PowerPoint Presentation by Charlie Cook The University of West Alabama © 2008 Thomson/South-Western...

© 2008 Thomson/South-Western All rights reserved.© 2008 Thomson/South-Western All rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

CHAPTER 10

Managing Careers

© 2008 Thomson/South-Western. All rights reserved.

2–2

Class ActivitiesClass Activities

• Introduction

• Group discussion

• Evaluation (Brainstorming)


12–3

Instructional ObjectivesInstructional Objectives

■ Describe the basic concept of career

■ Explain the employee’s, manager’s, and employer’s career development roles

■ Discuss life cycle career management

■ Explain innovative corporate career development initiatives

■ Explain how can career development foster employee commitment

By the end of class today, you should be able to:


2–4

Key TermsKey Terms• Career• Career management• Career development• Career planning• Career planning and development• Reality shock• Job rotation• Mentoring• Promotions• Transfers


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Key TermsKey Terms• Retirement • Key Terms• Preretirement counseling• Career cycle• Growth stage• Exploration stage• Establishment stage• Maintenance stage• Decline stage• Career anchors


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1 、 Basic Concepts1 、 Basic Concepts

• 1.1 Career

The occupational positions a person has had over many years.


2–7


• 1.2 Career management

The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.


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• 1.3 Career development

The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.


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• 1.4 Career planning

The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics, and establishes action plans to attain specific goals.


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• 1.5 Career planning and development

The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of steps that contribute to his or her career fulfillment.


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2 、 Roles In Career Development


• 2.1 Individual• Accept responsibility for your own career• Assess your interests, skills, and values• Seek out career information and resources• Establish goals and career plans• Utilize development opportunities• Talk with your manager about your career• Follow through on realistic career plans


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• 2.2 Manager• Provide timely and accurate performance

feedback• Provide developmental assignments and

support• Participate in career development

discussions with subordinates• Support employee development plans


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• 2.3 Employer

• Communicate mission, policies, and procedures• Provide training and development

opportunities including workshops• Provide career information and career

programs• Offer a variety of career paths


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• 2.3 Employer

• Provide career-oriented performance feedback• Provide mentoring opportunities to support

growth and self-direction• Provide employees with individual

development plans• Provide academic learning assistance programs


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3 、 Organizational career Mangemengt Practices


■ 1. Job posting

■ 2. Formal education/tuition reimbursement

■ 3. Performance appraisal as a basis for career planning

■ 4. Counseling by direct manager

■ 5. Counseling by human resources manager

■ 6. Lateral move (job rotations)

■ 7. Pre-retirement programs

■ 8. Succession planning


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■ 9. Formal mentoring

■ 10. Common career paths

■ 11. Dual career ladders

■ 12. Career booklets/pamphlets

■ 13. Written personal career planning for employees

■ 14. Career workshops

■ 15. Assessment centers

■ 16. Upward appraisal




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■ 17. Appraisal committees

■ 18. Training programs for managers

■ 19. Orientation/induction program

■ 20. Special needs (highfliers)

■ 21. Special needs (dual-career couples)

■ 22. Diversity management

■ 23. Expatriation/repatriation




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4 、 Life Cycle Career Management


• Providing challenging first jobs

The first job can be crucial for building confidence and a more realistic picture of what he or she can and cannot do


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• Offering an experienced mentor

Mentoring can be formal or informal, but usually consists of mid-or senior-level managers helping less-experienced colleagues with career advice and tips on how to avoid political problems and move up the ladder


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• Preventing reality shock

Reality shock: results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchallenging job


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• Planning job rotation to help the person develop a more realistic picture of what he or she is good at.

Job rotation: Moving an employee through a preplanned series of positions in order to prepare the person for an enhanced role with the company


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• Job posting• Promotion-from-within policies• Pre-retirement counseling• Transition policies




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5 、 Innovative Corporate Career Development Initiatives


• 1 Provide each employee with an individual budget

• 2 Offer on-site or online career centers

• 3 Encourage role reversal• 4 Establish a “corporate campus”


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• 5 Help organize “career success teams”• 6 Provide career coach• 7 Provide career planning workshops• 8 Make computerized on-and off-line

programs available for improving the organizational career planning process


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6 、 Managing Promotions and Transfers


• 6.1 Concepts• Promotion: advancements to positions of

increased responsibility.• Transfers: reassignments to similar positions

in other parts of the firm.


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• 6.2 Making promotion decisions• Is seniority or competence the rule?• 2. How should we measure competence?• 3. Is the process formal or informal?• 4. Vertical, horizontal, or other?


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Dual Ladder of Tour GuideDual Ladder of Tour Guide

Beginner

Guide certificateWorking experience

JuniorSupervisor

Manager

Deputy GeneralManager

Secondary

Senior

SuperGeneralManager Manager

Managerial Path Professional Path

4 years after secondary, informative knowledge, professional operation skills, good feedback>95%

2 years after junior, wider knowledge, expert operation skills, good feedback>90%

1 year after guide certificate, basic knowledge and operation skills, good feedback>85%

Tour operations, booking procedures, planning itineraries

5 years after department manager, education: college diploma or above

5 years after department manager, education: college diploma or above

3 years working experience in travel agency, education: college diploma or above

5 years after senior, academic knowledge, outstanding operation skills, good feedback .98%


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• 7.1 Psychological contract

• Yesterday’s employee-employer psychological contract

“ Do your best and be loyal to us, and we’ll take care of your career”

• Today’s “Do your best for us and be loyal to us for as long as

you’re here, and we’ll provide you with the developmental opportunities you will need to move on and have a successful career”

7 、 Career Management and Employee Commitment



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• 7.2 Commitment-oriented career development efforts

• Send the signal that the employer cares about the employee’s career success

• Career development programs and career-oriented appraisals can facilitate this




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• 1> Career development programs

• A career workshop to help employees identify career-related skills and the development needs they possess

• Helps employees to assess themselves, and to identify their weaknesses and strengths




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• 2> Career-oriented appraisal

• The annual appraisal provides an excellent opportunity to review career-related issues

• Performance appraisal should NOT only be about telling employees how they have done

• They should provide the ideal occasion to link the employee’s performance , career interests, and developmental needs into a coherent career plan




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Group Work Group Work

• Discuss different forms of career management activities

• Explain how to practice these activities in the hotel industry

• Explain how the career management may help to foster employee commitment

• Select a few representatives to present the results

• Evaluate the performances effectively

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