Chapter 12 Special Challenges in Career Management

1. Chapter 12 Special Challenges in Career Management

2. Chapter 12 Socialization & Orientation Organizational socialization: The process of transforming new employees into the members of the company, including being prepared to perform effectively, learning about the company, and establishing work relationships.

3. Chapter 12 Socialization & Orientation Three Phases of Organizational Socialization: Anticipatory Socialization - - The development of expectations about the company, the job, working conditions, and co-workers before joining the company. Comes from interactions during the recruitment and selection process and previous work experiences.

4. Chapter 12 Socialization & Orientation • Three Phases of Organizational Socialization: • Encounter Phase - - • Point at which the individual begins the new job • and experiences some shock and surprises. • This is time for familiarity with tasks, policies… • Nature of relationship w/ manager is important

5. Chapter 12 Socialization & Orientation Three Phases of Organizational Socialization: Settling Phase - - Employee begins to feel comfortable with the company and job and begins to resolve any work or non-work conflicts.

6. Chapter 12 Socialization & Orientation Orientation programs play an important role in socializing new employees by familiarizing employees with company rules, policies, and procedures. Effective orientation programs include active involvement of the new employee.

7. Chapter 12 Socialization & Orientation Characteristics of Effective Orientation Programs: Encourage employees to ask questions Include technical & social info about job Are the responsibility of the manager Avoid embarrassing new employees Allow formal & informal interactions Involve relocation assistance Provide info about company’s products, cust, etc...

8. Chapter 12 Plateauing • Plateauing Is: • When there’s a low likelihood that an employee • will receive future job assignments or promotions. • It’s dysfunctional when the employee feels “stuck” • in a job with no personal growth opportunities. • Poor attitudes • Poor performance

9. Chapter 12 Plateauing Why do employees Plateau: Lack of skill or ability Lack of training Low need for achievement Unfair or dissatisfying pay decisions Confusion about job responsibilities Slow co. growth and few developmental oppys

10. Chapter 12 Plateauing Possible remedies for Plateauing: Ensuring emp. understands reason for plateau Encourage emp. to go to developmental activities Encourage emp. to seek career counseling Help employee to “reality-test” solutions Hit the road jack...

11. Chapter 12 Skills Obsolescence • Obsolescence Is: • A reduction in an employee’s competence due to • a lack of knowledge of new processes, techniques • or technologies that have emerged since the • employee’s education was completed. • Used to be a concern for technical emps, but • changing technology means it effects all emps.

12. Chapter 12 Skills Obsolescence To avoid Obsolescence: 1. Have managers provide challenging work assignments and encourage employees to acquire new skills through various means. 2. Have company climate emphasize continuous learning 3. Encourage peers to share ideas, info, problems 4. Reward system that pays for sabbaticals, development, new ideas.

13. Chapter 12 Coping with Job Loss More important now in an environment of downsizing, layoffs, restructuring, mergers, etc. Two responsibilities of managers/company from a career management standpoint: 1. Help employees who will lose their jobs 2. Ensure “survivors” remain productive and committed.

14. Chapter 12 Coping with Job Loss • To prepare employees for layoffs: • Advance warning & explanation • Psychological, financial and career counseling • Assessment of skills and interests • Job campaign services • Job lead banks, newspapers, phones, job books • Electronic delivery of job openings, self-dir career • mgt guides, and interest & values inventory

15. Chapter 12 Coping with Job Loss Many companies are teaming with public sector to assist laid off employees. Unemployment Insurance Placement services Re-education programs Apprenticeship and Training Programs Re-employment Skills Training

16. Chapter 12 Dealing With Older Workers To meet the needs of older workers: 1. Be flexible in scheduling work. 2. Ensure older workers get training to avoid obsolescence. 3. Provide info regarding long-term health care and elder care. 4. Assessment and counseling for poss. recycling. 5. No stereotypes regarding older workers.

17. Chapter 12 Dealing With Older Workers • Pre-retirement Socialization: • The process of helping employees prepare for exit • from employment. • Psychological aspects of retirement • Housing and living considerations/costs • Retirement health • Estate planning • Social Sec. and Pension benefits collection

18. Chapter 12 Dealing With Older Workers Retirement: Leaving a job and work role and transitioning into a life without employment or recycling into another career or job. Companies must- - Meet needs of older workers Assist employees in retirement planning Avoid discrimination in early retirement programs

19. Chapter 12 Dealing With Older Workers Early Retirement (ER) programs: Offers employees financial incentives to leave the company before the traditional retirement age. Effective ER programs : Are part of the benefit package Justify age-related distinctions for ER eligibility Ensure ER is voluntary Training to understand ER implications ($$!)