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WRITTEN REPORT

ATENEO DE DAVAO UNIVERSITY

SCHOOL OF BUSINESS AND GOVERNANCE

Human Resource Management

S.Y. 2017-2018

SUBMITTED BY:

ASUNCION, ANDREI
CUEVAS, KEVIN MC NHIEL TADIAR
DELA CRUZ, RACHEL ALLYANNA REYES

SUBMITTED TO:
Sir Caesar Billones

August 11, 2017


Coaching, Careers, (a)n effective coach offers ideas and
and Talent Management advice in such a way that the
subordinate can hear them, respond to
Improving your Coaching skills them, and appreciate their value
Coaching
- Educating 4. Follow-up
- Instructing Re-observe the persons progress
- Training subordinates periodically
shorter-term job-related skills
Career Management Basics
Mentoring
- Advising Career occupational positions a person has
- Counseling had over many years
- Guiding
longer-term career hazard Career Management - Process for enabling
- Both require ANALYTICAL and employees to better understand and develop
INTERPERSONAL skills their career skills and interests

Coachers Importance Career Development Life-long series of


It does not mean just telling someone what to activities that contribute to a persons career
do. exploration

Coaching as a four-step process: Career Planning - Deliberate process through


1. Preparation which someone becomes aware of personal
- Understanding the problem, the skills, interests, knowledge, motivations, and
employee and the employees skills other characteristics
AIM: Formulate a hypothesis about what
the problem is. The Employees Role
-Observational Process Career planing
-Review objective data - Matching individual strengths and weaknesses
ABC (Antecedents, Behavior, Consequences) with occupational opportunities and threats
Approach
Poor skills and motivation dont always The person wants to pursue a job that capitalize
explain poor performance on his or her interests, aptitudes, values and
Antecedents things that come before the skills. And also wants to choose jobs tht make
person does the job sense in terms of projected future demand.
Behavior Could this person do the job if he or
she wanted to? CAREER MANAGEMENT METHODS
Consequences Do you reward the person for Job postings and tuition reimbursement plans
doing well? are simple ways to support employees career
development needs.
2. Planning
Reaching agreement on the problem Career centers web-based or offline library of
and on what to change career development materials.

3. Active Coaching Career planning workshops a planned learning


Start actual coaching event in which participants are expected to be
involved.
(self, environmental assessment and goal- Last a long time and focus more on
setting) emotional commitment

Innovative employer career initiatives Mentoring Caveats


- Lifelong learning budgets Coaching- Focuses on daily task that
- Role Reversal you can easily re-learn
- Organize Career Success Teams
- Offer Online Programs Mentoring- Focuses on relatively hard-to-
- Provide Career Coaches reverse longer-term
-
Commitment-Oriented Career Developments EFFECTIVE MENTOR
Helps candidates know if the jobs is for Require Mentoring?
them Provide mentor training?
First Job is the most crucial for building Does distance matter?
confidence Same or different departments?
Provides experiences to help a person Big or small difference in rank?
learn about important stuffs.
The Protgs Resposibilities
Career Development Programs- Firms support Choose an appropriate potential
their employees professional and career mentor
development through various company- Dont be surprised if youre turned
sponsored development activities. down
Make it easier for a potential mentor
Career-Oriented Appraisal- Provides useful agree to your request
opportunities fir the supervisor and employees Respect the mentors time
to meet and link the employee career
preference Employer Life-Cycle Career Management
Making Promotion Decisions
Career records- Ensures that the firms matches
inside candidates career goals and skill, openly, Decision 1: Is seniority or competence
effectively and fairly. the rule?
Decision 2: How should we measure
Managing the New Workforce competence?
1. Different Career Development Needs Decision 3: Is the process formal or
2. Eliminate Institutional Barrier informal?
3. Improve Networking and Mentoring Decision 4: Vertical, Horizontal, or
4. Abolish glass ceiling other?
5. Adopt flexible career tracks
Promotions and law
Building your Mentor Skill Decision 1: Is seniority or competence
Formal rule?
features specific guidelines and Decision 2: How should we measure
structure to the relationship competence?
Last a finite period of a time, (9-12 Decision 3: Is the process formal or
months) informal?
Informal Decision 4: Vertical, Horizontal, or
Initiated by either a mentor or other?
mentoree
the employee to improve)
Managing transfer
Transfer
A move from one job to another, usually no Systems:
change in salary or grade. A way to give Talent Management
displaced employees a chance for another today is Information
assignment. Technology based.
For personal enrichment, more interesting jobs, Software providers
and greater convenience include specialized talent
management suites
Managing retirement which include
Methods: e-recruiting, e-training,
Create a culture that honors experience performance reviews,
Modify selection procedures and rewards
Offer flexible or part-time work
Phased Retirement Some examples:
Preretirement counselling Talent Management
Help prospective retirees better Solutions
prepare for their retirements SilkRoad Techonlogy
Info HCM Talent
In an ideal world, an employer Management
would be able to integreate the Workstream
entire process of hiring training,
appraising and developing and Managing Your
rewarding emploees to maximize Career and Finding
each employees contribution a Job
while minimizing the total costs of Identify Your Career
that process. Stage
- Careers go
Talent management through stages
- The stage you are
it is the automated end to end process of in influences your
planning, recruiting, developing, managing, and knowledge of and
compensating employees throughout the preferences for
organization. various
occupations.
Since it involves recruiting, hiring and
developing (high potential) employees, it Growth Stage
requires workforce acquisition, assessment, - Stage from birth to
development, and retention. age 14
The employee wants to align skills, - Period when a
training, performance feedback and person develops a
development in such a way to have a self-concept by
successful career. identifying with
other people.
On the other hand, the employer wants to - Role playing is
ensure that he is using corporate talent in essential in the
the best possible way (the employer wants
beginning 1. Trial sub stage (do I
Exploration Stage want this stage)
- Roughly about age 2. Stabilization sub
15-24 stage (Career
- Time when a development
person explores stage)
occupational
alternatives.
3. Midcareer sub
stage (Re-
Tentative broad assessment stage)
choices are made
during the
beginning of this Maintenance Stage
period and at the - About age 45-65
end, a more - A person already
appropriate choice created a place in the
is made world of work and is
maintaining that place
Establishment Stage
-Age 24-44 Decline Stage
-The heart of most - As retirement
peoples work lives approaches, there is a
-During this period a deceleration period
suitable occupation - People must accept
is found ( hopefully) reduced level of power
and responsibility
Establishment Stage Is - New job roles like
comprised of three sub mentor or confidante
stages: for younger people.