Part

Part 3:
3: Training
Training and
and Developing
Developing
Human
Human Resources
Resources
Chapter 8: Careers and HR Development

Prepared by Linda Eligh, University of Western Ontario

Copyright 2008 by Nelson, a division of Thomson Canada Limited.

81

Learning
Learning Objectives
Objectives
After you have read this chapter, you should be
able to:
1. Differentiate between organization-centred and
individual-centred career planning.
2. Discuss several career issues that organizations and
employees face.
3. Discuss the purpose of employee development and
list options for development needs analyses.
4. Explain why succession planning has become more
important.
5. Identify several management development methods.
Copyright 2008 by Nelson, a division of Thomson

82

Employee
Employee Development
Development
Significant Developments
More horizontal ladders in middle management
More strategic focus on core competencies
Careers as a series of projects, not upward steps in
an organization
Career development now extends to all employees
In new career era, the individual manages own
development, not the organization
Employees who change jobs and employers
frequently are now the norm

Copyright 2008 by Nelson, a division of Thomson

83

Careers
Careers and
and Career
Career Planning
Planning
Human Resource Capabilities
Reliable access to the required people (quantity) with the skills,
abilities and attributes and competencies (quality) that the
organization needs to meet its purpose and deliver its outputs, in
accordance with its strategic goals.

Career
The series of work-related positions a person occupies through
life.

Organization-Centred Career Planning

Focuses on jobs and on identifying career paths that provide for
the logical progression of people between jobs in the
organization.

Individual-Centred Career Planning

Focuses on an individuals career rather than on organizational
needs.
Copyright 2008 by Nelson, a division of Thomson

84

Organizational
Organizational and
and Individual
Individual
Career
Career Planning
Planning Perspectives
Perspectives Fig.
Fig.8-1
8-1

Copyright 2008 by Nelson, a division of Thomson

85

Individual-Centred
Individual-Centred Career
Career Planning
Planning

Self-Assessment
Self-Assessment

Feedback
Feedbackon
onReality
Reality

Career
Career
Management
Management

Setting
SettingCareer
CareerGoals
Goals

Copyright 2008 by Nelson, a division of Thomson

86

How
How People
People Choose
Choose Careers
Careers

Interests
Interests

Social
Social
Background
Background

Career
Career
Choice
Choice

Self-Image
Self-Image

Personality
Personality
Copyright 2008 by Nelson, a division of Thomson

87

General
General Career
Career Periods
Periods

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.8-2
8-2

88

Career
Career Transitions
Transitions and
and HR
HR

Supervisors
Supervisors

Feedback
Feedback
New
NewEmployee
Employee
Entry
EntryShock
Shock

The
The Work
Work

Copyright 2008 by Nelson, a division of Thomson

Time
Time

89

Global
Global Career
Career Development
Development
Repatriation
Planning, training, and reassignment of global
employees to their home countries.

Development Issues
Focusing on developing local managers as well as
global executives.
Development areas typically include:
Cultural issues, running a business, leading and
managing, handling problematic people, personal
qualities, self, and career.

Copyright 2008 by Nelson, a division of Thomson

8 10

Late
Late Career/Retirement
Career/Retirement Issues
Issues
Need
Needto
to
Belong
Belong

SelfSelfManagement
Management

Retirement
Retirement
Adjustment
Adjustment
Pride
Pridein
in
Achievement
Achievement

Goals
Goals
Territoriality
Territoriality

Copyright 2008 by Nelson, a division of Thomson

8 11

Proportion
Proportion of
of the
the Employed
Employed Population
Population Aged
Aged 55
55
and
and Over,
Over, by
by Industry,
Industry,2002
2002 Fig.
Fig.8-3
8-3

Copyright 2008 by Nelson, a division of Thomson

8 12

Women
Women and
and Careers
Careers
In 2002, the overall participation rate of Canadian
women in the workforce reached a record-high of 60.7%
Sequencing:
Womens

careers are often interrupted for child birth and

child rearing and later return to work with a job that allows
flexibility when they are older.

Glass ceiling:
The

situation in which women fail to progress into top

management positions.

Employers can tap into the female labour market with

child care, flexible work policies, and a willingness to
be accommodating.

Copyright 2008 by Nelson, a division of Thomson

8 13

Aboriginal
Aboriginal People
People and
and Careers
Careers
McCormick and Amundsons Career-Life
Planning Model for First Nations People
Connectedness
Balance
Roles and responsibilities
Gifts
Values
Inclusion of family and community members
Counselor as facilitator
Talking/healing circle format

Copyright 2008 by Nelson, a division of Thomson

8 14

Visible
Visible Minorities
Minorities and
and Careers
Careers
Lost Opportunities
Lack of fit due to speaking with an accent
Work credentials not taken seriously

Taking Charge of Careers

Using networking and mentoring opportunities inside
and outside the workplace
Fostering a can do attitude
Taking any job while applying for work more in line
with credentials
Obtaining credentials from Canadian educational
institutions
Copyright 2008 by Nelson, a division of Thomson

8 15

People
People with
with Disabilities
Disabilities and
and Careers
Careers
Labour force participation is only 49%, making
underemployment a serious concern
Workplace barriers are physical and attitudinal
Accessibility continues to be problematic
Once employed, career development
programs can begin
Education, training and transition programs
need to become more flexible and accessible

Copyright 2008 by Nelson, a division of Thomson

8 16

Special
Special Career
Career Issues
Issues for
for
Organizations
Organizations and
and Employees
Employees
Career Plateaus
Employees who are stuck at a career level and lack
opportunities for upward mobility.

Technical and Professional Workers

Dual-career ladders provide advancement pathways
for specialists and technical employees.

Dual-Career Couples
Problems occur when one partner is promoted or
transferred, causing the other partner to have to
relocate.
Copyright 2008 by Nelson, a division of Thomson

8 17

Portable
Portable Career
Career Path
Path

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.8-4
8-4

8 18

Dual-Career
Dual-Career Ladder
Ladder for
for Engineers
Engineers

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.8-5
8-5

8 19

Global
Global Transfers
Transfers
HR employee relocation assistance policies that
consider the concerns of dual-career couples:
Paying employment agency fees for the relocating
partner
Paying for a designated number of trips for the
partner to look for a job in the proposed new location
Helping the partner find a job in the same company or
in another division or subsidiary of the company
Developing computerized job banks to share with
other companies in the area that list partners
available for job openings
Copyright 2008 by Nelson, a division of Thomson

8 20

Developing
Developing Human
Human Resources
Resources
Development
Efforts to improve employees ability to handle a
variety of complex assignments (knowledge work)
requiring judgment, responsibility, decision making,
and communication.

Organizational Needs Analyses

Future employee competencies
Employee and managerial succession
Retirements, promotions, transfers, departures

Copyright 2008 by Nelson, a division of Thomson

8 21

Development
Development vs.
vs. Training
Training

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.8-6
8-6

8 22

HR
HRDevelopment
Development
Process
Processininan
an
Organization
Organization Fig.
Fig.8-7
8-7

Copyright 2008 by Nelson, a division of Thomson

8 23

The
The HR
HR Development
Development Process
Process
Make
Makeor
orBuy?
Buy?

Re-Development
Re-Development

HR
HR
Development
Development

Developing
Developing
Specific
Specific
Capabilities
Capabilities

Lifelong
Lifelong
Learning
Learning

Copyright 2008 by Nelson, a division of Thomson

8 24

Development
Development Needs
Needs Analyses
Analyses
Assessment Centres
A collection of instruments and exercises designed to
diagnose individuals development needs.
Intent

is to identify management potential in participants.

Psychological Testing
Intelligence tests, verbal and mathematical reasoning
tests, and personality tests are often used.
Interpretation of results is problematic.

Performance Appraisals
Serve as a source of development information.
Results can be difficult to interpret.
Copyright 2008 by Nelson, a division of Thomson

8 25

Succession
Succession Planning
Planning
Succession Planning
The process of identifying a longer-term plan for the
orderly replacement of key employees.

Succession in Small and Closely Held

Organizations
Important in small and medium-sized firms,
but studies show that few of these
firms formalize succession plans.

Copyright 2008 by Nelson, a division of Thomson

8 26

Succession
Succession
Planning
Planning
Process
Process Fig.
Fig.8-8
8-8

Copyright 2008 by Nelson, a division of Thomson

8 27

Choosing
Choosing aa Development
Development Approach
Approach
Coaching
Coaching
Learning
Learning
Organization
Organization

Corporate
Corporate
Universities-Career
Universities-Career
Development
Development

On-line
On-line
Development
Development

Committee
Committee
Assignment
Assignment

Job-Site
Job-Site
Methods
Methods

Job
Job
Rotation
Rotation

Assistant-to
Assistant-to
Positions
Positions

Copyright 2008 by Nelson, a division of Thomson

8 28

Possible
PossibleMeans
Meansfor
forDeveloping
DevelopingEmployees
Employees
in
inaaLearning
LearningOrganization
Organization Fig.
Fig.8-9
8-9

Copyright 2008 by Nelson, a division of Thomson

8 29

Choosing
Choosing aa Development
Development Approach
Approach (contd)
(contd)
Classroom
ClassroomCourses
Courses
and
andDegrees
Degrees

Human
HumanRelations
Relations
Training
Training

Off-Site
Off-Site
Methods
Methods
Simulations
Simulations
(Business
(BusinessGames)
Games)

Outdoor
OutdoorTraining
Training
Sabbaticals
Sabbaticalsand
and
Leaves
Leavesof
ofAbsence
Absence

Copyright 2008 by Nelson, a division of Thomson

8 30

Advantages
Advantages and
and Disadvantages
Disadvantages of
of
Major
Major Development
Development Approaches
Approaches Fig.
Fig.8-10
8-10

Copyright 2008 by Nelson, a division of Thomson

8 31

Advantages
Advantages and
and Disadvantages
Disadvantages of
of
Major
Major Development
Development Approaches
Approaches (contd)
(contd)

Copyright 2008 by Nelson, a division of Thomson

8 32

Management
ManagementLessons
Lessons Learned
Learnedfrom
from
Job
Job Experience
Experience Fig.
Fig.8-11
8-11

Copyright 2008 by Nelson, a division of Thomson

8 33

Management
Management Development
Development Methods
Methods
Leadership
Leadership
Development
Development

Managerial
Managerial
Modeling
Modeling

Management
Management
Coaching
Coaching

Supervisory
Supervisory
Development
Development
Management
Management
Mentoring
Mentoringand
andthe
the
Glass
Ceiling
Glass Ceiling

Management
Management
Mentoring
Mentoring

Executive
Executive
Education
Education

Copyright 2008 by Nelson, a division of Thomson

8 34

Stages
Stagesin
inManagement
ManagementMentoring
MentoringRelationships
Relationships

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.8-12
8-12

8 35

Problems
Problems with
with Management
Management
Development
Development Efforts
Efforts
Inadequate HR planning and a lack of
coordination of HR development efforts.
Failing to conduct adequate needs analysis, trying out
fad programs or training methods, and substituting
training for selecting qualified individuals.

Encapsulated Development
A situation in which an individual learns new methods
and ideas in a development course and returns to a
work unit that is still bound by old attitudes and
methods.
Copyright 2008 by Nelson, a division of Thomson

8 36