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