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Special Challenges in Career Management - PPT 12
Special Challenges in Career Management - PPT 12
Career Management
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Objectives
After reading this chapter, you should be able to:
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Objectives (continued)
5. Develop policies to help employees deal with
work-and-life conflict.
6. Select and design outplacement strategies that
minimize the negative effects on displaced
employees and “survivors.”
7. Explain why retirees may be valuable as part-
time employees.
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Introduction
Many companies in Silicon Valley face serious
career management challenges.
These companies are now paying more
attention to career management issues because
their work force is starting to age and pay more
attention to work-life balance.
Many employees face long commutes because
they can not afford to live close to where they
work.
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Introduction (continued)
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Special Challenges in Career Management
Socialization and
Dealing With Older Orientation
Workers
Skills
Work and Non-work Obsolescence
Policies
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Socialization and Orientation
Organizational socialization is the process
by which new employees are transformed
into effective members of the company.
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Phases of the Socialization Process
Anticipatory Socialization
Encounter
Settling In
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What Employees Should Learn and
Develop Through Socialization:
History Company Goals
Language
Politics
People
Performance Proficiency
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Socialization and Orientation Programs
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Traditional career path for scientists and
managers:
Assistant Director
Assistant Director
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A dual-career-path system
enables employees to
remain in a technical
career path or move into a
management career path.
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Example of a dual-career-path system
Executives Fellow
Senior Senior
Development Advisory
Project Staff
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Characteristics of Effective Career Paths
(continued)
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Plateauing
Plateauing means that the likelihood of the
employee receiving future job assignments with
increased responsibility is low.
Mid-career employees are most likely to plateau.
Plateauing becomes dysfunctional when the
employee feels stuck in a job that offers no
potential for personal growth.
Such frustration results in poor job attitude,
increased absenteeism, and poor job
performance.
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Reasons Employees Can Plateau
Discrimination based on age, gender, or race.
Lack of ability.
Lack of training.
Low need for achievement.
Unfair pay decisions or dissatisfaction with
pay raises.
Confusion about job responsibilities.
Slow company growth resulting in reduced
development opportunities.
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Possible Remedies for Plateaued Employees
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Skills Obsolescence
Obsolescence – a reduction in an employee’s
competence resulting from a lack of knowledge
of new work processes, techniques, and
technologies that have developed since the
employee completed her education.
Not just a concern of technical and professional
occupations. All employees are at risk.
Obsolescence needs to be avoided if companies
are trying to become learning organizations.
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Factors Related to Updating Skills
Updated
Skills
Peers Reward System
• Discuss Ideas • Sabbaticals
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Balancing Work and Life
Families with a working husband, homemaker
wife, and two or more children account for
only 7 percent of American families.
The increasing number of two-career couples
and single heads of households creates a
challenge for companies.
Companies have to carefully consider how to
manage employees who are simultaneously
meeting the needs of both work and family.
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Balancing Work and Life (continued)
There are two roles that training can play in
balancing work and non-work.
Trainers and managers may be responsible for
developing policies and procedures.
Trainers may be responsible for developing training
programs to teach managers their role in
administering and overseeing the use of work-life
policies.
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Types of Work-Life Conflict
Time-based Conflict
Strain-based Conflict
Behavior-based Conflict
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Company Policies to Accommodate
Work and Non-work:
Communicating information about work and
non-work policies and job demands.
Flexibility in work arrangements and work
schedules.
Redesigning jobs.
Support Services.
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For job sharing to be effective:
The impact of job sharing on clients and customers
must be determined.
The employee interested in job sharing must find
another employee performing the same job who wants
reduced work hours.
The two people sharing the job need to have similar
work values and motivations.
The manager must actively communicate with the job-
sharing employees.
All schedules and work assignments need coordination.
Performance measurement should be both team and
individual.
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Coping With Job Loss
Important career management issue because of
the increased use of downsizing to deal with
excess employees resulting from corporate
restructuring, mergers, acquisitions, and
takeovers.
Companies that lay off employees can experience
lowered job commitment, distrust of
management, and difficulties recruiting new
employees.
Job loss causes stress and disrupts the personal
lives of laid-off employees.
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Coping With Job Loss (continued)
From a career management
standpoint, companies and managers
have two major responsibilities:
They are responsible for helping
employees who will lose their jobs.
Steps must be taken to ensure that the
“survivors” of the layoff (remaining
employees) remain productive and
committed to the organization.
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Coping With Job Loss: Outplacement
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Meeting the Needs of Older Workers
Flexibility in scheduling to allow for care of sick
spouses, return to school, travel, or reduced work
hours.
Older workers should receive the training they
need to avoid skill obsolescence.
Older employees need resources and referral help
that addresses long-term care and elder care.
Companies need to ensure that employees do not
hold inappropriate stereotypes about older
employees.
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