Chapter 12 Special Challenges in Career Management McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved Introduction Supportive work-life culture Acknowledges and respects family and life responsibilities and obligations Encourages managers and employees to work together to meet personal and work needs 12-2 Socialization and Orientation Organizational socialization – the process by which new employees are transformed into effective members of the company; has three phases: Anticipatory socialization - employees develop expectations about the company, job, working conditions, and interpersonal relationships 12-3 Socialization and Orientation (cont.) Encounter phase - employee begins a new job; they experience shock and surprise and need to become familiar with job tasks, company practices, procedures, etc Settling-in phase - employees begin to feel comfortable with their job demands and social relationships 12-4 Table 12.1 - What Employees Should Learn and Develop Through Socialization 12-5 Table 12.2 - Content of Orientation Programs 12-6 Table 12.3 - Characteristics of Effective Orientation Programs 12-7 Career Paths, Developing DualCareer Paths and Career Portfolios Career path - a sequence of job positions involving similar types of work and skills that employees move through in the company; it involves analyzing: work and information flows important development experiences qualifications and tasks performed across jobs similarities and differences in working environments historical movement patterns of employees in and out of jobs 12-8 Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.) Dual-career path system - enables employees to remain in a technical career path or move into a management career path Its characteristics are: Salary, status, and incentives for technical employees compare favorably with those of managers Individual contributors’ base salary may be lower than that of managers, but they are given opportunities to increase their total compensation through bonuses 12-9 Career Paths, Developing Dual-Career Paths and Career Portfolios (cont.) The individual contributor career path is not used to satisfy poor performers who have no managerial potential The career path is for employees with outstanding technical skills Individual contributors are given the opportunity to choose their career path 12-10 Balancing Work and Life (cont.) Role of training in balancing work and nonwork: 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 of work-life policies 12-20 Balancing Work and Life (cont.) Types of work-life conflict Time-based conflict - occurs when the demands of work and nonwork interfere with each other Strain-based conflict - results from the stress of work and nonwork roles Behavior-based conflict - occurs when employees’ behavior in work roles is not appropriate for their behavior in nonwork roles 12-21 Company Policies to Accommodate Work and Nonwork Identifying work and life needs and communicating information about work and non-work policies and job demands Companies have to understand employees’ needs, solicit their input, and make work-life benefits accessible to everyone Providing information regarding the nature of jobs helps employees choose career opportunities that match the importance they place on work 12-22 Company Policies to Accommodate Work and Nonwork (cont.) Flexibility in work arrangements and work schedules Reduce pressure on employees to work long hours Telecommuting - a work arrangement that provides flexibility in both location and hours Job sharing - two employees divide the hours, responsibilities, and benefits of a full-time job 12-23 Table 12.6 - Alternative Work Schedules and Work Arrangements 12-24 Company Policies to Accommodate Work and Nonwork (cont.) Redesigning jobs Managerial support for work-life policies Dependent care support: child and elder care and adoption support 12-25 Table 12.7 - Recommendations for the Development of Dependent Care Assistance Programs 12-26 Coping With Job Loss From a career management standpoint, companies and managers have two major responsibilities: Helping employees who will lose their jobs Ensuring that the “survivors” remain productive and committed to the organization 12-27 Coping With Job Loss (cont.) Outplacement services should include: Advance warning and an explanation for the layoff Psychological, financial, and career counseling Assessment of skills and interests Job campaign services Job banks Electronic delivery of job openings, selfdirected career management guides, and values and interest inventories 12-28 Table 12.8 - Guidelines for Termination Meetings With Employees 12-29 Table 12.8 - Guidelines for Termination Meetings With Employees 12-30 Dealing With Older Workers Companies can take the following actions: Provide flexibility in scheduling, which allows older employees to take care of sick spouses, go back to school, travel, etc Ensure that older employees receive the training they need to avoid obsolescence and to be prepared to use new technology Provide resources and referral help that addresses long-term health care and elder care 12-31 Dealing With Older Workers (cont.) Provide assessment and counseling, which are necessary to help older employees recycle to new jobs or careers Consider moving valuable older employees who are suffering skill deterioration to other jobs Ensure that employees not hold inappropriate stereotypes about older employees 12-32 Dealing With Older Workers (cont.) Preretirement socialization - helping employees prepare to exit from work It addresses the following topics: Psychological aspects of retirement Housing, transportation, living costs, and proximity to medical care Health during retirement Financial and estate planning Health care plans The collection of benefits from company pension plans and Social Security 12-33 Dealing With Older Workers (cont.) Early retirement programs - offer employees financial benefits to leave the company To avoid costly litigation, companies need to ensure that: The program is part of the employee benefit plan The company can justify age-related distinctions for eligibility for early retirement Employees are allowed to voluntarily choose early retirement 12-34 ... phase - employees begin to feel comfortable with their job demands and social relationships 12- 4 Table 12. 1 - What Employees Should Learn and Develop Through Socialization 12- 5 Table 12. 2 - Content... guides, and values and interest inventories 12- 28 Table 12. 8 - Guidelines for Termination Meetings With Employees 12- 29 Table 12. 8 - Guidelines for Termination Meetings With Employees 12- 30 Dealing... Identifying work and life needs and communicating information about work and non-work policies and job demands Companies have to understand employees’ needs, solicit their input, and make work-life