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Developing Career Program

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In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.

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Developing Career Program

  1. 1. Organizational Development: Career Development Program Seta A. Wicaksana Founder and CEO of www.humanikaconsulting.com
  2. 2. © 2002 Southwestern College Publishing. All rights reserved. Special Career Issues for Organizations and 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.
  3. 3. © 2002 Southwestern College Publishing. All rights reserved. Organizational and Individual Career Planning Perspectives
  4. 4. From: Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Operational • Employee turnover • Absenteeism • Talent pool • Outsourcing • Productivity Strategic • Current competencies • Future competencies • Market changes • Mergers, etc. • Joint ventures • Innovation • Growth • Downsizing • Restructuring Career Development Matching Individual and Organizational NeedsOrganization’s Needs Professional • Career stage • Education & training • Promotion aspirations • Performance • Potential • Current career path Individual’s Needs Personal • Age/tenure • Family concerns • Spouse employment • Mobility • Outside interests Career Management
  5. 5. Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South- Western/Thomson Learning CAREER DEVELOPMENT INITIATIVES • Provide workbooks and workshops. • Provide career counseling. • Career self-management training • Give developmental feedback. • Provide mentoring. Identify Career Opportunities & Requirements Gauge Employee Potential The Goal: Match Individual and Organization Needs THE GOAL: MATCHING • Encourage employee ownership of career. • Create a supportive context. • Communicate direction of company. • Mutual goal setting and planning. OPPORTUNITIES & REQUIREMENTS • Identify future competency needs. • Establish job progressions/career paths. • Balance promotions, transfers, exists, etc. • Establish dual career paths.GAUGE EMPLOYEE POTENTIAL • Measure competencies (appraisals). • Establish talent inventories. • Establish succession plans. • Use assessment centers. HR’s Role in Career Development
  6. 6. Result: Sustainable Business Excellence Employee • Well Being • Engagement • Satisfaction System: Learning and Development Career Path Model
  7. 7. Alternative Career Moves Transfer Promotion Exit Demotion
  8. 8. Career Paths: Developing Dual-Career Paths
  9. 9. Dual-Career Paths • 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
  10. 10. Career Paths, Developing Dual-Career Paths and Career Portfolios • work and information flows. • important development experiences. • qualifications and tasks performed across jobs. • similarities and differences in working environments. • historical movement patterns of employees in and out of jobs. Career path - a sequence of job positions involving similar types of work and skills that employees move through in the company; it involves analyzing:
  11. 11. Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.)  Salary, status, and incentives for technical employees compare favorably with those of managers.  Individual contributors’ base salary may be lower than that of 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. The career path is for employees with outstanding technical skills.  Individual contributors are given the opportunity to choose their career path. Dual-career path system - enables employees to remain in a technical career path or move into a management career path. Its characteristics are:
  12. 12. Example of Dual-Career-Path System
  13. 13. Implication: Possible Remedies for Plateaued Employees • Employee understands the reasons for Plateauing • Employee is encouraged to participate in Development activities • Employee is encouraged to seek career counseling • Employee does a reality check on his or her solutions
  14. 14. Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Gauging Employee Potential Career Planning Workbooks Career Planning Workshops Career Counseling
  15. 15. Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Career Development Programs Determining Individual Development Needs Performance Appraisals Using Assessment Centers Inventorying Management Requirements and Talent Mentoring
  16. 16. © 2002 Southwestern College Publishing. All rights reserved. Succession Planning Process
  17. 17. Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Step 1: Career Development Creating Favorable Conditions Management Support Goal Setting Publicizing the Program Changes in HRM Policies Creating Favorable Conditions for Career Development
  18. 18. Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Step 2: Identifying Job Opportunities Job Competencies Job Progressions & Career Paths Dual Career Paths Career Advancement Possibilities Activities of Job Opportunity Inventorying
  19. 19. Learning and Giving for Better Indonesia

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