HUMAN RESOURCE

MANAGEMENT

Coaching, Careers & Talent

Management

Dr. A nk ita Ta nd o n
FL AM E S cho o l of Bus ines s

Coaching and Mentoring

Coaching
Involves educating, instructing, and training subordinates
Focuses on teaching shorter-term job-related skills

Mentoring
Is actively advising, counseling, and guiding
Is helping employees navigate longer-term career hazards
Is leading highly trained employees and self-managing teams
Supplants the need for authority and for giving orders for getting
things done
Coaching and mentoring require both analytical and
interpersonal skills.
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Difference between a coach and a

mentor
Coach

Mentor

Focus

Performance

Individual

Role

Specific agenda

Facilitator with no agenda

Relationship

Comes with the job

Self selecting

Source of
influence

Position

Perceived value

Personal
returns

Teamwork/performa
nce

Affirmation/learning

Arena

Task related

Life
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Improving Your Coaching Skills

The Four-Step Coaching Process
1

Preparing to coach

Developing a mutually agreed change plan

Engaging in active coaching

Evaluating for feedback and follow-up

Preparing to Coach: Applying the ABC

Approach
Antecedents
What things must come before the person does the job?

Behavior
Can the person do the job if he or she wanted to?

Consequences
What are the consequences of doing the job right?

Career Management

The Basics Of Career Management

Career Management

Career
Terminology

Career Development

Career Planning

Key definitions
Career
Occupational
Occupational positions
positions that
that a
a person
person has
has over
over many
many years
years

Career management
process
process of
of enabling
enabling employees
employees to
to understand
understand and
and develop
develop their
their
career
career related
related skills
skills and
and interests
interests to
to be
be used
used effectively
effectively in
in the
the
current
current organizational
organizational role
role and
and after
after

Career development
series
series of
of activities
activities that
that contribute
contribute to
to career
career exploration,
exploration,
establishment,
establishment, success
success and
and fulfilment
fulfilment

Career planning
process
process of
of becoming
becoming aware
aware of
of ones
ones own
own skills,
skills, interests,
interests, knowledge,
knowledge,
motivations
motivations etc,
etc, acquire
acquire information
information about
about opportunities,
opportunities, identify
identify
career
career related
related goals,
goals, and
and develop
develop action
action plans
plans to
to achieve
achieve the
the goals.
goals.
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Changing careers and employer contracts

Old Contract
(Employer-focused)

New Contract
(Employee-focused)

Do your best and be

loyal to us, and well take
care of your career.

Ill do my best for you,

but I expect you to
provide the development
and learning that will
prepare me for the day
I must move on, and for
having the work-life
balance that I desire.

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Role of HR: Traditional Vs Career development focus

HR Activity
Human
resource
planning
Recruiting and
placement

Training and
development
Performance
appraisal
Compensation
and benefits

Traditional Focus

Career Development Focus

Analyzes jobs, skills, tasks

present and future. Projects
needs. Uses statistical data.

Adds information about individual

interests, preferences etc to
replacement plans.

Matching organizations needs

with qualified individuals.

Matches individuals and jobs based on

variables including employees career
interests and aptitudes.

Provides opportunities for

learning skills, information,
and attitudes related to job.

Provides career path information.

Adds individual development plans.

Rating and/or rewards.

Adds development plans and individual

goal setting.

Rewards for time, productivity,

talent, and so on.

Adds tuition reimbursement plans,

compensation for nonjob-related
activities such as United Way.
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Why Offer Career Development?

Better equips employees
to serve the firm

Career
Development
Benefits

Boosts employee commitment

to the firm
Supports recruitment and
retention of efforts

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FIGURE 104
Sample Agenda
Two-Day Career
Planning Workshop

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Innovative Corporate Career Development Initiatives

Provide
individual
lifelong
learning
budgets.

Encourage
role reversal.

Provide
career
coaches.

Help organize
career
success
teams.

Offer online
career
development
programs.

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Commitment-Oriented Career Development Efforts

Career-oriented Appraisals
Provide an opportunity to discuss and link the employees
performance, career interests, and developmental needs into a
coherent career plan.

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Characteristics of Effective Mentors

Are professionally competent
Are trustworthy
Are consistent
Have the ability to communicate
Are willing to share control
Set high standards
Are willing to invest time and effort
Actively steer protgs into important work

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Mentoring Program research

Need for mentoring voluntary or assigned
Basic mentorship training
Distance and mentorship
Same or different departments for mentor-mentee
Big or small difference in rank

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Choosing a Mentor
Choose an appropriate potential mentor.
Dont be surprised if youre turned down.
Be sure that the mentor understands what you expect in terms
of time and advice.
Have an agenda.
Respect the mentors time.

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Employer Life-Cycle Career

Management
Promoti
ons

Transfer
s

Retirem
ent

Making Promotion and

Transfer Decisions

Decision 1:
Is Seniority or
Competence
the Rule?

Decision 2:
How Should We
Measure
Competence?

Decision 3:
Is the Process
Formal or
Informal?

Decision 4:
Vertical,
Horizontal,
or Other?
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Managing Transfers
Employees reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities
Employers reasons for transferring employees
To vacate a position where an employee is no longer needed
To fill a position where an employee is needed
To find a better fit for an employee within the firm
To boost productivity by consolidating positions

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Attracting and Retaining Older

Workers
Create a culture that honors experience

Modify selection procedures

HR Policies for
Older Workers

Offer flexible or part-time work

Implement phased retirement programs

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Managing Retirements
Preretirement Counseling Practices
Explanation of Social Security benefits
Leisure time counseling
Financial and investment counseling
Health counseling
Psychological counseling
Counseling for second careers
Counseling for second careers inside the company

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Talent management

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Talent Management
Automated end-to-end process of planning, recruiting,
developing, managing, and compensating employees
throughout the organization
Requires coordinating several human resource activities, in
particular workforce acquisition, assessment, development,
and retention
Career management from the employers point of view

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FIGURE 106 The Talent Management Process

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21 Century Talent
Spotting
st

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