Chapter 9

Managing Careers

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Objectives
To understand
The significance of career planning and development in the contemporary business environment The meaning of the terms, career, career planning, career development, and career management The career stages through which individuals progress through their work life The career planning practices and career development interventions 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 objectives based 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 achieving these goals, and revising the goals based on work and personal experiences
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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 Each Career Stage

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Career Development Interventions for Each Career 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 Career Management 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 contracting organization Developing high-potential candidates for management positions Rewarding and retaining technical and professional employees 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

Mentors are individuals with advanced experience and knowledge who are committed to provide upward mobility and career support to their protg Protgs are individuals who receive guidance, coaching, and support from the mentor

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Mentoring Functions
Career- related or career support functions are largely work-related Psychosocial or emotional support functions provide emotional support and enhance the protgs feelings 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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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

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Costs/ risks associated with mentor- protg relationships

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Design and Implementation of Formal mentoring Programmes

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 HRM Approach

there should be clear business or strategic reasons for mentoring programmes 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
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Key elements of successful mentoring 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

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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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Work membership 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

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Family friendly practices

those HR programmes 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 HR Practices

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Environmental Trends Impacting Work-Life Issues in organizations

Globalization Increasing organizational flexibility Changing family structure Technological change

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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

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Types of Work-Family Conflict

Time-based conflicts- time spent on role performance in one domain precludes time spent in the other domain because of depletion of energy or stress Strain based conflicts- when strain in one role affects an employees performance in another role Behaviour based conflicts- 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

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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

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Work-Life Integration
When two or more roles of an employee are bothflexible and permeable- then they are said to be integrated Flexibility- ability of the boundary between two or more roles/ domains to expand or contract to accommodate the demands of one domain or another Permeability- the extent to which a boundary allows psychological or behavioural aspects of one role/ domain to enter and overlap one another

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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

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Types of Formal work life initiatives

Time and place flexibility (flexitime, telecommuting, job sharing, maternity leave, etc) Information (resource and referral programmes for providing information about dependent care, preretirement planning, giving options like child and elder care) Financial (flexible spending accounts, tuition reimbursements, longterm care insurance) Direct (sick care, concierge services, family counseling, day care centres)
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Organizational and Employee Benefits of Work-Life Initiatives

Organizational benefits
Financial savings Increased productivity Lower absenteeism Improved customer service More motivated and satisfied workforce More satisfied at work Better at managing their time Good quality of life Career progression Leisure time with family
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Family-Friendly Workplace

Develops and implements policies that allow employees to simultaneously fulfill work and family responsibilities

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Work-Life (family) Culture

Shared assumptions, beliefs, and values regarding the extent 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
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HRD Perspectives on Work-Life Integration

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Stages in Development of Family-Friendly Initiatives in organizations

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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

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Key Characteristics for Achieving a Supportive Organizational 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 its compatibility with business results holding managers accountable for family friendly culture in performance review, rewards, etc.
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Chapter 12

International Human Resource Management

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Objectives
To understand
types of international business operations
how international HRM differs from domestic HRM the reasons for increasing importance of international HRM the importance of managing cultural differences for the success of international business operations

the approaches to managing and staffing subsidiaries of multinational organizations

the international HR practices
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Types of International Organizations

international corporation- a domestic firm that builds on its existing capabilities to penetrate overseas markets multinational Corporation- has operating units (subsidiaries) located in foreign countries global corporation- a type of multinational corporation that maintains control over its worldwide operations (subsidiaries) through a centralized home office transnational corporation- provides autonomy to independent country operations but brings these separate operations together into an integrated whole through a networked structure
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Differences Between IHRM and Domestic HRM

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External Environment and IHRM

political environment cultural environment

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IHRM Practices

international staffing pre-departure Training for international assignments repatriation performance management in international assignments compensation issues in international assignments
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International Staffing
Process of selecting employees for staffing international operations of an MNC Sources of International Staffing home country or parent country nationals (PCN)- citizens of the country in which the headquarters of the MNC is located host country nationals (HCN)- citizens of the country in which the foreign subsidiary is located third country nationals (TCN)- citizens of a country other than the country where the organization is headquartered and the country that is hosting the subsidiary
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Approaches to Staffing Subsidiaries

ethnocentric polycentric geocentric

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Advantages and disadvantages of the three approaches to staffing foreign subsidiaries

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Key Characteristics required for success in global assignments

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Elements of Pre-departure (Expatriate) Training for International Assignments

language training cultural training managing personal and family life

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Repatriation

Process of bringing an expatriate home after he/she has completed the international assignment

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Repatriation- Expatriate Fears and Organizational practices

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Performance Management in International Assignments

Variables that influence success or failure in a foreign assignment compensation package task assigned to the expatriate headquarters support environment cultural adjustment
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Components of Expatriate Compensation

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
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