Chapter 09 dessler 12-ce_ppt_ch09

Chapter 9: Career Development

Career Development | 9-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

• ANALYZE the factors that affect career choices.
• EXPLAIN the evolution of career development
and the impact of that on employers and
employees.


• EXPLAIN the strategic importance of career
planning and development in the context of
today’s talent shortage.

Learning Outcomes

• EXPLAIN what management development
is and why it is important.
• DESCRIBE on-the-job and off-the-job
management-development techniques.


• RECOMMEND how to manage transfers and
promotions more effectively.

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



Career Planning and Development

Early Stages of Career
Development Research
Vocational Preference Test

• realistic orientation
• social orientation
• conventional orientation
• enterprising orientation

• artistic orientation


• investigative orientation

New Approaches to Career
Development
• more frequent job transitions

• linear career paths lose definition

• more dynamic and holistic approach to
career development
• focus on lifelong learning and flexibility



• primary stakeholder is the person

New Approaches to Career
Development
Identify skills and aptitudes
• general aptitude test battery (GATB)
• concern or value a person will not give up

Focus on life trajectories
• designing career and life simultaneously
Become a learning organization

• an organization skilled at creating, acquiring
and transferring knowledge


Identify career anchors

Career Anchors – Edgar Schein
1. Technical/functional
2. Managerial competence
4. Autonomy and independence

5. Security
6. Service/dedication
7. Pure challenge

8. Lifestyle


3. Creativity

Focus on Life Trajectories
Shift in thinking from:

• traits and states to context

• linear to non-linear
• scientific facts to narrative evaluations
• describing to modelling



• prescriptive to process

Roles in Career Development: The
Individual
• individual must accept responsibility for
career
•
•
•
•

self-motivation
independent learning
effective time and money management
self-promotion

• networking is the foundation of effective
career management


• requires:

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Networking


Roles in Career Development:
The Manager

• offer developmental assignments and
support

• participate in career development
discussions
• act as a coach, appraiser, advisor, and
referral agent


• should provide timely and objective
performance feedback

Roles in Career Development:
The Employer
• Provide career-oriented training and
development opportunities

• offer a variety of career options



• offer career information and programs

Managing Transfers
Employees seek:

• greater possibility of advancement
• more interesting job

• greater convenience
Employers want to:

• to fill vacant positions

• find better fit for an employee


• personal enrichment

Managing Transfers - Trends

• two-thirds of transfers are refused by
employees due to family/spousal concerns
• employers are offering spousal support



• routine transfers (for job exposure, to fill
vacancies) are on the decline due to cost
and disruption to family life

Making Promotion Decisions

Decision 2: How Is Competence Measured?

Decision 3: Is the Process Formal or
Informal?


Decision 1: Is Seniority or Competence the
Rule?

Management Development


Any attempt to improve current or future
management performance by imparting
knowledge, changing attitudes, or
increasing skills.


Importance of Management
Development
• Baby Boomers entering retirement

• management development
•
•

attracts talent
helps organization achieve employer-of-choice
status



• increased demand for next generation to
assume senior management

Management Development Process

2. Creating a talent pool

3. Developing managers



1. Assessing HR needs to achieve strategic
objectives

Succession Planning


A process through which senior-level and
critical strategic job openings are planned for
and eventually filled.


Steps in Succession Planning

2. Identify core skills and competencies
needed in critical jobs
3. Identify employees who have, or can
acquire, the skills and provide
developmental opportunities


1. Establish strategic direction of
organization

reserved.

Management Replacement
Chart


Management Development
Techniques
• developmental job rotation
• coaching/understudy approach
• outside seminars

• college/university-related programs
• in-house development centres
• behaviour modelling
• mentoring



• action learning

Leadership Development
• Canada facing shortage of leadership
talent
• requirements for successful leadership: knowledge,
competency, character
• six categories of leadership competencies:
1) self-mastery, 2) futuring/vision, 3) sensemaking/thinking, 4) design of intelligent action,
5) aligning people to action/leading, 6) adaptive
learning



• Banff Centre leadership program

continued

reserved.

Banff Centre Competencies

reserved.

Banff Centre Competencies


Chapter 09 dessler 12-ce_ppt_ch09

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