CH 10

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
BIJU VARKKEY
Part 3 | Training and Development
Chapter
10
Managing Careers
© 2009 Dorling Kindersley (I) Pvt. Ltd.

All rights reserved.
After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-

oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s
career development roles.
3. Describe the issues to consider when making
promotion decisions.
4. Describe the methods for enhancing diversity through
career management.
5. Answer the question: How can career development
foster employee commitment?
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 10–2
The Basics Of Career Management
Career Career
Management Development
Employees’
Careers
Career
Planning
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, 2008.
FIGURE 10–1
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.
TABLE 10–2 Roles in Career Development
Individual Manager
• Accept responsibility for your own career. • Provide timely and accurate performance
• Assess your interests, skills, and values. feedback.
• Seek out career information and resources. • Provide developmental assignments and
support.
• Establish goals and career plans.
• Participate in career development
• Utilize development opportunities.
discussions with subordinates.
• Talk with your manager about your career.
• Support employee development plans.
• Follow through on realistic career 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.
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.
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.
TABLE 10–3 Possible Employer Career Planning and Development Practices
Job postings Career booklets/pamphlets

Formal education/tuition Written individual career plans
reimbursement
Career workshops
Performance appraisal for career
Assessment Center
planning
Upward appraisal
Counseling by manager
Appraisal committees
Lateral moves/job rotations
Training programs for managers
Counseling by HR
Orientation/induction programs
Pre-retirement programs
Special needs (highfliers)
Succession planning
Special needs (dual-career couples)
Formal mentoring
Diversity management
Common career paths
Expatriation/repatriation
Dual ladder career paths
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.
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
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”
FIGURE 10–2
Sample
Agenda—
Two-Day
Career
Planning
Workshop
Managing Promotions and Transfers
Making Promotion
Decisions
Decision 1: Decision 2: Decision 3: Decision 4:

Is Seniority or How Should Is the Process Vertical,
Competence We Measure Formal or Horizontal, or
the Rule? Competence? Informal? Other?
Handling Transfers
• Employees’ reasons for desiring transfers
 Proximity to home town
 Better job prospects
 Personal enrichment and growth
 More interesting jobs
 Greater convenience (better hours, location)
 Greater advancement possibilities
• Employers’ reasons for transferring employees

 To fill positions in big cities where business is growing.
 To vacate a position where an employee is no longer needed.
 To fill a position where an employee is needed.
 To find a better fit for an employee within the firm.
 To boost productivity by consolidating positions.
Enhancing Diversity Through
Career Management
• Sources of bias and discrimination
 Too few people of color employed in the hiring
department
 The “old-boy network” of informal friendships
 A lack of women mentors
 A lack of high-visibility assignments and
developmental experiences (glass ceiling)
 A lack of company role models for members of
the same racial or ethnic group
 Inflexible organizations and career tracks
Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects
Take Their
Career Interests
Seriously
Institute Flexible Eliminate

Schedules and Institutional
Career Tracks Barriers
Improve
Eliminate the
Networking and
Glass Ceiling
Mentoring
Career Management and
Employee Commitment
Comparing Yesterday’s and Today’s

Employee-Employer Contract
Old Contract: New Contract:

“Do your best and be loyal to us, “Do your best for us and be loyal
and we’ll take care of your career.” to us for as long as you’re here,
and we’ll provide you with the
developmental opportunities you’ll
need to move on and have a
successful career.”
Employee Commitment (cont’d)
Commitment-
oriented career
development efforts
Career Career-
Development Oriented
Programs Appraisals
Employee Commitment (cont’d)
Commitment-
Career Oriented Career-
Development Career Oriented
Programs Development Appraisals
Efforts
Retirement
• Preretirement Counseling Practices
 Explanation of Social Security benefits
 Leisure time counseling
 Financial and investment counseling
 Health counseling
 Psychological counseling
 Counseling for second careers
 Counseling for second careers inside the company
Attracting and Retaining Older Workers
Create a Culture that

Honors Experience
HR Practices
for Older Offer Flexible Work
Workers
Offer Part-Time Work
KEY TERMS
career preretirement counseling

career management career cycle
career development growth stage
career planning exploration stage
career planning and development establishment stage
reality shock trial substage
job rotation stabilization substage
mentoring midcareer crisis substage
promotions maintenance stage
transfers decline stage
retirement career anchors
Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
BIJU VARKKEY
Part 3 | Training and Development
Chapter 10
Appendix
Managing Your Career
© 2009 Dorling Kindersley (I) Pvt. Ltd.

Identify Your Career Stage
• Growth Stage
• Exploration Stage
• Establishment Stage
 Trial substage
 Stabilization substage
 Midcareer crisis substage
• Maintenance Stage
• Decline Stage
FIGURE 10–A1 Choosing an Occupational Orientation
TABLE 10–A1 Examples of Occupations that 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
FIGURE 10–A2 Finding the Job You Should Want (Part 1)
Source: James Waldroop and Timothy Butler, “Finding the Job You
Should Want,” Fortune, March 2, 1998, p. 211. Copyright © 1998
Time Inc. Reprinted by permission. All rights reserved.
FIGURE 10–A3
Finding the Job
You Should Want
(Part 2)
Source: James Waldroop and

Timothy Butler, “Finding the Job
You Should Want,” Fortune,
March 2, 1998, p. 212. Copyright
© 1998 Time Inc. Reprinted by
permission. All rights reserved.
Identify Your Career Anchors
Technical/
Functional
Competence
Managerial
Security
Competence
Autonomy and
Creativity
Independence
FIGURE 10–A4
Finding the Job
You Should Want
(Part 3)
Source: James Waldroop and

Timothy Butler, “Finding the
Job You Should Want,”
Fortune, March 2, 1998, p.
214. Copyright © 1998 Time
Inc. Reprinted by permission.
FIGURE 10–A5 Occupational Outlook Handbook Online
Source: http://www.bls.gov//oco/, Accessed August 9,

2007.
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
FIGURE 10–A7 CareerJournal.com
Source: Wall Street Journal by CareerJournal.com. Reproduced with

permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004.
Writing Your Résumé
• Introductory Information
• Job Objective
• Job Scope
• Your Accomplishments
• Length
• Personal Data
• Make Your Résumé Scannable
FIGURE 10–A8
Example of a
Good Résumé
Online Bios
• Fill it with details
• Avoid touchy subjects
• Look the part
• Make it search friendly
• Use abbreviations
• Say it with numbers
• Carefully proofread
Handling the Interview
• Prepare, Prepare, Prepare
• Uncover the Interviewer’s
Needs
• Relate Yourself to the
Person’s Needs
• Think Before Answering
• Make a Good Appearance
and Show Enthusiasm

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Human Resource

Part 3 | Training and Development

© 2009 Dorling Kindersley (I) Pvt. Ltd.

1. Compare employers’ traditional and career planning-

HR Activity Traditional Focus Career Development Focus

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

Compensation Rewards for time, Adds tuition reimbursement plans,

Source: Reprinted from www.HR.BLR.com

Job postings Career booklets/pamphlets

Networking and Challenging

Decision 1: Decision 2: Decision 3: Decision 4:

• Employers’ reasons for transferring employees

Institute Flexible Eliminate

Comparing Yesterday’s and Today’s

Old Contract: New Contract:

 Leisure time counseling

 Financial and investment counseling

 Counseling for second careers

 Counseling for second careers inside the company

Create a Culture that

Offer Part-Time Work

career preretirement counseling

Part 3 | Training and Development

Managing Your Career

© 2009 Dorling Kindersley (I) Pvt. Ltd.

Realistic Investigative Artistic Social Enterprising Conventional

Engineers Physicians Advertising Auto Sales A Wide Range Accountants

Source: James Waldroop and

Source: James Waldroop and

Source: http://www.bls.gov//oco/, Accessed August 9,

Source: Wall Street Journal by CareerJournal.com. Reproduced with

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