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Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserve

1212Chapter

Special Challenges in Career

Management

Special Challenges in Career

Management

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ObjectivesObjectivesAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:

1. Design an effective socialization program foremployees.

2. Discuss why a dual-career path is necessary for

professional and managerial employees.3. Provide advice on how to help a plateaued

employee.

4. Develop policies to help employees and thecompany avoid technical obsolescence.

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ObjectivesObjectives (continued)(continued)

5. Develop policies to help employees deal withwork-and-life conflict.

6. Select and design outplacement strategies that

minimize the negative effects on displacedemployees and survivors.

7. Explain why retirees may be valuable as part-

time employees.

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IntroductionIntroduction

Many companies in Silicon Valley face seriouscareer management challenges.

These companies are now paying more attention to

career management issues because their work forceis starting to age and pay more attention to work-

life balance.

Many employees face long commutes because theycan not afford to live close to where they work.

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IntroductionIntroduction (continued)(continued)

If companies do nothelp their employeeswith their personallives, they may leavefor jobs with othercompanies in otherareas that do.

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Special Challenges in Career ManagementSpecial Challenges in Career Management

Socializationand

Orientation

Dual-CareerPaths

Plateauing

SkillsObsolescenc

eWork and Non-work Policies

BalancingWork and Life

Coping WithJob Loss

DealingWith OlderWorkers

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Socialization and OrientationSocialization and Orientation

Organizational socializationOrganizational socialization is the process bywhich new employees are transformed into

effective members of the company.

The purpose oforientationorientation is to:Prepare employees to perform their jobs effectively

Learn about the organization

Establish work relationships

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Phases of the Socialization ProcessPhases of the Socialization Process

AnticipatorySocialization

Encounter

Settling In

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What Employees Should Learn andWhat Employees Should Learn andDevelop Through Socialization:Develop Through Socialization:

History CompanyGoals

Language

Politics

PeoplePerformance

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Socialization and Orientation ProgramsSocialization and Orientation Programs

Play an important role in socializing employees. Effective socialization programs result in

employees having a strong commitment and loyalty

to the company.This reduces turnover.

Effective orientation programs include active

involvement of the new employee. Effective programs have peers, managers, and

senior co-workers actively involved.

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Content of Orientation ProgramsContent of Orientation Programs

Company-LevelCompany-LevelInformationInformation

Company overview

Key policies and

proceduresCompensation

Employee benefits &services

Safety & accidentprotection

Employee & unionrelations

Department-LevelDepartment-LevelInformationInformation

Department functions

Job duties &

responsibilitiesPolicies, procedures,

rules

Performance

expectations

Tour of department

Introduction to co-workers

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Characteristics of Effective Orientation ProgramsCharacteristics of Effective Orientation Programs

Employees are encouraged to ask questions. Program includes information on both technical and

social aspects of the job. Orientation is the responsibility of the new employees

manager. Debasing and embarrassing new employees is avoided. Formal and informal interactions with managers and

peers occur. Programs involve relocation assistance. Employees receive information about the companys

products, services, and customers.

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Dual-Career PathsDual-Career Paths

A career pathcareer path is a sequence of job positionsinvolving similar types of work and skills that

employees move through in the company.

For companies with professional employees, a keyissue is how to ensure that they feel they are valued.

The traditional career path modeltraditional career path modelhas limited

advancement opportunities for those in thetechnical career path.

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Traditional career path for scientists andTraditional career path for scientists andmanagers:managers:

Individual ContributorCareer Path

Management CareerPath

Scientist

Research Scientist

Principal ResearchScientist

Assistant Manager

Manager

DepartmentManager

Assistant Director

Assistant Director

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A dual-career-dual-career-

path systempath system

enablesemployees to

remain in a

technical career

path or move into

a management

career path.

12 - 16Example of a dual-career-path systemExample of a dual-career-path system

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MANAGEMENTLADDER

TECHNICALLADDERSenior Associate

Associate

Engineers,Programmers,

Project

Development

Senior

Functional

Management

Executives

Staff

Advisory

Senior

SeniorTechnical

StaffMember

Fellow

Example of a dual career path systemExample of a dual career path system

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Characteristics of Effective Career PathsCharacteristics of Effective Career Paths

Salary, status, and incentives for technicalemployees compare favorably with those of

managers.

Individual contributors base salary may be lowerthan managers, but they are given opportunities to

increase their total compensation through bonuses.

The individual contributor career path is not used tosatisfy poor performers who have no managerial

potential.

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Characteristics of Effective Career PathsCharacteristics of Effective Career Paths(continued)(continued)

The career path is for employees with outstandingtechnical skills.

Individual contributors are given the opportunity to

choose their career path.The company provides assessment resources.

Assessment information enables employees to make

comparisons between their interests and abilitieswith those of employees in technical and

managerial positions.

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PlateauingPlateauing

PlateauingPlateauingmeans that the likelihood of theemployee receiving future job assignments with

increased responsibility is low.

Mid-career employees are most likely to plateau. Plateauing becomes dysfunctional when the

employee feels stuck in a job that offers no

potential for personal growth. Such frustration results in poor job attitude,

increased absenteeism, and poor job performance.

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Reasons Employees Can PlateauReasons Employees Can Plateau

Discrimination based on age, gender, or race. Lack of ability.

Lack of training.

Low need for achievement. Unfair pay decisions or dissatisfaction with pay

raises.

Confusion about job responsibilities. Slow company growth resulting in reduced

development opportunities.

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Possible Remedies for Plateaued EmployeesPossible Remedies for Plateaued Employees

Employee understands the reasons for plateau.

Employee is encouraged to participate in

development activities.

Employee is encouraged to seek career counseling.

Employee reality-tests his solutions.

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Skills ObsolescenceSkills Obsolescence

ObsolescenceObsolescence a reduction in an employeescompetence resulting from a lack of knowledge of

new work processes, techniques, and technologies

that have developed since the employee completed

her education.

Not just a concern of technical and professional

occupations. All employees are at risk.

Obsolescence needs to be avoided if companies are

trying to become learning organizations.

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Factors Related to Updating SkillsFactors Related to Updating Skills

Updated

Skills

Manager CompanyClimate

RewardSystem

Peers

Provide Challenging WorkAssignments

Encourage Employees toAcquire New Skills

Discuss Ideas

Share Information

Emphasis onContinuous Learning

Sabbaticals

Pay for New Ideas

Pay for EmployeeDevelopment

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Copyright 2002 by The McGraw-Hill Companies Inc All rights reserve

Balancing Work and LifeBalancing Work and Life

Families with a working husband, homemaker wife,and two or more children account for only 7

percent of American families.

The increasing number of two-career couples andsingle heads of households creates a challenge for

companies.

Companies have to carefully consider how tomanage employees who are simultaneously meeting

the needs of both work and family.

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Balancing Work and LifeBalancing Work and Life (continued)(continued)

There are two roles that training can play inbalancing work and non-work.

Trainers and managers may be responsible for

developing policies and procedures.Trainers may be responsible for developing

training programs to teach managers their role

in administering and overseeing the use ofwork-life policies.

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Types of Work-Life ConflictTypes of Work-Life Conflict

Time-basedConflict

Strain-basedConflict

Behavior-basedConflict

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C P li i t A d tC P li i t A d t

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Company Policies to AccommodateCompany Policies to AccommodateWork and Non-work:Work and Non-work:

Communicating information about workand non-work policies and job demands.

Flexibility in work arrangements and work

schedules.Redesigning jobs.

Support Services.

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For job sharing to be effective:For job sharing to be effective:

The impact of job sharing on clients and customers must bedetermined. The employee interested in job sharing must find another

employee performing the same job who wants reduced workhours.

The two people sharing the job need to have similar workvalues and motivations.

The manager must actively communicate with the job-

sharing employees. All schedules and work assignments need coordination. Performance measurement should be both team and

individual.

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Coping With Job LossCoping With Job Loss

Important career management issue because of theincreased use of downsizing to deal with excess

employees resulting from corporate restructuring,

mergers, acquisitions, and takeovers.

Companies that lay off employees can experience

lowered job commitment, distrust of management,

and difficulties recruiting new employees.

Job loss causes stress and disrupts the personal

lives of laid-off employees.

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Coping With Job LossCoping With Job Loss (continued)(continued)

From a career management standpoint,companies and managers have two major

responsibilities:

They are responsible for helping employees whowill lose their jobs.

Steps must be taken to ensure that the survivors

of the layoff (remaining employees) remainproductive and committed to the organization.

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Coping With Job Loss: OutplacementCoping With Job Loss: Outplacement

Companies need to provide outplacement servicesto help prepare employees for layoffs:

Advance warning and explanation for a layoff.

Psychological, financial, and career counseling.Assessment of skills and interests.

Job campaign services.

Job banks.Electronic delivery of job openings.

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Dealing With Older WorkersDealing With Older Workers

Meeting the needs of older workers.

Pre-retirement socialization.

Retirement.

Early retirement programs.

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