-
Special Challenges for Careers
- Dealing w/ older workers
- Coping w/ job loss
- Balancing work & life
- Work & non-work policies
- Socialization & orientation
- Career Mgmt
- Plateauing
- Skills Obsolescence
-
Purpose of orientation training
- Prepare employees for effective job performance
- Teach newcomers about org
- Establish initial work relationships (psychological contract)
-
Phases of socialization
- Anticipatory socialization
- Encounter
- Settling in
Expectations are developed in first two stages
-
What should employees learn on the company level
Company overview; Policies & procedures; Compensation & Benefits; Safety & accident protection; Employee & union relations; Physical facilities; Economic factors; Customer relations
-
What should employees learn on the department level
Department functions; Job duties & responsibilities; Tour of department; Introduction to co-workers
-
Well-designed socialization programs have been linked to
- Increased Org. Commitment
- Increased Job Involvement
- Increased Role Clarity
- Longer Lengths of Tenure
- Reduced Turnover
- Greater Understanding of Org Goals, Culture, & History
-
Why should I care about work/life balance
- Companies supportive of a balance can lead:
- Higher job & life satisfaction
- Better employee health & well-being
- Lower turnover intentions & less absenteeisam
- Less stress & work-family conflict
- Higher organizational commitment
- Gives a competitive advantage
-
Types of work life imbalances
- time-based-too much time spent at work, too much over time, irregular or inflexible schedule
- strain-based-role ambiguity, role overload, lack of social support
-
Process which employees gain career development
- Self-awareness
- Acquire info
- Goal setting
- Establish action plans
-
Protean vs. Traditional Career Mgmt
Protean is all about the individual developing himselfwhile traditional relies on the organization to develop the employee.
-
Behavior based sourced of work/life imbalance
- Work has the characteristics of
- Significant Interdependence – depending on someone else to get you job done
- Significant Responsibility for Others
- Interpersonal Conflict
-
How is career mgmt conducted?
- Career planning & exploration
- Future strategic planning
- Internal Labor Market info
- Formal external training
- Formal internal training
-
Why is career mgmt important?
- From the companies' perspective, the failure to motivate employees can
- -Lead to a shortage to fill open positions
- -lower employee committment
- From the employees' perspective
- -they can feel frustrated and not valued
- -are less employable
-
Career motivation is...
- the energy employees invest in their careers
- their awareness of the direction they want their careers to take
- the capability to maintain that motivation despite barriers encountered
-
Components of career motivation
- Career identity-how much you derive your personal values from work
- Career maturity (insight)-how much you know about your career in terms of what's required and your strengths & weaknesses
- Career resilence-overcoming obstacles
-
Responsibility of employee in career development
- Initiator
- Investigator
- Investor
- Impresser – prove yourself
-
Responsibility of manager in career development
- Coach
- Appraiser
- Advisor
- Referral agent
-
Responsibility of HR in career development
Provider (career info)
Helper (job searches, career counseling)
-
Responsibility of company in career development
- Supplier
- (Career workshops
- Career opportunities
- Planning workbooks
- Career counseling
- Career paths)
-
Progression of a career
Exploration - Establishment - Maintenance -Disengagement
-
From job serutiy to "employability"
- Personal Adaptability
- Career Maturity
- Social Capital (the inherent good in your social network) & Human Capital
-
Four characteristics of informal learning
- Predominantly learner directed and self-guided
- Reflects at least some intent for development, growth, learning or improvement
- Involves action and doing
- Does not occur in a formal setting
-
Dynamic model for informal learning
- Intent to learn
- Experience and action
- Feedback
- Reflection
-
Signals to promote Informal Learning
- Availability of training, recognition, rewards for those who engage
- Discussion of traning over career conversations
- Reminders of the importance of training
- Posttraining conversations about training with trainees.
-
Tools or processes that can help to promote/enable informal learning
- learning contracts
- errors
- learning tipsheets
- scorecards
- diaries
|
|
