Professional Documents
Culture Documents
Chapter
12
Objectives
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Design an effective socialization program for employees. Discuss why a dual-career path is necessary for professional and managerial employees. Provide advice on how to help a plateaued employee. Develop policies to help employees and the company avoid technical obsolescence.
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Objectives (continued)
5. 6.
7.
Develop policies to help employees deal with work-and-life conflict. Select and design outplacement strategies that minimize the negative effects on displaced employees and survivors. Explain why retirees may be valuable as parttime employees.
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Introduction
Many companies in Silicon Valley face serious career management challenges. These companies are now paying more attention to career management issues because their work force is starting to age and pay more attention to worklife balance. Many employees face long commutes because they can not afford to live close to where they work.
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Introduction (continued)
If companies do not help their employees with their personal lives, they may leave for jobs with other companies in other areas that do.
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Skills Obsolescenc e
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the process by which new employees are transformed into effective members of the company. purpose of orientation is to:
The
Prepare
employees to perform their jobs effectively Learn about the organization Establish work relationships
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Settling In
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Performanc e
People
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This
reduces turnover.
Effective orientation programs include active involvement of the new employee. Effective programs have peers, managers, and senior co-workers actively involved.
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Company-Level Information
Company overview Key policies and procedures Compensation Employee benefits & services Safety & accident protection Employee & union relations
Department-Level Information
Department functions Job duties & responsibilities Policies, procedures, rules Performance expectations Tour of department Introduction to coworkers
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Characteristics of Effective Orientation Programs Employees are encouraged to ask questions. Program includes information on both technical and social aspects of the job. Orientation is the responsibility of the new employees manager. Debasing and embarrassing new employees is avoided. Formal and informal interactions with managers and peers occur. Programs involve relocation assistance. Employees receive information about the companys products, services, and customers.
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Dual-Career Paths
A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company. For companies with professional employees, a key issue is how to ensure that they feel they are valued. The traditional career path model has limited advancement opportunities for those in the technical career path.
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A dual-careerpath system enables employees to remain in a technical career path or move into a management career path.
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Fellow
Senior
Developme nt Project
MANAGEMENT LADDER Senior Associate
Advisory
Staff
TECHNICAL LADDER
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The career path is for employees with outstanding technical skills. Individual contributors are given the opportunity to choose their career path.
The
company provides assessment resources. Assessment information enables employees to make comparisons between their interests and abilities with those of employees in technical and managerial positions.
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Plateauing
Plateauing means that the likelihood of the employee receiving future job assignments with increased responsibility is low. Mid-career employees are most likely to plateau. Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential for personal growth. Such frustration results in poor job attitude, increased absenteeism, and poor job performance.
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Employee understands the reasons for plateau. Employee is encouraged to participate in development activities. Employee is encouraged to seek career counseling. Employee reality-tests his solutions.
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Skills Obsolescence
Obsolescence a reduction in an employees competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education. Not just a concern of technical and professional occupations. All employees are at risk. Obsolescence needs to be avoided if companies are trying to become learning organizations.
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Continuous Learning
Peers
Discuss Ideas Share Information
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are two roles that training can play in balancing work and non-work.
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.
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Company Policies to Accommodate Work and Non-work: Communicating information about work and non-work policies and job demands. Flexibility in work arrangements and work schedules. Redesigning jobs. Support Services.
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The impact of job sharing on clients and customers must be determined. The employee interested in job sharing must find another employee performing the same job who wants reduced work hours. The two people sharing the job need to have similar work values and motivations. The manager must actively communicate with the jobsharing employees. All schedules and work assignments need coordination. Performance measurement should be both team and individual.
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a career management standpoint, companies and managers have two major responsibilities:
They
are responsible for helping employees who will lose their jobs. Steps must be taken to ensure that the survivors of the layoff (remaining employees) remain productive and committed to the organization.
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Companies need to provide outplacement services to help prepare employees for layoffs:
Advance
warning and explanation for a layoff. Psychological, financial, and career counseling. Assessment of skills and interests. Job campaign services. Job banks. Electronic delivery of job openings.
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retirement programs.
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