CAREER AND HUMAN RESOURCE DEVELOPMENT

1. CAREER AND HUMAN RESOURCE DEVELOPMENT (DCE3117) Associate Prof. Dr. Roziah Mohd Rasdi Dept. of Professional Development & Continuing Education Faculty of Educational Studies Universiti Putra Malaysia roziah_m@upm.edu.my

2. Topic 6 CAREER MANAGEMENT PRACTICES

3. Two-dimensional model of career management practices

4. The use of career practices: empirical evidence • It is a descriptive model (based on field-research, constructed using the statistical procedure of factor analysis). • The classification is configured along two dimension: • Degree of practice sophistication • Level of organizational involvement • The career practices is in line with the classification offered by Baruch and Peiperl model which comprises five clusters of career practices.

5. The use of career practices: empirical evidence • The following set of dimensions may provide insights into the nature of each career practice. • Involvement • Sophistication and complexity • Strategic orientation • Developmental focused • Organizational decision making focused • Innovative • Another way to look at clusters of career practices would be to develop a normative model – a model which tries to establish what career practices should be applied.

6. CPM practices: clusters by Baruch and Peiperl Model Basic - low on sophistication, medium on involvement • Posting regarding internal job openings • Formal education as part of career development • Lateral moves to create cross-functional experience • Retirement preparation programmes Formal – medium on sophistication, low involvement • Booklets and/or pamphlets on career issues • Dual ladder (parallel hierarchy for professional staff) • Written personal career planning

7. CPM practices: clusters by Baruch and Peiperl Model Active Management – medium on sophistication, medium on involvement • Induction • Assessment centers • Mentoring • Career workshops Active Planning – medium on sophistication, high on involvement • Performance appraisal as a basis for career planning • Career counseling by direct supervisor • Career counseling by HR Department • Succession planning

8. CPM practices: clusters by Baruch and Peiperl Model Multi-directional – high on sophistication, medium on involvement • 360 degree performance appraisal systems • Common career paths • Special programmes for ethnic minorities, women, disabled, dual career couples, etc. expatriates and repatriates, high-flyers

9. New CPM Practices The following additional practices listed by managers are not classified under any cluster in the Baruch and Peiperl model: - Building psychological contracts - Secondments - Intrapreneurship Another general career practice: - Training programmes for managers to enable them to handle careers issues.

10. Career Practices: Advertising Internal Job Openings • Job were advertised internally either on notice board or internal email. • The choice depends on the level and types of position and the norms of the organization’s career management practices. • Many organizations have a policy that jobs are advertised internally before any external search is conducted.

11. Career Practices: Formal Education as Part of Career development • Once an organization has identified an immediate future appointment need, such education can provide a solution. • Alternatively individuals also can propose themselves for such program. • Organization may select people of managerial or technical potential and send them on a formal training (e.g. first degree engineering, MBA or other graduate or postgraduate studies)

12. Career Practices: Lateral Moves to Create Cross-Functional Experience • In flattened organization there are few hierarchical levels and horizontal communication is the key element in order to be success in it. • People should be advise that career advancement is not necessarily along the traditional upward path. Lateral Moves

13. Career Practices: Retirement Preparation Programmes • They also can be longer, in terms of both programme time and its spread over a wider timespan. • Better programme take into account the psychological need to adjust life without work. • This practice is directed at the target population of employees – those approaching retirement and about to leave the organization. • These programmes can be short, e.g. three day workshop, taking place a couple of month before retirement.

14. Career Practices: Booklets and/or Pamphlets on Career Issues • Booklets also may be made available in electronic form as part of the company website, with access either limited to the employees of the company who have the password, or open to all. • These can be organization’s formal stock of career-related information. • The information that may be covered includes career paths, the competencies required for each position on the path, time scales, conditions for certain developments.

15. Career Practices: Dual Ladder • Very important, but only suitable for the particular group (professional without managerial skills or with no aspiration to become managers). • Dual ladder is a parallel hierarchy, created for non-managerial staff, such as professional or technical employees. • The major role of ‘ladder’ is to provide ‘upward mobility’ and recognition for those who cannot or do not wish to hold a managerial role.

16. Career Practices: Induction • The set of mutual expectations in the boundaryless organization will be different so it is important for the employers to introduce the newcomers to the varied aspects of their organizational life and their role within it • Induction is the process of introducing people to their new organizations. • This is the process whereby all newcomers learn the behaviors and attitudes necessary for assuming roles in an organization. • Can be formal (led by organizational official) or informal

17. Career Practices: Assessment and Development Centers • Large organizations may have their own assessment centers whereas small firms generally use external institutions. • Assessment centers have attracted much interest in academia and from organizational practitioners. • In the recent past, assessment centers were used for two main purposes • As a selection tool for managerial recruitment • As an indicator of managerial potential • Nowadays it also being used for developmental purposes

18. Career Practices: Mentoring • This practices can produce win-win situation which is both mentor and protégé will get the benefit. • Scandura (1998) analyzed the main dysfunction of mentoring • Negative relations, sabotage. Difficulty and spoiling. • The principal aim of mentoring is to bring together a person with managerial potential and an experienced manager, who is not necessarily that person’s direct manager. • The senior manager can provide tutoring or advice, serving as a kind of ‘uncle’ or ‘godfather’ in the workplace.

19. Career Practices: Career Workshops • Usually focus on specific aspects such as identifying future opportunities, rather than just general development. • Career workshop can improve the employability of the participants, enhancing their career resilience. • Career workshops are short-term workshops focusing on specific aspects of career management, and aiming to provide managers with relevant knowledge, skills and experience.

20. Career Practices: Career Workshops • The idea that workshops can focus are: • How to increase employability • How to create new satellite companies or joint ventures • The concept and practice of the management buy-out. • With an increasing number of organizations making redundancies or restructuring, future career workshops may concentrate on inter- and intra-organizational opportunities

21. Career Practices: Performance Appraisal as a Basis for Career Planning • Some CPM practices such as appointing mentor or building succession planning are depends on the performance appraisal. • If the system valid and reliable it may serve as the foundation stone for an integrated CPM system. • Valid and reliable performance appraisal would identify who should be promoted, who should be made redundant at a time of downsizing, and identify training and developments needs.

22. Career Practices: Career Counseling • External counseling also can bi considered. • Many agencies now provide career counseling service to both individuals and organizations. • Career counseling is two way-way communication with the employee. • Two main sources are available for conducting this: • Direct manager (or another higher manager) who has a good knowledge of the employees attitudes, behaviors, skills • HRM manager

23. Career Practices: Career Counseling by Direct Manager and HRM Unit • The problem relating to this practice is the direct managers frequently see counseling as the bureaucratic burden. • Other than that, most of the supervisor were not trained for counseling • In many organizations the direct manager is in the best position to conduct career counseling because they are the most accurate and up-to date knowledge of the person. • Other than that, for such counseling to be fruitful, the person conducting it needs to have good standing in the organization

24. Career Practices: Career Counseling by Direct Manager and HRM Unit • The advantages of the counseling conducted by the HRM unit are: • They have enough knowledge of organizational goals and development; • They familiar with HRM planning for the whole enterprise • They also have enough knowledge, skills and experience of counseling in general

25. Career Practices: Succession Planning • However succession planning possess less predictive power in 20002 because of the less loyalty and high turnover among employees. • Is the process which the organization decides on the possible replacement of every manager within the organization and evaluate the potential for promotion of each manager. • Succession planning will be more complicated in flattened organization but will still show who should be considered when a new vacancy arises or job rotation is planned

26. Career Practices: Succession Planning • The gap can be bridged if HR focuses on the competencies and leadership qualities of managers. • Leibmen, Bruer and Maki (1996) have suggested a new concept that replaced the succession planning entitled as ‘succession management’. • They emphasized the gap between the traditional and the contemporary approaches (former - rigid in form, based on skills and experience; latter – dynamic and flexible)

27. Career Practices: Succession Planning • Remember that special attention is needed in responding to equal employment opportunities and particular group that may have specific requirements. • Inputs for the creation and updating of succession planning will come from several sources: • Primarily the performance appraisal • Mentors perceptions • Assessment centre results • Career counseling

28. Career Practices: 360-Degree Performance Appraisal Systems • However this practice is very demanding in term of time invested and analysis required, hence it may not be east to apply it routinely in organizations. • 360-degree feedback can take the form of peer appraisal, upward appraisal, committee appraisal or a combination of several sources in addition to appraisal by the direct manager. • Self and upward appraisal are also valuable sources of performance appraisal, increasing the reliability and validity of the process.

29. Career Practices: Special Program

30. New CPM Practices for the 2000s: Building Psychological Contracts • Future employers have to clarify this concept as a set of mutual expectations which need to be agreed upon, explicitly or implicitly to their employees . • These expectation are: • What the organization perceives as a fair contribution from the employee • What the organization will provide in return • For existing employee the psychological contract will be altered from old to new. • For the newly hired employee, the essential part will be delivered during the induction period.

31. New CPM Practices for the 2000s: Intrapreneurship Employers should identify those who possess the qualities needed to generate new business within the organization . Via intrapreneurship, organizations can encourage organizational learning, and provide employees with options for inner sources of growth.

32. New CPM Practices for the 2000s: Secondments • Secondments is the temporary assignment of a person to another area within the organization, or sometimes to another associated organization. • Secondment is a period in which the manager acquires a different perspective within the company boundaries or from the outside and also a period of time spent in marketing, HRM or finance. • Secondment can help to: • Improve production managers knowledge of organizational processes • Help build interrelations with colleagues • Help to increase communication

33. From a Collection to A Collective: Integrating Practices into A System • Two-fold level of integration is necessary to achieve a fit and to make the optimal use of career practices. • These levels are: • The integration may follow the ‘cafeteria method’ – cafeteria plans provide an array of career track options, training opportunities, performance evaluation schemes and reward systems to enable employees to have career experiences in line with their own career concepts and the strategy of the organization. External Integration Integration between the career system and the organizational culture and strategy Internal Integration Relates to the level of harmony between the various career practices