Managing

Human Resources
Bohlander  Snell  Sherman

Chapter 7
Career Development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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Chapter 7 Learning Objectives
Explain how a career development program
integrates individual and organizational needs.
Describe the conditions that help to make a career
development program successful.
Discuss how job opportunities can be inventoried
and employee potential assessed.
Describe the methods used for identifying and
developing managerial talent.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Learning Objectives, cont.
Cite the ways in which employers can facilitate
the career development of women.
Cite the ways in which employers can facilitate
the career development of members of minority
groups and of dual-career couples.
Describe the various aspects of personal career
development that one should consider.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 7-1A
Career Development #1A
Organization’s Needs Matching Individual and
Operational
Organizational Needs
Strategic • Employee turnover
• Current competencies • Absenteeism
• Future competencies • Talent pool
• Market changes • Outsourcing
• Mergers, etc. • Productivity
• Joint ventures
• Innovation Professional
• Growth
• Downsizing
Career Management • Career stage
• Education & training
• Restructuring • Promotion aspirations
Personal • Performance
• Age/tenure • Potential
• Family concerns • Current career path
• Spouse employment
• Mobility
• Outside interests

Individual’s Needs
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentations Slide 7-1B
Career Development #1B
Creating Favorable
Conditions Management
Support

Creating Goal Setting

Favorable
Conditions for
Career Changes in HRM
Policies
Development
Publicizing the
Program

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 7-1C
Career Development #1C
Creating Favorable Conditions
Management Participation
Provide top management support
Provide collaboration between line managers and
HR managers
Train management personnel
Setting Goals
Plan human resources strategy
Changing HR Policies
Provide for job rotation
Provide outplacement service
Announcing the Program
Explain its philosophy
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Presentation Slide 7-2A
Career Development #2A
Identifying Job
Job Competencies
Opportunities

Job Progressions Activities

& Career Paths
of Job
Career Opportunity
Advancement
Possibilities Inventorying

Dual Career Paths

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Job Progressions

Hierarchy of jobs a new employee might

experience, ranging from a starting job
to jobs that successively require
more knowledge and/or skill

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Career Paths

Lines of advancement in an
occupational field within an
organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Alternative Career Moves

Promotion

Exit

Transfer

Demotion

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Promotion

Change of assignment to a job

at a higher level in the organization

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Transfer

Placement of an individual in another job

for which the duties, responsibilities,
status, and remuneration are approximately
equal to those of the previous job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Relocation Services

Services provided to an employee who is

transferred to a new location, which
might include help in moving, in selling
a home, in orienting to a new culture,
and/or in learning a new language

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Outplacement Services

Services provided by organizations

to help terminated employees find a new job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 7-2B
Career Development #2B
Determining Employee Potential
Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations,
development needs

Career Planning Workshops

Discuss and compare attitudes, concerns, plans

Career Counseling
Discuss job, career interests, goals

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 7-3

HR’s Role in Career Development

THE GOAL: MATCHING
• Encourage employee ownership of career.
• Create a supportive context.
• Communicate direction of company.
• Mutual goal setting and planning.
CAREER DEVELOPMENT INITIATIVES
• Provide workbooks and workshops.
The Goal: Match
• Provide career counseling.
• Career self-management training Individual and
• Give developmental feedback. Organization Needs
• Provide mentoring.
Identify Career
Opportunities &
Requirements

Gauge OPPORTUNITIES & REQUIREMENTS

Employee • Identify future competency needs.
• Establish job progressions/career paths.
Potential • Balance promotions, transfers, exists, etc.
GAUGE EMPLOYEE POTENTIAL • Establish dual career paths.
• Measure competencies (appraisals).
• Establish talent inventories.
• Establish succession plans.
• Use assessment centers.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Gauging Employee Potential
Career Career
Planning Planning
Workbooks Workshops

Career
Counseling

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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Career Development Programs
Inventorying
Management
Requirements and Performance
Talent
Appraisals

Using Assessment
Centers

Determining
Individual
Mentoring Development Needs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Assessment Center

Process by which individuals are evaluated

as they participate in a series of situations
that resemble what they might
be called upon to handle on the job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 In-Basket Training

Assessment-center process
for evaluating trainees by simulating
a real-life work situation.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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Leaderless Group Discussions

Assessment-center process that places

trainees in a conference setting
to discuss an assigned topic, either
with or without designated group roles.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Career Counseling

Process of discussing with employees

their current job activities and performance,
their personal and career interests and goals,
their personal skills, and suitable career
development objectives.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Fast-Track Program

Program that encourages young managers

with high potential to remain
with an organization by enabling them
to advance more rapidly than those
with less potential

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Mentors

Executives who coach, advise, and

encourage individuals of lesser rank

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Mentoring Functions
GOOD MENTORS…
• Listen and understand
• Challenge and stimulate learning
• Coach
• Build self-confidence
• Provide wise counsel
• Teach by example
• Act as role model
• Share experiences
GOOD MENTEES…
• Offer encouragement
• Listen
• Act on advice.
• Show commitment to learn.
• Check ego at the door.
• Ask for feedback.
SUCCESSFUL • Are open-minded
• Are willing to change
MENTORING • Are proactive.

Source: Matt Starcevich and Fred Friend, “ Effective mentoring relationships from the Mentee's perspective,”
Workforce, supplement, (Jul 1999): 2-3.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Career Development
for Women Eliminating
Barriers to
Advancement

Preparing Women
for Management

Accommodating
Families

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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Career Development for Minorities

Advancing
Providing
Minorities to
Internships
Management
Organizing Training
Courses

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Dual-Career Partnerships

Couples in which both members follow

their own careers and actively support
each other’s career development

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Presentation Slide 7-4

Stages of Career Development

Stage 5: Late Career (ages 55-retirement):
Remain productive in work, maintain self esteem, prepare for
effective retirement.

Stage 4: Mid Career (ages 40-55): Reappraise early

career & early adulthood, reaffirm or modify goals, make choices
appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25-40): Learn job, learn

organizational rules and norms, fit into chosen occupation and
organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Obtain job

offer(s) from desired organization(s), select appropriate job based on complete
and accurate information.

Stage 1: Preparation for Work (ages 0-25): Develop occupational

self-image, assess alternative occupations, develop initial occupational choice, pursue
necessary education.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 7-5

Presentation Slide 7-5

CISS Orientation and Basic Scales

 INFLUENCING -- Leadership, Law/politics, Public speaking, Sales,

Advertising
 ORGANIZING -- Supervision, Financial services, Office practices

 HELPING -- Adult development, Counseling, Child development,

Religious activities, Medical practice
 CREATING-- Art/design, Performing arts, Writing, International activities,
Fashion, Culinary arts
 ANALYZING -- Mathematics, Science

 PRODUCING-- Mechanical crafts, Woodworking, Farming/Forestry,

Plants/gardens, Animal care
 ADVENTURING -- Athletics/physical fitness, Military/law enforcement,
Risks/adventure
©1992 David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416 Minneapolis, MN 55440.
Reproduced with permission. “Campbell Interest and Skill Survey” and “CISS” are both registered trademarks of David Campbell, Ph.D.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Combinations of Career
Interests and Skills

High
Explore Pursue
Skills

Avoid Develop
Low

Low High
Interests
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 7-6

Presentation Slide 7-6

Combination Of Career Interests And Skills
Pursue INTERESTS HIGH, SKILLS HIGH
Areas of both high interest and high confidence. Include in top career choices.

Develop INTERESTS HIGH, SKILLS LOWER

Areas of high interest, low confidence. Either accept as a vocational, or
pursue skill building.

Explore INTERESTS LOWER, SKILLS HIGH

Areas of low interest but high confidence. Reconsider why interest is low or
transfer skills to another area.

Avoid INTERESTS LOW, SKILLS LOW

Areas of both aversion and low confidence. Exclude from top career choices.

Source: ©David Campbell, Ph.D. All rights reserved. Published and distributed by NCS Assessments, P.O. Box 1416,
Minneapolis, MN 55440. Reproduced with permission. “Campbell Interest and Skill Survey” and “CISS” are both registered
trademarks of David Campbell, Ph.D.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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 Career Plateau

Situation in which for either organizational

or personal reasons the probability
of moving up the career ladder is low

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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 Entrepreneur

One who starts, organizes, manages, and

assumes responsibility for a business
or other enterprise

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning

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