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Part I: Introduction Managing Human Resources Today Managing Equal Opportunity and Diversity Mergers, Acquisitions, and Strategic Human Resource Management Part II: Staffing the Organization Personnel Planning and Recruiting Selecting Employees Training and Developing Employees Part III: Appraising and Compensating Employees Performance Management and Appraisal Compensating Employees Part IV: Employee and Labor Relations Ethics, Employee Rights, and Fair Treatment at Work Working with Unions and Resolving Disputes Improving Occupational Safety, Health, and Security Part V: Special Issues in Human Resource Management Managing Human Resources in Entrepreneurial Firms Managing HR Globally Measuring and Improving HR Management’s Results
Chapter 10 Coaching, Careers, and Talent Management Part Three | Training and Development Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall PowerPoint Presentation by Charlie Cook The University of West Alabama WHERE WE ARE NOW… Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–2 LEARNING OUTCOMES Compare and contrast coaching and mentoring and describe the importance of each Compare employers’ traditional and career planningoriented HR focuses Explain the employee’s, manager’s, and employer’s career development roles Describe the issues to consider when making promotion decisions List and briefly explain at least four methods for better managing retirements Define talent management and give an example of an actual talent management system Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–3 Coaching and Mentoring • Coaching Involves educating, instructing, and training subordinates Focuses on teaching shorter-term job-related skills • Mentoring Is actively advising, counseling, and guiding Is helping employees navigate longer-term career hazards Is leading highly trained employees and self-managing teams Supplants the need for authority and for giving orders for getting things done • Coaching and mentoring require both analytical and interpersonal skills Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–4 Improving Your Coaching Skills The Four-Step Coaching Process Preparing to coach Developing a mutually agreed change plan Engaging in active coaching Evaluating for feedback and follow-up Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–5 Preparing to Coach: Applying the ABC Approach • Antecedents What things must come before the person does the job? • Behavior Can the person the job if he or she wanted to? • Consequences What are the consequences of doing the job right? Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–6 FIGURE 10–1 A Short Course in Improving Interpersonal Communications Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–7 FIGURE 10–2 Coach’s Self-Evaluation Checklist Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–8 The Basics Of Career Management Career Management Career Terminology Career Development Career Planning Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–9 Careers Today and Employee Commitment Old Contract (Employer-focused) New Contract (Employee-focused) “Do your best and be loyal to us, and we’ll take care of your career.” “I’ll my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.” Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–10 Identify Your Career Stage • • • Growth Stage Exploration Stage Establishment Stage Trial substage Stabilization substage Midcareer crisis substage • Maintenance Stage • Decline Stage Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–33 FIGURE 10–A1 Choosing an Occupational Orientation Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–34 TABLE 10–A1 Example of Some Occupations That May Typify Each Occupational Theme Realistic Investigative Artistic Social Enterprising Conventional Engineers Physicians Psychologists Auto sales dealers Public relations executives School administrators A wide range of managerial occupations, including: Accountants Carpenters Advertising executives Research and development managers Military officers Bankers Credit managers Chamber of commerce executives Investment managers Lawyers Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–35 FIGURE 10–A2 Finding the Job You Should Want (Part 1) Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–36 FIGURE 10–A3 Finding the Job You Should Want (Part 2) Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–37 FIGURE 10–A4 Finding the Job You Should Want (Part 3) Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–38 Identify Your Career Anchors Technical/functional competence Security Autonomy and independence Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall Managerial competence Creativity 10–39 FIGURE 10–A5 Occupational Outlook Handbook Online Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–40 FIGURE 10–A6 Some Online Sources of Occupational Information Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–41 Job Search Techniques • Do your own local research • Online job boards • Personal contacts • Answering advertisements • Employment agencies • Executive recruiters • Career counselors • Executive marketing consultants • Employers’ Web sites Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–42 Writing Your Résumé • Introductory information • Job objective • Job scope • Your accomplishments • Length • Personal data • Make your résumé scannable Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–43 FIGURE 10–A7 Partial Example of a Good Résumé Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–44 Online Bios • Fill it with details • Avoid touchy subjects • Look the part • Make it search friendly • Use abbreviations • Say it with numbers • Carefully proofread Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–45 Handling the Interview • Prepare, prepare, prepare • Uncover the interviewer’s needs • Relate yourself to the person’s needs • Think before answering • Make a good appearance and show enthusiasm Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–46 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 10–47