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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
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
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
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
Development and Careers
• Development Planning System –system to identify and meet employees’ development needs
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT
4 Approaches to Employee Development
1. Formal education2. Assessment3. Job Experiences4. Interpersonal Relationships
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT
1. Formal Education
• In-house development programs• Off-site short courses• Executive MBA programs
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT
2. Assessment
• Personality Tests• Assessment Centers• Benchmarks• Performance Appraisals
and 360-Degree Feedback Systems
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT
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
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
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
Development Planning Process Steps
DEVELOPMENT PLANNING PROCESS STEPS
Steps in Career Planning1.Self assessment2.Reality check3.Goal setting4.Action planning
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
Career Planning
DEVELOPMENT PLANNING PROCESS STEPS
1. Self Assessment
• Several tests are performed to identify the employees occupational and job interests
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
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
Career Planning
DEVELOPMENT PLANNING PROCESS STEPS
3. Goal Setting
• The process of employees developing short term and long term goal
Career Planning
DEVELOPMENT PLANNING PROCESS STEPS
3. Goal Setting
• These goals may be a desired position, level, territory transfer or educational advancement
Career Planning
DEVELOPMENT PLANNING PROCESS STEPS
3. Goal Setting
• Employers must ensure that the goals are specific, challenging and attainable.
Career Planning
DEVELOPMENT PLANNING PROCESS STEPS
4. Action Planning
• Employees will determine how will they achieve their short-term and long-term goal
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
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
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
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
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
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
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
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
Glass Ceiling3 Dimensions of the Glass Ceiling• Individual: Career planning; professional
competence; ambition; mobility; assertiveness
SPECIAL ISSUES
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
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
Glass CeilingSPECIAL ISSUES
0 = no glass1 = thinnest glass6 = thickest glass
Taken from Accenture’s Report on Glass Ceiling
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.
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.
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).
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.
Variations to Glass CeilingSPECIAL ISSUES
Glass Closet - The exclusion of openly gay men and women from certain jobs.
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.
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.
Variations to Glass CeilingSPECIAL ISSUES
Sticky Floor - refers to women who are trapped in low-wage, low mobility jobs in state and local government.
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.
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.
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.
Succession PlanningSPECIAL ISSUES
Have a Succession Plan!“A healthy succession is one that is well planned”
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.
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
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.)
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.
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
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
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
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
Dysfunctional ManagersSPECIAL ISSUES
• combination of assessment, training, and counseling is used to help these dysfunctional managers
THE END