Career Development System: Linking Organizational Needs with Individual Career Needs

1. Career Development System: Linking Organizational Needs with Individual Career Needs Organizational Needs Individual Career Needs • What are the organization’s • major strategic issues over • the next two to three years? • What are the most critical • needs and challenges that • the organization will face • over the next 2 - 3 years? • What critical skills, know- • ledge, and experience • will be needed to meet • these challenges? • What staffing levels will • be required? • Does the organization have • the strength necessary to • meet the critical challenges? • How do I find career • opportunities within the • organization that: • Use my strengths • Address my • developmental needs • Provide challenges • Match my interests • Match my values • Match my personal style Issue: Are employees developing themselves in a way that links personal effective- ness and satisfaction with the achievement of the organization’s strategic objectives?

2. A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction Component 1: Understanding the Business Environment • Competencies: • Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization. • Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness. Component 2: Making it Happen • Competencies: • Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks. • Collaborative decision making—actions that involve key stakeholders in the decision-making processes. • Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.

3. A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.) Component 3: Leading Others • Competencies: • Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting. • Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition. • Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.

4. TRW’s HRM Core Competencies • Leadership and Managing Change • Business Skills • HR Functional Leadership • HR Technical Skills • Source: Milkovich and Newman (1999) • “Core Competencies”: “The skills and abilities in value creation activities that allow a company to achieve superior efficiency, quality, innovation, or customer responsiveness.” • Source: Jones (2001)

5. Staffing the HR Function • Inherent exaggeration of abilities re: “people skills”? • Survey of HS seniors • 70% believed they were above average in leadership ability; 2% believed they were below average • 100% believed they were above average in ability to get along with others, 60% believed they were in top 10%, 25% believed they were in top 1% • Source: Ruggiero (2001) • Should we even be teaching “people skills” at undergraduate level? • Research indicates UG students have less interest in and perceive less relevance of OB course than other required business courses • Mintzberg (1989), Burke and Moore (2003)

6. Staffing the HR Function • More generalizable phenomenon, re: self-ratings? • Survey of 92 engineers (Meyer, 1980) • Asked to self-rate relative to peer group, 0-100 (percentile) • Mean: 78th percentile • Only two of 92 rated themselves below 50th percentile (45)

7. Development of HR professionals • Occupational Outlook Handbook • Nature of the Work • Working Conditions • Employment • Training, Other Qualifications, and Advancement • Must speak and write effectively • Must demonstrate discretion, integrity, fair-mindedness, and a persuasive, congenial personality • Job Outlook • Expected to grow much faster than the average for all occupations through 2018 (note O*NET OnLine) • Earnings • Specialists in compensation, benefits, and job analysis tend to earn more than training and development specialists; and employment, recruitment, and placement specialists