Chapter 12 Career Planning & Development McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill...

Chapter 12 Career Planning & Development

Talent Management System

Comprehensive method for monitoring and tracking employee skills and abilities Identify the KSAOs required for all jobs The complete set of KSAOs is compiled into a master list. The current workforce will need to be assessed for its

competence in this set of KSAOs When positions come open, managers make a query to the

talent management system to determine which employees are ready to come into open positions.

Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

Career Development Centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

Hierarchical Mobility Paths

Alternative Mobility Paths

Legal Issues: Glass Ceiling - Overcoming Barriers

Ways to Improve Advancement for Women and MinoritiesExamine the organizational cultureDrive change through management

commitmentFoster inclusionEducate and support women in career

developmentMeasure for change

Chapter 8The Selection Process – Making a Job Offer

Job Offer Process

Formulation of job offer

Presentation of job offer

Job offer acceptance or rejection

Reneging

Formulation of Job Offer

Knowledge of competitorsLabor demand issues

Who are the competitors?What terms and conditions are they offering for

the job for which the hiring organization is staffing?

Labor supply issuesOffers need to attract number of staff requiredOffers need to consider KSAOs of each offer

receiver and the worth of the KSAOs

Formulation of Job Offer (continued)

Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by

candidate Candidates may be receiving counteroffers from

current employer Currently employed candidates incur costs for

leaving and expect a “make whole” offer Candidates are sophisticated in presenting their

demands

Formulation of Job Offer (continued)

Strategies for presenting initial offerLowball

offering the lower bounds of terms and conditions to the receiver

Competitivean offer that is “on the market,” neither too high

nor too lowBest shot

gives a high offer, one right at the upper bounds of feasible terms and conditions

Job Offer Content

Job title Starting date, location Duration (for temporary

positions) Hours Exempt/non-exempt

status Compensation Benefits Perquisites

Special hiring inducements Hiring bonuses Relocation assistance

Conditional offer Other terms and

conditions Employment at-will Acceptance terms Expiration date for offer

Legal Issues

Authorization to work Under IRCA, company is prohibited from

hiring or continuing to employan alien not authorized to work in U.S.

Negligent hiring Workplace torts issue involving claims by an injured

plaintiff that plaintiff was harmed by an unfit employee who was negligently hired by company

Employment-at-will Involves right of either employer or employee to

unilaterally terminate employment relationship

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