Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 3 | Training and Development

Chapter
10
Careers, and Talent Management
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 The Basics Of Career Management

Career Career
Management Development

Employees’
Careers

Career
Planning

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–2
 TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human Analyzes jobs, skills, tasks— Adds information about individual

resource present and future. Projects interests, preferences and the like to
planning needs. Uses statistical data. replacement plans.
Recruiting and Matching organization’s Matches individual and jobs based on
placement needs with qualified variables including employees’ career
individuals. interests and aptitudes.
Training and Provides opportunities for Provides career path information.
development learning skills, information, Adds individual development plans.
and attitudes related to job.
Performance Rating and/or rewards. Adds development plans and individual
appraisal goal setting.

Compensation Rewards for time, Adds tuition reimbursement plans,

and benefits productivity, talent, and so on. compensation for non-job related
activities such as United Way.

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River,
NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2007.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–3
 FIGURE 10–3
Employee
Career
Development
Plan

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports Inc., 141 Mill Rock Road
East, Old Saybrook, CT © 2004.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–4
 TABLE 10–2 Roles in Career Development

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.
Manager
• Provide timely and accurate performance
feedback.
• Provide developmental assignments and
support.
• Participate in career development
discussions with subordinates.
• Support employee development plans.

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.
• 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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees
Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56;
www.ge.com.cn/careers/career_management.html; and
www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
10–5
 Choosing a Mentor
• Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you
expect in terms of time and advice.
• Have an agenda.
• Respect the mentor’s time.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–6
 The Employer’s Role in
Career Development

Realistic Job
Previews

Networking and Challenging

Interactions First Jobs
Employer’s
Role
Career-Oriented
Mentoring
Appraisals

Job
Rotation
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–7
 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.”
5. Help organize “career success teams.”
6. Provide career coaches.
7. Provide career planning workshops.
8. Utilize computerized on- and offline career
development programs.
9. “Catch them young”
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–8
 Human Resource
Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 3 | Training and Development

Chapter 10
Appendix
Managing Your Career
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–10
 Identify Your Career Stage
Exploration Stage
•Growth and Establishment Stage
 Trial substage
 Stabilization substage
 Midcareer crisis substage
•Maintenance Stage
•Decline Stage

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–11
 FIGURE 10–A1 Choosing an Occupational Orientation

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–12
 TABLE 10–A1 Examples of Occupations that May Typify Each Occupational Theme

Realistic Investigative Artistic Social Enterprising Conventional

Engineers Physicians Advertising Auto Sales A Wide Range Accountants

Executives Dealers of Managerial
Carpenters Psychologists Bankers
Occupations,
Public School
Research and including: Credit
Relations Administrators
Development Managers
Executives Military
Managers
Officers
Chamber of
Commerce
Executives
Investment
Managers
Lawyers

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–13
 Identify Your Career Anchors

Technical/
Functional
Competence

Managerial
Security
Competence

Autonomy and
Creativity
Independence

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–14
 Finding the Right Job
• Do Your Own Local Research
• Online Job Boards
• Personal Contacts
• Answering Advertisements
• Employment Agencies
• Executive Recruiters
• Career Counselors
• Executive Marketing Consultants
• Employers’ Web Sites
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–15
 Talent Management

• End to end process of planning, recruiting,

developing, managing, compensating
employees throughout the organization and
developing employees with high potential.
• Talent management is career management
from the employer’s point of view.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
10–16