1. PowerPoint Presentation by Charlie Cook
The University of West Alabama
1
Human Resource
Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc.
All rights reserved.
Managing Careers
Chapter 10
Part 3 | Training and Development

2. © 2008 Prentice Hall, Inc. All rights reserved. 10–2
After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-
oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s
career development roles.
3. Describe the issues to consider when making
promotion decisions.
4. Describe the methods for enhancing diversity through
career management.
5. Answer the question: How can career development
foster employee commitment?

3. © 2008 Prentice Hall, Inc. All rights reserved. 10–3
The Basics Of Career Management
Career
Management
Career
Planning
Career
Development
Employees’
Careers

4. © 2008 Prentice Hall, Inc. All rights reserved. 10–4
The Employer’s Role in
Career Development
Realistic Job
Previews
Challenging
First Jobs
Networking and
Interactions
Mentoring
Career-Oriented
Appraisals
Job
Rotation
Employer’s
Role

5. © 2008 Prentice Hall, Inc. All rights reserved. 10–5
Managing Promotions and Transfers
Decision 1:
Is Seniority or
Competence
the Rule?
Decision 4:
Vertical,
Horizontal, or
Other?
Decision 2:
How Should
We Measure
Competence?
Decision 3:
Is the Process
Formal or
Informal?
Making Promotion
Decisions

6. © 2008 Prentice Hall, Inc. All rights reserved. 10–6
Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects
Take Their
Career Interests
Seriously
Eliminate
Institutional
Barriers
Eliminate the
Glass Ceiling
Improve
Networking and
Mentoring
Institute Flexible
Schedules and
Career Tracks

7. © 2008 Prentice Hall, Inc. All rights reserved. 10–7
Career Management and
Employee Commitment
Old Contract:
“Do your best and be loyal to us,
and we’ll take care of your career.”
New Contract:
“Do your best for us and be loyal
to us for as long as you’re here,
and we’ll provide you with the
developmental opportunities you’ll
need to move on and have a
successful career.”
Comparing Yesterday’s and Today’s
Employee-Employer Contract

8. © 2008 Prentice Hall, Inc. All rights reserved. 10–8
Career Management and
Employee Commitment (cont’d)
Career
Development
Programs
Career-
Oriented
Appraisals
Commitment-
oriented career
development efforts

9. © 2008 Prentice Hall, Inc. All rights reserved. 10–9
Career Management and
Employee Commitment (cont’d)
Career
Development
Programs
Career-
Oriented
Appraisals
Commitment-
Oriented
Career
Development
Efforts

10. © 2008 Prentice Hall, Inc. All rights reserved. 10–10
Attracting and Retaining Older Workers
Create a Culture that
Honors Experience
Offer Flexible Work
Offer Part-Time Work
HR Practices
for Older
Workers

11. © 2008 Prentice Hall, Inc. All rights reserved. 10–11
K E Y T E R M S
career
career management
career development
career planning
career planning and development
reality shock
job rotation
mentoring
promotions
transfers
retirement
preretirement counseling
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors

12. PowerPoint Presentation by Charlie Cook
The University of West Alabama
1
Human Resource
Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc.
All rights reserved.
Managing Careers
Chapter 10 Appendix
Part 3 | Training and Development

13. © 2008 Prentice Hall, Inc. All rights reserved. 10–13
Identify Your Career Anchors
Technical/
Functional
Competence
Managerial
Competence
Autonomy and
Independence
Creativity
Security