Dessler HRM 12e ch 010 coaching careers and talent management

Chapter 10

Coaching, Careers,
and Talent
Management

Part Three | Training and Development
Copyright © 2011 Pearson Education, Inc.
publishing as Prentice Hall

PowerPoint Presentation by Charlie Cook
The University of West Alabama


WHERE WE ARE NOW…

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10–2


LEARNING OUTCOMES
1. Compare and contrast coaching and mentoring and
describe the importance of each.
2. Compare employers’ traditional and career planningoriented HR focuses.
3. Explain the employee’s, manager’s, and employer’s
career development roles.
4. Describe the issues to consider when making promotion
decisions.
5. List and briefly explain at least four methods for better
managing retirements.

6. Define talent management and give an example of an
actual talent management system.
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10–3


Coaching and Mentoring
• Coaching
 Involves educating, instructing, and training subordinates
 Focuses on teaching shorter-term job-related skills

• Mentoring
 Is actively advising, counseling, and guiding
 Is helping employees navigate longer-term career hazards
 Is leading highly trained employees and self-managing teams
 Supplants the need for authority and for giving orders for getting

things done

• Coaching and mentoring require both analytical and
interpersonal skills.

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10–4


Improving Your Coaching Skills
The Four-Step Coaching Process

1

Preparing to coach

2

Developing a mutually agreed change plan

3

Engaging in active coaching

4

Evaluating for feedback and follow-up

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10–5


Preparing to Coach:
Applying the ABC Approach
• Antecedents
 What things must come before the person does the job?

• Behavior
 Can the person do the job if he or she wanted to?

• Consequences

 What are the consequences of doing the job right?

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10–6


FIGURE 10–1 A Short Course in Improving Interpersonal Communications

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10–7


FIGURE 10–2
Coach’s
Self-Evaluation
Checklist

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10–8


The Basics Of Career Management

Career Management

Career
Terminology

Career Development

Career Planning

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10–9


Careers Today and
Employee Commitment
Old Contract
(Employer-focused)

New Contract
(Employee-focused)

“Do your best and be
loyal to us, and we’ll take
care of your career.”

“I’ll do my best for you,
but I expect you to
provide the development
and learning that will
prepare me for the day
I must move on, and for
having the work-life
balance that I desire.”

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

10–10


TABLE 10–1 Traditional Versus Career Development Focus

HR Activity

Traditional Focus

Career Development Focus

Human resource
planning

Analyzes jobs, skills, tasks—
present and future. Projects
needs. Uses statistical data.

Adds information about individual
interests, preferences, and the like to
replacement plans.

Recruiting and
placement

Matching organization’s needs
with qualified individuals.

Matches individuals and jobs based on
variables including employees’ career
interests and aptitudes.

Training and
development

Provides opportunities for
learning skills, information,
and attitudes related to job.

Provides career path information.
Adds individual development plans.

Performance
appraisal

Rating and/or rewards.

Adds development plans and individual
goal setting.

Compensation
and benefits

Rewards for time, productivity,
talent, and so on.

Adds tuition reimbursement plans,

compensation for non–job-related
activities such as United Way.

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10–11


FIGURE 10–3
Employee Career
Development Plan

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10–12


Why Offer Career Development?
Better equips employees
to serve the firm

Career
Development
Benefits

Boosts employee
commitment to the firm
Supports recruitment and
retention of efforts

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10–13


TABLE 10–2 Roles in Career Development
Individual

Manager

• Accept responsibility for your own career.
• Assess your interests, skills, and values.

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

• 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.

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.

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10–14


TABLE 10–3 Possible Employer Career Planning and Development Practices

Job postings

Career booklets/pamphlets

Formal education/tuition
reimbursement

Written individual career plans

Performance appraisal
for career planning
Counseling by manager
Lateral moves/job rotations
Counseling by HR
Preretirement programs

Succession planning
Formal mentoring
Common career paths
Dual ladder career paths
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Career workshops
Assessment center
Upward appraisal
Appraisal committees
Training programs for managers
Orientation/induction programs
Special needs (highfliers)
Special needs (dual-career couples)
Diversity management
Expatriation/repatriation

10–15


FIGURE 10–4
Sample Agenda—
Two-Day Career
Planning Workshop

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10–16

Innovative Corporate Career
Development Initiatives
1. Provide individual lifelong learning budgets.
2. Encourage role reversal.
3. Help organize “career success teams.”
4. Provide career coaches.
5. Offer online career development programs.

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10–17


Commitment-Oriented
Career Development Efforts
• Change in Employee Commitment
 Globalization raising productivity and efficiency requirements
 Employees thinking of selves as free agents

• Career-oriented Appraisals
 Provide an opportunity to discuss and link the employee’s

performance, career interests, and developmental needs into a
coherent career plan.

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10–18

FIGURE 10–5
Sample Performance
Review Development
Plan

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10–19


Establishing an Effective
Mentoring Program
•
•
•
•
•

Require mentoring?
Provide mentoring training?
Does distance matter?
Same or different departments?
Big or small difference in rank?

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10–20


Characteristics of Effective Mentors

• Are professionally competent
• Are trustworthy
• Are consistent
• Have the ability to communicate
• Are willing to share control
• Set high standards
• Are willing to invest time and effort
• Actively steer protégés into important work

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10–21


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.

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10–22


Enhancing Diversity Through
Career Management
• Sources of Bias and Discrimination

 A lack of diversity 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

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10–23


Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects
Eliminate institutional barriers

Improve networking and mentoring

Supporting
Diversity

Abolish the glass ceiling

Adopt flexible career tracks

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10–24


Employer Life-Cycle Career Management
Making Promotion and
Transfer Decisions

Decision 1:
Is Seniority or
Competence
the Rule?

Decision 2:
How Should
We Measure
Competence?

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Decision 3:
Is the Process
Formal or
Informal?

Decision 4:
Vertical,
Horizontal,
or Other?

10–25