2. 1. Design an effective socialization program for
employees.
2. Discuss why a dual-career path is necessary
for professional and managerial employees.
3. Provide advice on how to help a plateaued
employee.
4. Develop policies to help employees and the
company avoid technical obsolescence.
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3. 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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4. 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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5. 12 - 5
If companies do not help their
employees with their personal
lives, they may leave for jobs
with other companies in other
areas that do.
6. 12 - 6
Socialization and
Orientation
Dual-Career Paths
Plateauing
Skills
Obsolescence
Work and Non-work
Policies
Balancing Work
and Life
Coping With Job
Loss
Dealing With
Older Workers
7. Organizational socialization is the
process by which new employees are
transformed into effective members of
the company.
The purpose of orientation is to:
Prepare employees to perform their jobs
effectively
Learn about the organization
Establish work relationships
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9. 12 - 9
History Company Goals
Language
Politics
People
Performance Proficiency
10. Play an important role in socializing employees.
Effective socialization programs result in
employees having a strong commitment and
loyalty to the company.
This reduces turnover.
Effective orientation programs include active
involvement of the new employee.
Effective programs have peers, managers, and
senior co-workers actively involved.
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11. Company-Level
Information
Company overview
Key policies and
procedures
Compensation
Employee benefits &
services
Safety & accident protection
Employee & union relations
Physical facilities
Economic factors
Department-Level
Information
Department functions
Job duties & responsibilities
Policies, procedures, rules
Performance expectations
Tour of department
Introduction to co-workers
Miscellaneous
Community
Housing
Family adjustment
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12. Employees are encouraged to ask questions.
Program includes information on both technical
and social aspects of the job.
Orientation is the responsibility of the new
employee’s manager.
Debasing and embarrassing new employees is
avoided.
Formal and informal interactions with
managers and peers occur.
Programs involve relocation assistance.
Employees receive information about the
company’s products, services, and customers.
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13. A career path is a sequence of job positions
involving similar types of work and skills that
employees move through in the company.
For companies with professional employees, a
key issue is how to ensure that they feel they
are valued.
The traditional career path model has limited
advancement opportunities for those in the
technical career path.
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14. 12 - 14
Individual Contributor Career Path Management Career Path
Scientist
Research Scientist
Principal Research Scientist
Assistant Manager
Manager
Department Manager
Assistant Director
Assistant Director
15. 12 - 15
A dual-career-path
system enables
employees to remain in a
technical career path or
move into a management
career path.
16. 12 - 16
MANAGEMENT LADDER TECHNICAL LADDER
Senior Associate
Associate
Engineers, Programmers,
Scientists
Project
Development
Senior
Functional
Management
Executives
Staff
Advisory
Senior
Senior Technical
Staff Member
Fellow
Example of a dual-career-path system
17. Salary, status, and incentives for technical
employees compare favorably with those of
managers.
Individual contributors’ base salary may be lower
than managers’, but they are given opportunities
to increase their total compensation through
bonuses.
The individual contributor career path is not used
to satisfy poor performers who have no
managerial potential.
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18. The career path is for employees with
outstanding technical skills.
Individual contributors are given the
opportunity to choose their career path.
The company provides assessment
resources.
Assessment information enables employees
to make comparisons between their
interests and abilities with those of
employees in technical and managerial
positions.
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19. 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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20. 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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21. Employee understands the reasons for plateau.
Employee is encouraged to participate in
development activities.
Employee is encouraged to seek career counseling.
Employee reality-tests his solutions.
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22. 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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23. 12 - 23
Update
d Skills
Manager Company Climate
Reward System
Peers
• Provide Challenging Work Assignments
• Encourage Employees to Acquire New
Skills
• Discuss Ideas
• Share Information
• Emphasis on Continuous Learning
• Sabbaticals
• Pay for New Ideas
• Pay for Employee
Development
24. 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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25. 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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27. 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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28. 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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29. 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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30. 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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31. Companies need to provide outplacement
services to help prepare employees for layoffs:
Advance warning and explanation for a
layoff.
Psychological, financial, and career
counseling.
Assessment of skills and interests.
Job campaign services.
Job banks.
Electronic delivery of job openings.
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32. Meeting the needs of older workers.
Pre-retirement socialization.
Retirement.
Early retirement programs.
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33. 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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