Career Management Report

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  • 8/3/2019 Career Management Report


    .r MohamedSaaduman


    :resented byariam Al Kadi

    . :tudent No1000284

    HRM Role in Attracting and


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    Table of Contents

    What is Career Management? 3

    Real Life Best Practices on Career



    Google achieved a top- 5 ranking in

    FORTUNES List?


    Top 10 Reasons to Work at Google 12

    Googlers in Photos 14

    Appendix : FORTUNE's "100 Best Companies to Work For"16


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    HRM Role in Attracting and Retaining

    Qualified Employees

    To attract and be able to retain the qualified employees, HRM has a very hard job to do, they

    have to recruit the right people through the known selection and interviewing processes, then

    will come the hard part, that is how to give these qualified calibers the environment,

    development and career they deserve.

    Multinational Companies now tend to gain a good reputation regarding being the best

    companies to work for, which will be discussed later in this report in details.

    What is Career Management?

    Career Management is the combination of structured planning and the active managementchoice of one's own professional career. The outcome of successful career management

    should include personal fulfillment, work/life balance, goal achievement and financial security.

    Career Management has many approaches, in the following section we will go through the

    most important approaches of career management.

    1- Alternative Career Paths

    One approach to alternative career pathing involves incorporating the skills employees

    already have with what their hearts want to do. It can involve changing career and lifestyles

    for more meaningful and fulfilling work arrangements. Creating alternative career paths often

    involves incorporating other career development interventions, such as flexi-time or job

    enrichment. Alternative career paths should not be confused with dual career paths, which is

    described later.

    2- Career Pathing

    Career pathing, also called career tracking, is a process of outlining an individual career plan,

    usually within an organization. Career pathing is most often used as a part of management

    training and development, although individuals may develop their own career track, either

    alone, or in conjunction with a career coach.

    Employees follow pre-determined steps along the career path to develop expertise in

    managing different types of organizational situations and to reach their career goal. Periodic

    checks evaluate progress, as well as determining what further training or experience is

    needed to move to the next step. Career pathing often uses several other career

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    development interventions as part of the process. These include cross-training, job rotation,

    job enrichment or enlargement, and temporary assignments.

    3- Dual Career Tracks

    Dual career tracks should not be confused with alternative career paths. Creating dual careerpaths involves preparing employees to succeed and be rewarded without necessarily being

    on a management or vertical organization career path. In other words, ``up'' is not considered

    the only way employees can grow and advance within the company. The establishment of

    dual or multiple career tracks has proven to be an effective way to retain and motivate valued


    Management can be an attractive career alternative for many employees, but it is not for

    everyone. This may be particularly true for many technical or creative workers. The number

    of people managed often distinguishes managerial levels, but under the dual career track

    plan, individuals apply their expertise (like managers) to tasks of greater complexity andimpact within their specialty field.

    For example, they may make recommendations in a wide range of business areas,

    participate in high level decisions, and act as mentors to other employees. The interest in

    dual or multiple career tracks is likely to grow as more organizations do away with formal

    management titles and establish team structures.

    4- Career Coaching/Counseling

    Career coaching frequently involves helping individuals prepare for a career change or

    helping employees advance in their existing jobs. From the employee's view, career coaching

    consists of evaluating interests, values, work styles, and skills. From the organization's view,

    it consists of matching employee talents with organizational needs, recruiting and retaining

    talent in the company, identifying training and development needs, and assisting employees

    in specifying and locating new employment opportunities within the organization.

    5- Cross-Training

    Cross-trained workers are taught skills outside their current job assignment so they can be

    called upon to perform a variety of tasks as the need arises. Many workers and supervisors

    find themselves cross-training each other, just to make the day-to-day work life manageable.As a career development intervention, however, companies put into place a formal program

    of cross-training.

    Cross-training helps organizations to balance workloads so everyone is busy, and allows the

    company to respond quickly to employee absences. It also allows employees and

    departments within an organization to gain a better understanding of the ``big picture'', and to


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    improve communications and relations. Employees who are cross-trained are more valuable

    to the company, and more marketable in the work world overall.

    6- Flexitime

    Flextime is one of the most popular and most widely known career developmentinterventions. Flexitime gives employees the opportunity to balance their work and personal

    lives by restructuring the typical workday to accommodate individual employee schedules.

    Employers who offer flexitime often report decreased use of paid leave, decreased tardiness

    and increased productivity. Other benefits for the employer include a low-cost method of

    providing personal time off and extending service hours without overtime pay. This career

    development intervention is popular with employees who have extended families or young

    children, who may be facing ``burn-out'', and those seeking further education or pursuing

    second careers.

    Flexitime allows employees to set their own schedules, within limitations set by management.For example, workers may adjust their starting and ending times, but are required to be at the

    office during management specified core or peak hours. Working four ten-hour days is an

    example of a compressed workweek form of flexitime. Flexitime may also be combined with

    other interventions, such as job sharing, job rotation, and phased retirement.

    7- Job Rotation

    Job rotation is the systematic movement of employees from job to job within an organization,

    as a way to achieve many different human resources objectives : for simply staffing jobs, for

    orienting new employees, for preventing job boredom, and, finally, for training employees andenhancing their career development.

    Job rotation is often used by employers who place employees on a certain career path or

    track, usually for a management position, where they are expected to perform a variety of

    duties, and have a variety of skills and competencies.

    Job rotation is often confused with crosstraining. While both interventions perform essentially

    the same service of providing employees with a varied set of skills, job rotation goes beyond

    this. Besides being used as a means of management training, job rotation can also be used

    as a form of job enrichment, by adding increased responsibilities, increasing challenge, and

    reducing boredom or burnout.


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    8- Job Enlargement

    Job enlargement is defined as increasing the number of tasks a worker performs, with all of

    the tasks at the same level of responsibility, and is also sometimes referred to as ``horizontal

    job loading'' . Be careful not to confuse job enlargement with job enrichment, which will be

    discussed later.

    Job enlargement and job enrichment can both be used with plateaued workers or workers

    who are experiencing burnout, and with especially high achievers. These two interventions

    may be used in conjunction with each other, or with other career development interventions

    such as job rotation and temporary assignments. Both interventions provide the employee

    with increased skills, making him or her more valuable to the company, or more marketable in

    the job search.

    9- Job Enrichment

    Job enrichment involves increasing a worker's responsibility and control over his or her work,

    and is also called ``vertical job loading''. Job enrichment allows you to expand your

    responsibilities or change your role to develop new competencies without leaving your

    current position or the organization altogether.

    Job enrichment is also used as an effective motivational technique. According to this

    perspective, if a job provides a sense of responsibility, a sense of significance and

    information concerning performance, the employees will be internally motivated to high levels

    of performance. The key to creating this situation is to enrich jobs so they provide five core

    characteristics: task variety, task significance, task identity, autonomy and feedback.

    10- Job Sharing

    With job sharing, a full-time job is split between two employees. The two employees share

    the duties and responsibilities, as well as the salary and benefits of the job. These two

    employees must also work closely together, and with management, to co-ordinate hours,

    duties, and communication among themselves and other departments in the organization.

    Most often, job sharing is used by parents or adults caring for their parents, and affords

    employees a better balance between their work and personal lives. Employees pursuing

    further education or a second career may also use job sharing. Job sharing offers

    advantages over part-time work in that employees are able to maintain their professional

    status as well as some of their job benefits. One example of the advantage over flexitime

    situations is that with flexitime, parents may still require extended day care hours. Benefits to

    the employer include having ``two heads instead of one'', retaining valued and experienced

    employees, and down time due to vacation or sickness is reduced, because the job share

    partners cover for each other.


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    11- Phased Retirement

    Organizations typically devote far more energy to recruiting and retraining than to phasing out

    workers. Phased retirement is one intervention that workers and employers can use at the

    latter end of the career cycle. During phased retirement, workers gradually taper their work

    schedules until they reach full retirement. Other career development interventions such asflextime and job sharing are typically incorporated into phased retirement arrangements.

    Retirees may work part time and serve as mentors or trainers to their successors. Benefits to

    employees include a greater sense of control over the transition from work to retirement,

    lowering the risk of economic insecurity, and more social support. The employer benefits by

    retaining valued talent and minimizing labor shortages.


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    Real Life Best Practices on Career


    Here are some of best practices on managing employee career plan and development:

    Providing Employee Assessment and Career Planning Workshops; Companies such as

    Apple Computer and Sun Microsystems hold on-site workshops where employees learn to

    take charge of their careers, beginning with assessing their abilities, interests, and values.

    They then engage in a planning process where they explore the organization's needs to

    determine possible future options and how to prepare for them. Then they are ready for

    productive career discussions with their managers.

    Conducting Career Coaching Workshops for Managers; While employees are learning to

    take charge of their careers, managers are learning how to support their efforts by becomingfamiliar with the career assessment and planning process, practicing career coaching

    techniques, preparing for various types of employee-initiated career discussions, and giving

    honest feedback.

    Establishing Employee Career Centers; Companies such as Advanced Micro Devices,

    IBM, and Motorola, to name a few, have set up internal career centers where employees can

    come for self-assessment. Services may include computerized programs that incorporate

    360-degree feedback, competency assessment, confidential counseling, career management

    and resilience training, lunch-and-learn seminars, and information, sometimes through an

    intranet system, about internal opportunities.

    Giving Open Business Briefings; To meet employees halfway in planning their careers

    inside the organization, companies such as Sun Microsystems, 3Com, Advanced Micro

    Devices, Intel, and Microsoft openly discuss strategic decisions and plans that may impact

    jobs or skills that will be required in the future. At 3Com, most departments hold weekly

    discussion sessions on the status of the business and what it may mean to employees.

    IBM has a national website for employees that provides information about the strategic

    direction of the company. Managers are also expected to provide strategic information to their

    people. Sun's management has promised workers that it will make employees aware of a

    strategic decision that will affect staffing, such as plans to outsource a function. "As soon as

    we've decided something, you'll know," Sun says. Then it follows through on its promise.

    Sharing such information would be frowned upon by many companies. But the companies

    that practice such openness believe they are simply treating their employees as respect-

    worthy adults rather than perpetuating the outdated parent-child relationship.


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    Andy Grove, chairman of Intel, is a strong believer in giving employees the information they

    need to stay resilient, or, as he calls it, "owning your own employability" Every quarter," he

    says to his employees, "I give you a two-hour dump of what's happening to us. You have to

    figure out what that means to you

    Creating an Internal Network of Information Providers; Raychem, for example, has set upa network of more than 400 people throughout the organization who are willing to take the

    time to talk with employees who want to learn about the nature of their work and job

    qualifications. Called "I.I.I.N.siders" (for Insiders Information Interview Network), the

    computerized database houses the names and backgrounds of volunteers.

    Chase Manhattan Bank maintains a list of employees who are willing to be shadowed by

    those interested in moving into their line of work. An employee who wants to be a derivatives

    trader, for example, can spend the day with an actual trader, learning about the challenges of

    the job, and come away with a realistic understanding of the work.

    Maintaining Internal Job and Talent Banks; Microsoft has created an on-line service where

    employees can learn about open positions and the skills required for them. Microsoft also

    places large amounts of career information on what it calls its "electronic campus," including

    a "resource and referral" section with lists of books, professional associations, conferences,

    courses, articles, and other information recommended by coworkers.

    In its Career Partnership Center, Advanced Micro Devices maintains a data bank of

    employee skills that can be accessed by managers looking for internal talent. The company

    also integrates the career development plans of all employees into its long-range workforce

    planning process.Many other companies are moving to implement virtual career centers that feature on-line

    computer platforms that show various career paths and allow employees to benchmark their

    skill levels against those required for desired jobs so that they can make plans to close the


    Establishing Individual Learning Accounts. As more and more employees seek

    opportunities for customized and self-directed development, some progressive companies

    have created individual learning accounts, providing designated amounts of time and money

    that employees may "spend" on classes, internships, or other learning opportunities of their

    choice. While giving employees more freedom to select personalized learning experience,

    this concept also helps companies save money previously spent on large-scale, "one-size-

    fits-all" training programs.

    Starting a Mentoring Program. Formal mentoring programs have grown in popularity in

    recent years. The list of companies who have launched mentoring programs includes

    Hewlett-Packard, Texas Instruments, Charles Schwab, Ford Motor Company, Ernst & Young,


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    Quaker Oats Company, IBM, Georgia-Pacific, Ceridian, J. C. Penney, PriceWaterhouse-

    Coopers, 3M, and General Mills.

    In one study, mentoring programs were found to be effective in increasing employee retention

    by 77 percent within companies that implemented them. There are three main goals for most

    mentoring programsto increase opportunities for women and minorities, to develop leaders,and, increasingly, to enhance performance and increase the retention of employees at all



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    Google has achieved a top 5 ranking in FORTUNES List

    Google, is proud to be part of FORTUNE Magazine's prestigious "100 Best Companies to

    Work For." For the third consecutive year, Google has achieved a top-5 ranking.

    Innovative benefits, flexibility, and the opportunity to pursue ideas that challenge the status

    quo are just a few of the attributes that have continued to earn Google this exciting

    recognition. As Google continue to grow, it strives to preserve the best aspects of our startup


    Their employees are exceedingly loyal. A team of wild horses couldnt drag me away, says

    one employee. Theyre even more than willing to work all nighters without question.

    So, what in the world would make someone want to enjoy working that much? Free meals from 11 on-site gourmet restaurants and snack rooms all over, complete with

    cereal, candy, fresh fruit and cappuccino.

    On-site fitness center, complete with weight room, lap pool, personal trainers and


    Five on-site doctors, all free.

    Game rooms that include pool tables, foosball, ping-pong, and arcade games.

    Rock-climbing walls, beach volleyball and roller hockey twice a week in the parking lot.

    Engineers can spend 20% of their time at work on independent projects.

    Employees can bring their dogs to work, so long as their co-workers dont mind, the dogs

    are not aggressive, are free of fleas and the owners clean up after them. Pajama day, TGI Fridays parties every week and charity events on-site.

    Six weeks paid leave for every 6 years an employee works there.

    Free on-sitecar washes and oil changes on-site. Free on-site Laundry and dry cleaning.

    If an employee wants to buy a hybrid vehicle, Google will give her $5,000 toward it. They

    also provide free Wi-Fi enabled coach buses from five Bay area locations.

    Free on-site salons, barber shops and childcare.

    A $2,000 reward for referring new employees.

    Google will reimburse up to $500 in takeout for the first 4 weeks of an employees maternity


    Available resources to study 4 foreign languages: Madarin, Japanese, Spanish and French. Motorized scooters for on campus travel in style (and speed).

    A founders award, up to millions of dollars (literally), for new program ideas and designs.

    No wonder Google receives an average of 1,300 resumes a day (up to 1.1 million a year)

    for an average of only 2,229 available jobs a year. And Google doesnt pay for all of these

    incentives out of their allotted administrative expenses. It all comes out of the companys

    profits, which were over $6.1 billion in 2005!


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    So, raise your hand if youd like to work in a place like Google. I think what every business

    owner can take away from this is that they should make their company a place worth working

    for, even if that means dipping into the profits a bit. In the end, the employee loyalty and

    productivity are completely worth it.

    Their Recruitment Rule:We dont just want you to have a great job. We want you to have a great life. We

    provide you with everything you need to be productive and happy on and off the

    clock.Larry Page, Google founder.

    Top 10 Reasons to Work at Google

    Google is committed towards its employees to provide them with a wonderful environment

    which makes it a station for creation:

    1. Lend a helping hand; With millions of visitors every month, Google has become anessential part of everyday life like a good friend connecting people with the information

    they need to live great lives.

    2. Life is beautiful; Being a part of something that matters and working on products in

    which one can believe is remarkably fulfilling.

    3. Appreciation is the best motivation; including on-site doctor; massage and yoga;

    professional development opportunities; shoreline running trails and plenty of snacks.

    4. Work and play are not mutually exclusive; It is possible to code and pass the puck

    at the same time.

    5. We love our employees, and we want them to know it; Google offers a variety of

    benefits, including a choice of medical programs, stock options, maternity and paternityleave, and much more.

    6. Innovation is bloodline; Endless opportunity to create more relevant, more useful,

    and faster products for Google users.

    7. Good company everywhere; Googlers range from former neurosurgeons, CEOs,

    and U.S. puzzle champions to alligator wrestlers and Marines. No matter what their

    backgrounds, Googlers make for interesting cube mates.

    8. Uniting the world, one user at a time; People in every country and every language

    use Google products. As such Googlers think, act, and work globally to make the world a

    better place.

    9. Boldly go where no one has gone before; There are hundreds of challenges yet tosolve. Creative ideas matter and are worth exploring. Employees have the opportunity to

    develop innovative new products that millions of people will find useful.

    10.There is such a thing as a free lunch after all; healthy, yummy, and made with love.


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    Googlers in Photos:



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