Upload
marlene-barton
View
217
Download
0
Tags:
Embed Size (px)
Citation preview
Chapter 12 Career Planning & Development
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
6-2
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
6-3
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
6-4
Hierarchical Mobility Paths
6-5
Alternative Mobility Paths
6-6
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
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
12-8
Job Offer Process
Formulation of job offer
Presentation of job offer
Job offer acceptance or rejection
Reneging
12-9
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
12-10
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
12-11
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
12-12
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
12-13
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