SHRM-B.ppt

8/14/2019 SHRM-B.ppt

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Strategic Human Resource ManagementOxford University Press 2007

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Chapter 9

Managing Careers


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Objectives

To understand

The significance of career planning and development in thecontemporary business environment

The meaning of the terms, career, career planning, careerdevelopment, and career management

The career stages through which individuals progress throughtheir work life

The career planning practices and career developmentinterventions appropriate for each career stage

The importance of a strategic approach to career management


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Definitions

Career:choice of a profession

Career Planning:establishment of individual career objectivesbased on an assessment of career goals, aspirations,performance, and potential. A personalized process, it involves

choosing occupations, organizations, and jobs by individuals Career Development:activities and processes undertaken by

the organization to help individuals attain their career objectives

Career Management:a continuous process that involves

setting personal career goals, developing strategies for achievingthese goals, and revising the goals based on work and personalexperiences


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Career Stages

periods in which an individuals work life is characterized by

distinctive needs, concerns, tasks, and activities

Establishment Stage

Advancement Stage

Maintenance Stage

Withdrawal Stage


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Career Planning Methods/ Practices


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Career Development Interventions for EachCareer Stage


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Career Development Interventions for EachCareer Stage


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Career Management Systems

Individual centered system Organization-centered system


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Strategies for Career Management

Individual Career Management strategies

Self-assessment

Assessment of job opportunities

Formulating career goals

Matching individuals to jobs

Seeking opportunities for professional growth


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Strategies for Career Management

Organizational Career Management strategies Career planning workshops

Assessment centres

Developmental performance appraisal Providing mentors to individuals

Developing career paths for employees

Establishing realistic career plans with employees


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Design and Implementation of CareerManagement Systems

Identify career planning needs and develop a strategy

Develop necessary resources

Introduction of a pilot programme Introduction of the full programme

Involvement of HR and Line managers

Top management support

Alignment with culture


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Career Management for Specific HR issues

Reducing turnover among recently hired employees

Providing promotion opportunities in a stable or contractingorganization

Developing high-potential candidates for managementpositions

Rewarding and retaining technical and professionalemployees

Motivating plateaued employees


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Career Management: An SHRM Approach

Career management activities and programmes of an

organization are integrally aligned and consistent

with strategic human resource planning


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Chapter 10

Mentoring


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Objectives

To understand The importance of workplace mentoring relationships

The meaning of mentoring and its functions

The stages through which mentor-protg relationships

evolve over time The components of the design and implementation of a

successful formal mentoring programme in an organization

The strategic human resource management aspects of

mentoring relationships


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Mentoring; Definition

the information and advice provided by an older,

experienced individual to a younger and less

experienced individual to help in latters growth and

development- Reidy-Croft (2005)

Concept dates back 4000 years

Close to the gurukul tradition of Indian culture


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Mentoring versus Coaching and Training

Coaching:primarily focused on the development of

skills and performance within the current job

Training:a formal procedure organized to enhance

employees job-related knowledge and skills so that they

perform their jobs efficiently and effectively


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Mentor and Protg

Mentorsare individuals with advanced experience and

knowledge who are committed to provide upward mobility

and career support to their protg

Protgsare individuals who receive guidance, coaching, and

support from the mentor


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Mentoring Functions

Career- related or career support functionsarelargely work-related

Psychosocial or emotional support functionsprovide emotional support and enhance the protgsfeelings of competence and identity


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Perspectives of Mentoring

Traditional perspective

Contemporary and Alternative Perspective


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Alternative Mentoring Models

Mentoring Circles

Peer mentoring/ buddy system

Team mentoring

Consultant mentors Reverse mentoring


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Classifications of Mentor-Protg Relationships

Primary mentoring

Secondary mentoring

Training based mentoring Resource based mentoring


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Phases of the Mentoring Relationships


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Formal versus Informal Mentoring Relationships

Initiation of the relationship

Basis of mentor-protg match

Purpose of the relationship

Phases of evolution motivation to be a mentor

Type of recognition for mentors

Structure of the relationship

Length of the programme

Interpersonal processes


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Strategic Human Resource ManagementOxford University Press 2007 All rights reserved

Outcomes of mentoring programmes

Positive outcomes

Negative mentoring experiences


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Positive Outcomes of mentoring


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Negative Mentoring Experiences

Mismatch within the dyad

Distancing behaviour

Manipulative behaviour

Lack of mentor expertise

General dysfunctionality

C / i k i d i h


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Costs/ risks associated with mentor- protgrelationships

D i d I l t ti f F l t i


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Design and Implementation of Formal mentoringProgrammes

Determining the programme structure

The mentor-protg matching process

voluntary programme

mandatory programme

mentors rank and department

frequency of scheduled meetings

length of the mentoring programme

identifying mentors and protgs

defining mentor and protg responsibilities

evaluating the mentor programme implementation of the formal mentoring programme


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Barriers to Mentoring

contextual problems

interpersonal problems

procedural problems


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Mentoring Relationship: A Strategic HRMApproach

there should be clear business or strategic reasons for mentoringprogrammes

goals of the mentoring programme should be integrated with the

goals of the organization formal mentoring programme should support the informal

mentoring relationships that already exist

should support company values and help perpetuate

organizational culture senior managers should be provided training to enhance their

leadership skills

Key elements of successful mentoringl i hi


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relationship


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Special Issues in Mentoring

Mentoring women employees

Cross-gender mentoring

Workforce diversity and mentoring

E- Mentoring


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Chapter 11

Work-Life Integration

Objectives


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Objectives

To understand

The emergence of work-life issues

Environmental trends that have impacted work-life issues

The main types of formal work-life initiatives

The importance of a family-friendly workplace

The significance of a strategic approach to work-life

integration


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Workmembership in a market or employing

organization that compensates the worker for his/ her

contributions.

Family- a social organization that demands certain

contributions from its members


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Changing notions of work and personal life


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Work-Life Issues

Those aspects of an employees work or family life

that may have an influence on one another

Family friendly practices


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Family friendly practices

those HRprogrammes and practices of an organization

that are designed to help employees balance their work

and family roles.

Examples:dependent care support, health management

programmes, medical leave, family vacations, etc.


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Changing Emphasis in Family Friendly HRPractices

E i l T d I i W k Lif


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Environmental Trends Impacting Work-LifeIssues in organizations

Globalization

Increasing organizational flexibility

Changing family structure

Technological change

Work Family Conflict


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Work-Family Conflict

a form of inter-role conflict in which the role

pressures from the two domains, that is, work

and family, are mutually non-compatible so that

meeting the demands in one domain makes it

difficult to meet demands in the other

Types of Work-Family Conflict


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Types of Work-Family Conflict

Time-based conf l icts- time spent on role performance in

one domain precludes time spent in the other domain

because of depletion of energy or stress

Strain based conf l icts- when strain in one role affects an

employees performance in another role Behaviour based conf l icts- when there is incompatibility

between the behaviour patterns that are desirable in the two

domains and the employee is unable to adjust behaviour

when moving from one domain to another

Work Life Balance


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Work-Life Balance

describes those practices at workplace that acknowledge

and aim to support the needs of employees in achieving a

balance between the demands of their family (life) and

work lives

Work-Life Integration


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Work Life Integration

When two or more roles of an employee are both-

flexible andpermeable-then they are said to beintegrated

Flexibility- ability of the boundary between two or moreroles/ domains to expand or contract to accommodate

the demands of one domain or another

Permeability- the extent to which a boundary allowspsychological or behavioural aspects of one role/

domain to enter and overlap one another

Work-Life Initiatives


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Work Life Initiatives

Any programme designed to alleviate individual

conflict between work and family. These may range

from:

One time personnel changes to transformation of

corporate culture

Informal to formal

Types of Formal work life initiatives


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Types of Formal work life initiatives

Time and place flexibility (flexitime, telecommuting, jobsharing, maternity leave, etc)

Information (resource and referral programmes forproviding information about dependent care, pre-

retirement planning, giving options like child and eldercare)

Financial (flexible spending accounts, tuitionreimbursements, longterm care insurance)

Direct (sick care, concierge services, family counseling,day care centres)

Organizational and Employee Benefits of


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Work-Life Initiatives

Organizational benef its

Financial savings

Increased productivity

Lower absenteeism

Improved customer service

More motivated and satisfied workforce

Employee Benefits More satisfied at work

Better at managing their time

Good quality of life Career progression

Leisure time with family

Family-Friendly Workplace


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Family Friendly Workplace

Develops and implements policies that allow

employees to simultaneously fulfill work and family

responsibilities

Work-Life (family) Culture


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Work Life (family) Culture

Shared assumptions, beliefs, and values regarding theextent to which an organization supports and values the

integration of employees work and family lives

Components of Work-Family Culture

organizational time demands

perceived career consequences

managerial support

fear of negative consequences

HRD Perspectives on Work Life Integration


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HRD Perspectives on Work-Life Integration

Stages in Development of Family-FriendlyI i i i i i i


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Initiatives in organizations

S i A h W k Lif I i


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Strategic Approach to Work-Life Integration

linkage of work-life integration practices with

strategic HRM

culture change supportive of work-life integration

practices

Key Characteristics for Achieving a Supportive


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Key Characteristics for Achieving a SupportiveOrganizational Culture

top management support

communication of vision supporting work-life balance

top and middle level managers to model new behaviours

setting up task forces and committees to resolve work/ life issues

training of managers to ensure the usefulness of work-life programmes

evaluate managers on value of workplace flexibility and itscompatibility with business results

holding managers accountable for family friendly culture inperformance review, rewards, etc.


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Chapter 12

International

Human ResourceManagement

Objectives


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To understand

types of international business operations

how international HRM differs from domestic HRM

the reasons for increasing importance of internationalHRM

the importance of managing cultural differences for thesuccess of international business operations

the approaches to managing and staffing subsidiaries ofmultinational organizations

the international HR practices

Types of International Organizations


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international corporation- a domestic firm that builds on itsexisting capabilities to penetrate overseas markets

multinational Corporation- has operating units(subsidiaries) located in foreign countries

global corporation- a type of multinational corporation thatmaintains control over its worldwide operations (subsidiaries)through a centralized home office

transnational corporation- provides autonomy toindependent country operations but brings these separate

operations together into an integrated whole through anetworked structure

Differences Between IHRM and Domestic HRM


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External Environment and IHRM


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political environment

cultural environment

IHRM Practices


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international staffing

pre-departure Training for international assignments

repatriation

performance management in international

assignments

compensation issues in international assignments

International Staffing


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Process of selecting employees for staffing international

operations of an MNC Sources of International Staffing

home country or parent country nationals (PCN)- citizensof the country in which the headquarters of the MNC is

located

host country nationals (HCN)- citizens of the country inwhich the foreign subsidiary is located

third country nationals (TCN)- citizens of a country other

than the country where the organization is headquarteredand the country that is hosting the subsidiary

Approaches to Staffing Subsidiaries


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Approaches to Staffing Subsidiaries

ethnocentric

polycentric

geocentric

Advantages and disadvantages of the three


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approaches to staffing foreign subsidiaries

Key Characteristics required for success inglobal assignments


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Elements of Pre-departure (Expatriate)T i i f I i l A i


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Training for International Assignments

language training

cultural training

managing personal and family life

Repatriation


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Repatriation

Process of bringing an expatriate home after he/she

has completed the international assignment

Repatriation- Expatriate Fears andO i ti l ti


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Organizational practices

Performance Management in InternationalA i t


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Assignments

Variables that influence success or failure in a foreign

assignment

compensation package task assigned to the expatriate

headquarters support

environment cultural adjustment

Components of Expatriate Compensation


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home leave and travel allowances

childrens education allowances

currency differential payments

relocation allowance

housing allowance

cost of living adjustment

payments to protect from negative tax consequences

hardship posting allowance

Documents

SHRM-B.ppt