加里德斯勒《人力资源管理》第10版ppt资料.ppt
2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerChapterChapter 10 10Part Part 3 3 Training and Development Training and DevelopmentAppendix职业生涯管理在读完本章后，你应该能够：在读完本章后，你应该能够：比较传统的和以职业规划为导向的人力资源比较传统的和以职业规划为导向的人力资源关注点关注点解释雇员、经理和雇主在职业发展中的角色解释雇员、经理和雇主在职业发展中的角色描述在做晋升决策时需要考虑的因素描述在做晋升决策时需要考虑的因素描述通过职业生涯管理提升员工多样性的方描述通过职业生涯管理提升员工多样性的方法法回答如下问题回答如下问题:职业开发如何形成强化员工的职业开发如何形成强化员工的承诺承诺?2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.1010102 22职业生涯管理的基础 职业 一个人在许多年之内拥有的一系列职位 职业生涯管理 让员工能更好地理解和开发他们的职业技能和兴趣，并很有效地在公司内和离开公司后运用这些技能和兴趣 职业开发 终身连续性的活动，可以服务于一个人的职业开发、确立和成功 3 2005 Prentice Hall Inc.All rights reserved.职业生涯管理的基础职业规划 是深思熟虑的程序，在这个程序中，一些人意识到了个人技能、兴趣、知识、动机和其他的特征；获得了关于机会和选择的信息；确定了职业相关目标；确立了达到具体目标的行动计划 当今的职业 职业不再是一种在一两家公司里向上的、直线的晋升，或是在某一职业稳定地就业改变培训、学习、发展绩效，以保持适应市场需求4 2005 Prentice Hall Inc.All rights reserved.传统的与职业开发的关注点 Table 101 Source:Adapted from Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.10.5 2005 Prentice Hall Inc.All rights reserved.员工职业开发计划Figure 101 Source:Reprinted with permission of the publisher,HR Copyright HR,2003.6 2005 Prentice Hall Inc.All rights reserved.个人个人 承担你自己职业的责任 评估你的兴趣、技能和价值 找出职业信息和资源 建立目标和职业规划 利用开发机会 与经理谈论你的职业 遵循现实的职业规划.经理经理 提供及时的绩效反馈 提供开发的任务和技能 参加职业开发的讨论 支持员工的开发规划.组织组织 沟通任务、政策和程序 提供培训和开发机会 提供职业信息和职业计划 提供多样的职业选择职业开发中的角色Table 102 Source:Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.56.7 2005 Prentice Hall Inc.All rights reserved.选择顾问选择一个合适的顾问对拒绝不要感到惊讶明确顾问知道你在时间和建议方面的期望指定日程安排尊重顾问的时间8 2005 Prentice Hall Inc.All rights reserved.职业开发中的角色Realistic job previewsChallenging first jobsCareer-oriented appraisalsJob rotationMentoringNetworking and interactions9 2005 Prentice Hall Inc.All rights reserved.职业开发的主动性创新方案为每个员工提供个人预算提供联机的职业中心鼓励角色转换建立一个“合作学校”帮助组建“职业成功团队”提供职业教练提供职业规划研讨网络化的在线、离线计划对于推动组织的职业规划进程有帮助提供职业开发工具10 2005 Prentice Hall Inc.All rights reserved.简单的日程安排为期两天的职业规划研讨 Figure 102 Source:Fred L.Otte and Peggy Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),pp.2223.In addition to career development training and follow-up support,First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time.These contain materials such as career assessment and planning tools.11 2005 Prentice Hall Inc.All rights reserved.晋升管理晋升决策 决策1：衡量尺度是能力还是资历？决策2：我们如何评估能力？决策3：程序是正式还是非正式的？决策4：纵向的、横向的还是其他？12 2005 Prentice Hall Inc.All rights reserved.处理调任 员工寻求调任的原因充实自己寻求更有意义的工作更多的便利更好的工作时间、工作地点提供更多晋升机会的工作雇主调任员工的原因腾出不再需要的职位天不需要员工的职位为员工找到更合适的位置通过巩固职位提高生产力13 2005 Prentice Hall Inc.All rights reserved.通过职业生涯管理提高员工多样性 晋升决策中歧视和偏见的来源 在人事部门中很少有人雇佣有色人种缺乏女性顾问缺乏透明的工作分配和发展缺乏不同民族或种族的角色色榜样僵硬的组织结果和职业途径14 2005 Prentice Hall Inc.All rights reserved.提高女性和少数民族的前景 取消制度性障碍增加网络交流和现实指导机会消除玻璃天花板灵活的晋升计划和职业轨道15 2005 Prentice Hall Inc.All rights reserved.职业生涯管理和员工承诺新的心理契约 旧的心灵契约：旧的心灵契约：尽你最大的努力对我们忠诚，这样我们就包管你的职业 新的心灵契约：新的心灵契约：尽你最大的努力，只要你在这儿一天，就要对我们忠诚，并且我们会提供给你工作变动和拥有成功的职业所需要的发展机会 16 2005 Prentice Hall Inc.All rights reserved.职业生涯管理和员工承诺承诺导向的职业开发努力 职业开发计划 职业研讨会使用职业指导工具(包括一个网络技能评价计划和其他职业差距分析工具)来帮助员工确定与职业相关的技能和他们的开发需求 评估职业向导提供一个完美的时机将员工的绩效表现、职业兴趣和发展需求与连贯的职业规划联系起来 17 2005 Prentice Hall Inc.All rights reserved.退休 退休员工停止工作的点，通常是60到65岁退休前的活动对社会安全福利的解释空闲时间咨询财政和投资咨询健康咨询心理咨询公司外的第二职业的咨询公司内的第二职业的咨询18 2005 Prentice Hall Inc.All rights reserved.绩效回顾开发计划Figure 103 Source:Business&Legal Reports,Inc.19 2005 Prentice Hall Inc.All rights reserved.Figure 104 巴黎国际酒店集团的人力资源计分卡Note:*(An abbreviated example showing selected HR practices and outcomes aimed at implementing the competitive strategy,“To use superior guest services to differentiate the Hotel Paris properties and thus increase the length of stays and the return rate of guests and thus boost revenues and profitability”)20 2005 Prentice Hall Inc.All rights reserved.关键词career career management career development career planningcareer planning anddevelopmentreality shockjob rotationmentoringpromotionstransfersretirementpreretirement counselingcareer cyclegrowth stageexploration stageestablishment stagetrial substagestabilization substagemidcareer crisis substagemaintenance stagedecline stagecareer anchors21 2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerChapterChapter 10 10Part Part 3 3 Training and Development Training and DevelopmentAppendixManaging Your CareerIdentify Your Career StageGrowth stageExploration stageEstablishment stageTrial substageStabilization substageMidcareer crisis substageMaintenance StageDecline Stage23 2005 Prentice Hall Inc.All rights reserved.Identify Your Occupational OrientationRealistic orientationInvestigative orientationSocial orientationConventional orientationEnterprising orientationArtistic orientation24 2005 Prentice Hall Inc.All rights reserved.Choosing an Occupational OrientationFigure 10A1 25 2005 Prentice Hall Inc.All rights reserved.Example of Some Occupations that May Typify Each Occupational ThemeFigure 10A2 26 2005 Prentice Hall Inc.All rights reserved.Example of Some Occupations that May Typify Each Occupational ThemeFigure 10A3 Source:James Waldroop and Timothy Butler,Finding the Job You Should Want,”Fortune,March 2,1998,p.211.27 2005 Prentice Hall Inc.All rights reserved.Identify Your Career AnchorsCareer anchorA concern or value that a person you will not give up if a career choice has to be made.Typical career anchorsTechnical/functional competenceManagerial competenceCreativityAutonomy and independenceSecurity28 2005 Prentice Hall Inc.All rights reserved.Finding the Right JobDo Your Own Local ResearchPersonal ContactsAnswering AdvertisementsEmployment AgenciesExecutive RecruitersCareer CounselorsExecutive Marketing ConsultantsEmployers Web Sites29 2005 Prentice Hall Inc.All rights reserved.Writing Your RsumIntroductory InformationJob ObjectiveJob ScopeYour AccomplishmentsLengthPersonal DataMake Your Rsum Scannable30 2005 Prentice Hall Inc.All rights reserved.Handling the InterviewPrepare,Prepare,PrepareUncover the Interviewers NeedsRelate Yourself to the Persons NeedsThink Before AnsweringMake a Good Appearance and Show Enthusiasm31 2005 Prentice Hall Inc.All rights reserved.
