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CAREER MANAGEMENT

better career better future

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Career

Career - the occupational positions a person has had over time.

It is the occupations undertaken for a significant period of a persons life that offersopportunities for progress.

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Career Cycle

Career Cycle is the five stages through which a career evolves

Career

Cycle

Growth (0 - 14)

Establishment(24 - 44)

Exploration(14 - 24)

Maintenance(44 - 65)

Decline(65 +)

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Career Transition

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Career Orientation

John Holland says that a persons personality is an important determination of career choice

Hollands Occupational Orientation

Realistic

Artistic

Enterprising

Conventional

Social

Investigative

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Career Orientation

Social - occupations that involveinterpersonal rather than intellectual orphysical activities

Example - clinical psychology, social work,foreign service, etc.

Conventional - occupations that involvestructured, rule regulated activities.

Example - accountant, banker, army, etc.

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Career Orientation

Enterprising - occupations that involveverbal activities aimed at influencingothers.

Example - manager, lawyer, PRO, etc.

Artistic - occupations that involve self-

expression, emotion, artistic creation.

Example - artists, advertising, musicians,etc.

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Edger Schein of MIT identifies Career Anchors which are the pivots (crucial factors)around which a career swings.

People become conscious of them as a result of learning about their talents and abilities,motives and needs, attitudes and values.

Technical / Functional

Managerial Competency

Creativity

Autonomy / Independence

Security

Career Anchors

Career Anchors

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Promotion

Promotion - advancements to positions ofincreased responsibility.

Promotion Decisions:

Seniority or competency?

How to define and measure competency?

Formal or informal process?

Vertical, horizontal, other move?

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Career Issues

Transfer - reassignments to similar positionsin other parts of the firm.

Outplacement - assistance given to

terminated employees to help them find jobswith other organization.

Retirement - the point at which one gives upones work because of different reasons.

It is a bittersweet experience. Why?

Preretirement counseling - making retirementeasy for employees by providing advice.

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Industrial RelationsIndustrial Relations

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Industrial Relations - all the rules, practices and conventions governing

interactions between managements and their workforces, normally

involving collective employee representation and bargaining.

It is the study of Employment Relationship, an interaction of people and

organizations at work.

It is the old fashioned way of managing employer - employee demands

and accepts conflict as inevitable.

Employment Relations - the arrangements made by employers and

employees about work, pay, leave, and other work related conditions

and situations.

It is the win-win way of managing employer - employee relations by

using careful HRM practices.

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IR policy and practice covers the following areas:

Procedures for setting terms and conditions for work, remuneration,

benefits, training, ethics, etc.

Disciplinary and grievance procedures both individual and

collective.

Recognition of trade unions to represent workers and their

interests.

Development of added or alternative mechanisms for employee

representations (e.g. joint consultation committee, work councils,etc.)

Determination of the structure and scope of employee involvement

in decision making, HRM policies, etc.


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IR ComponentsIR Components


EmployerEmployer

AssociationsAssociationsTrade UnionsTrade Unions

Government /Government /MonitoringMonitoring

AuthorityAuthority

CBI, FCCI,CBI, FCCI,

FBCCI,, etc.FBCCI,, etc.

TUC, AFLTUC, AFL--CIO,CIO,

SKOP, ACTU,SKOP, ACTU,

etc.etc.

ACAS,ACAS,

EmploymentEmployment

Tribunal, LaborTribunal, Labor

Court, etc.Court, etc.

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IR BargainingIR Bargaining

Industrial Relation BargainingIndustrial Relation Bargaining

IndividualIndividual

BargainingBargaining

EnterpriseEnterprise


CollectiveCollective


negotiation between individual employee and employer in

any organization

negotiation between enterprise level union and employer in

individual organizations

bargaining between representatives of union and employer

covering the whole industry

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Individual BargainingIndividual Bargaining

Employer

Employee

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Enterprise BargainingEnterprise Bargaining

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Collective BargainingCollective Bargaining

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Union Membership - AustraliaUnion Membership - Australia

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Union Membership - USAUnion Membership - USA

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Union Membership - TrendUnion Membership - Trend

Do employees need unions?

Do employers need unions?

What is the trend of union

participation?

Declining? Inclining?

Why?

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Female Participation

Migration, Immigration

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Industrial & Occupational Shift

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Laws and ManagerialPrerogative

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Unions own mistakes and ineffectiveness

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More harmonious

relationship by ERrepresentatives than HR

people.

Two is better than one.

Employer generally holds the

bargaining power.

Unions - YesUnions - Yes

Employers tend to exploitemployees / workers.

Employers generally negotiate for

their own benefit by deliberately

neglecting employees and workers.

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Employees should have the

legitimate authority to decide

write / wrong for themselves.

Conflict resolution and

productivity is higher in

unionized workplace.

Unions - YesUnions - Yes

Being unionized and collective

bargaining is the fundamental right of

employees.

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Unions are too demandable.

Difficult to manage union

members and CBA.

Most of their demands are

unjustified.

Conflict is lower in non unionized

workplace.

Performance is higher in nonunionized workplace.

Unions - NoUnions - No

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Employers know best how to

improve the life standard of

employees.

Unions cannot provide genuine

support to its members.

Unions - NoUnions - No

HR is more sophisticated

system to deal with ER, so 21st

century does not need an old

system like IR and unions.

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Occupational Health & Safety

better safe than sorry

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OH&S - What it is?

Concerned with the provision of a safe andhealthy work environment.

Involves injury and disease caused by work, orby combinations of work and non-work activity,or involves the effects of injury and disease notcaused by work but having implications for theworkplace.

To assure so far as possible every workingperson in an organization safe and healthfulworking conditions and to preserve the human

resources.

Efforts to improve conditions of living for a groupof employees / workers.

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OH&S - Perspectives

Ultimate responsibility for employee wellbeing rests with the employer since employer has thegreatest control over the working environment.

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Employees should be protected from needlesspain and suffering.

Employers have legal obligations to takeresponsible measures to protect the health and

safety of their employees.

Accidents, illness and other causes ofemployee absence and impaired performancecost the employer money.

Employer brand image in the market can sufferif its health and safety record is bad.

Genuine sense of CSR.

OH&S - eed Analysis

Improve moral and loyalty ofemployees.

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In USA, average 5,559 workers die inworkplace incidents.

In USA, yearly over4.4 million occupationalinjuries and illness result from accidents atwork.

In Australia, yearly 5% of the total workforcesuffer from work related injuries.

In UK, 1.3 million workers per year sufferfrom workplace accidents.

In just one province (Shenzhen), China, 2employees die and more than 200 losearms and legs per week in workplaceaccidents.

OH&S - Rate

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Direct Cost:

instant cost (paid to the employee,

hospital fee, medicine, etc) = $3,000

Transportation = $500

Forklift repair = $2,000

Total direct cost = $5,500

OH&S - Cost

Indirect Cost:

Lost production = $10,000

Long term medication = $5,000

Forklift maintenance = $2,000

Legal proceedings = $10,000

OH&S claim by employee = $25,000

Fine imposed on employer = $10,000

Total indirect cost = $62,000

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Improper OH&S maintenance is veryexpensive for the country also.

Yearly economic loss in Australia is $27billion.

In USA, the annual estimated economicloss is $7 billion.

In UK, annual cost of 2.5 billion occurredto employers for workplace accidents.

OH&S - ost

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Harry McShane, age 16, 1908. Pulledinto machinery in a factory inCincinnati. His arm was ripped off atthe shoulder and his leg broken. ocompensation paid.

After morethan 100years, thesituation isalmost samein many

organizations

Many employers still do not provideany compensation to their injuredemployees.

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Ventilation

Temperature

Lighting

Cleaning & decoration

Space

Sanitary convenience

Washing facility

Drinking water

Eatin and restin facilit

OH&S - Current Issues

Some key traditional causes of ill-health at work, considered as OH&S issues:

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Stress - a condition of strain that affects onesemotion, thought process and physical

conditions.

Stressors - conditions that cause stress.

All employees need to recognize that stressneed not be destructive.


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Burnout - total depletion ofphysical and mental resourcescaused by excessive striving toreach unrealistic work related

goals.

Too much stress and burnoutmay lead towards suicide.

Rust out - Stress produced fromhaving too little to do.


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Sick Building Syndrome - collection ofproblems relating to the poor design andmaintenance of the workplace. Example -poor ventilation, excessive noise, poorthermal control, etc.


Substance Abuse - HIV / AIDS,drug, alcohol, smoking, etc.

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i l t i ti

- rr t I

Oil from the Deepwater Horizon spill pools against the

Louisiana coast along Barataria Bay Tuesday, June 8, 2010

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Patc es f il fr t e ee ater riz s ill are see fr an nder ater vantage,

M nday, ne 7, , in t e G lf f Mexic s t f Venice, isiana

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Anexhausted il-c vered br n elican tries t cli b ver an il c ntainment b mal ng

Queen ess IslandPelican R kery, 3 miles northeast of Grand Isle, ouisiana une 5,

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Chernobyl uclear Plant Disaster 1986

Ship Breaking Yard, Sitakunda

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Desk Rage - Offensive / violent behavior occurring in the office


Quick i e and adeco pressor

are needed to see this picture

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Workplace Bullying - Offensive / violent behavior occurring in the office with othercolleagues.

uick i e an aeco pressor

are nee e to see this picture.

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Obesity & productivity

Old vs Young


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Air Rage - violent behavior byairline passengers.

Economy Class Syndrome -blood clots caused by cramped

airline seating arrangements.

Sexual Harassment - sexuallysuggesting remarks, unwantedadvancements, etc.

Work-family Conflict - conflictingdemands made on an individualby home and work.


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Employee Assistance Program - programs offered by firms to provide support and

counseling to employees undergoing stress or encountering other problems arising in theworkplace or in their personal life.

EAP

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List of possible EAP:

Advice & support

Counseling

Personal development

Gym facility

Canteen

Work environment

Religious and moraldevelopment

EAP

Employees can live with stress quite happily if theyplan, keep a balance between work and leisure, andpractice stress-reducing exercise and habitsregularly.

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And you think your job is funny?

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And you think your job is disgusting?

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Evaluation of HRM

achieving successful HRM practice

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HRM Evaluation

HR Audit - a systematic analysis

and evaluation of the efficiency,

effectiveness and transparency of

the HRM function and its

contribution to the achievement of

the organizations strategicbusiness objective.

Effective HRM is

about:

Achieving HR goals and objectives

Obtaining & retaining quality employees

Establishing quality internal processes

Satisfying relevant stakeholders

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The importance of measurement cant beoveremphasized. If you cant measure it,you cant understand it. If you cantunderstand it, you cant control it. If youcant control it, you cant improve it

Dr. H James Harrington

International uality Advisor, Ernst & Young

HRM Audit - Need Analysis

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HRM Audit Process

Organizational StrategicObjectives

HRM Strategic Objectives

HRM activities

(performance

objectives)

AcquisitionTraining

RemunerationMaintenance

DepartureEtc.

HRM Outcomes

Commitment, competence,congruence, trust, cost-

effectiveness, adaptability,performance, job satisfaction,

motivation, etc.

HRM Audit

Comparative, outsideauthority, statisticalcompliance, MBO

Analyze and evaluate

results

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HRM Audit Tools - Approaches

Outside

Authority

approach

Comparativeapproach

Statistical

approach

Complianceapproach

Functional

auditCultural audit

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HR Evaluation Tool - Benchmark

Benchmarking - establishes points or

references or standards, usually

quantitative, which represents good

practice in a particular industry or fora particular product or service.

It is a performance measurement tool

to identify best practice.

Internal Benchmark - measured

against previous organizationalperformance.

External Benchmark - measured

against other organizations.

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HR Evaluation Tool - Adjustment

Best Practice - a technique, method, process, activity, incentive, or reward that is

believed to be more effective at delivering a particular outcome than any other

technique, method, process, etc. when applied to a particular condition orcircumstance.

Best Fit (strategic fit / integration) - to maximize competitive advantage, a firm

must:

External fit - match its capabilities and resources to the opportunities and

constraints of the external environment.

Internal fit - match macro features of the organization: its mission, strategy,

structure, technology, products & services, culture, workforce, etc.

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HR Effectiveness - Competing Values Model

HR Effectiveness Values - The Competing Values Model

Structure

Focus

Internal Process Model

HR managers value an internalfocus & structural control. Ideal forstable external environment. This

approach aims for hard HRM.

Rational goal Model

HR managers value structuralcontrol & an external focus. Firms

HR goals and strategies arebenchmarked to industry standards.

Open System Model

HR managers value an externaloutlook with flexible structure.

Flexible staffing practices ensuresreadiness to meet threats &

opportunities

Flexibility

Control

Internal External

Human Relation Model

HR managers value an internalfocus with a flexible structure. HRdevelopment had top priority. This

approach aims for soft HRM.

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HR Effectiveness - The Four Cs (qualitative)

Commitment

employee loyalty,motivation, etc

Competence

employee skill,

ability, training

needs, etc.

Congruence

harmonization of

goals, values ofemployer and

employee

Cost Effectiveness

efficiency, ROI

A proper match among these four criteria is needed. For example: cost-effectiveness

achieved by downsizing might not encourage commitment or congruence.

Harvard Business School suggested that the effectiveness of the outcomes of HRM should

be evaluated under:

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HR Effectiveness - Balance Scorecard

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ContinuousImprovement by:

MBO

TQM

Quality Circles

Attitude Survey

HR Effectiveness - Continuous Improvement

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Documents

351 lecture 11 - 14