FOREIGN TRADE UNIVERSITY HO
CHI MINH CITY CAMPUS
COURSE: HUMAN RESOURCE MANAGEMENT
ASSGINMENT
Student’s name: Lê Bá Thành Phú
ID: 1805025214
Class: K56-BFB
HO CHI MINH CITY, 2019
1. Compare employers’ traditional and career planning- oriented HR focuses
Due to numerous changes manifested in the lives of individuals and organizations,
the idea of developing a fixed career trajectory has become somewhat outdated
because fewer are those who plan on long term. Careers are shorter and more
unstable, job security is reducing and the short-term employment becomes more.
Most individuals are expected to change several jobs throughout their working
lives and to participate in a variety of projects. The reduced number of jobs
available within organizations and restrict managerial levels have led to changes in
the traditional route to an organizational career development. There are fewer
promotion opportunities so that employees are keeping the same job on longer
periods before being promoted. The traditional career path involved an upward
mobility, giving to the employees the certainty of an welldefined promote
pathways. Currently, the emphasis is on job rotation, multiple skills development
and sideways promotion. Designing and implementing a career planning system is
useful to the organizations for identifying the employees development needs and
matching them to the business needs. The career planning system contribute to
increased employees professional satisfaction because it helps them to identify and
take positions consistent with their objectives and plans. From the perspective of
the company, career planning system reduces the needed time to fill the vacancies,
help succession planning (preparing employees for filling positions that became
vacant following staff turnover or retirement), identify employees with
management potential and ensure to all employees the opportunity to identify
career goals and develop plans to achieve them.
2.1. The main components of career management system Career planning systems
differ in terms of complexity and of emphasis on certain components of it.
However, all career planning systems include the following components:
1. Self assessment assists employees in setting goals, values, skills and behavioral
trends. Psychological tests are used as „Inventory goals Strong – Campbell” (it
helps employees to identify occupational and professional goals) and „self quest”
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(it identify the employee’ preferences for different working environments - sales,
consulting, etc.) which contributes to identify the level of emphasis on work and
leisure. Career counselors are often used to assist employees in self-evaluation
process and in interpreting test results.
2. Reality check: the employees are informed on how the company
assess their skills and knowledge and what place they took on
company plans (eg opportunities for promotion, lateral moves
Career Planning Process and Its Role in Human Resource
Development 19 provided by the direct managers in the
performance evaluation process; the discussion on career
development can take place separately.
3. Setting goals: Employees establish the short and long term career objectives that
are related to concerned professional positions, the necessary level of competence,
setting steps forward, learning new skills. These objectives are discussed with the
manager and recorded in the individual development plan.
4. Planning activities: during this phase, the employees determine how to achieve
short and long term career goals. These plans may include attending lectures and
seminars, applications to fill vacancies within the company or participating in
interviews.
2. Explain the employee’s, manager’s, and employer’s career development roles
The employees, managers and organizations share the responsibility for career
planning.
1. The Employee’s Role:
Regardless of the operating organization, the individuals must be actively involved
in
managing their careers, motivated of its beneficial effects on welfare.
- The economic standpoint – at a basic level, the work provides an income to the
individuals
to ensure their existence and their families and to satisfy other interests, hobbies and
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recreation; career opportunities are a source of extrinsic motivation (external) for
employees.
- The psychological standpoint – as a source of spiritual comfort, the work provides
a sense of accomplishment and gives a meaning to the individual existence.
Psychologically,
career opportunities are an important source of intrinsic motivation (internal) for
employees. The Psychological Contract consists of all the expectations that
employers and their employees have from each other. In general, the psychological
contract emphasizes that the organization will offer job security and promotion
opportunities if the employee remain in the company and maintain a high level of
professional performance. However, due to technological
change, competition and structural social, psychological contract between emplo yees
and organizations has changed. The organizations can no longer offer job security
and promotion opportunities and employees are more interested in a job that offers
challenges, diversity and opportunity to be creative. The employees are still interested
in job security even if they realize that having a job within the same company
throughout working life is an unrealistic
goal.
2. The Manager’s Role
Regardless of the career planning system type in the organization, managers have a
key role in its planning process. Generally, the employees ask for advice on career to
their direct managers because they are the ones that determine the level of training
and assess their ability to promote. However, the managers are the main source of
information on job vacancies, training courses and other development opportunities.
Unfortunately, many managers are reluctant to engage in the employees’s career
planning activities because they do not feel prepared to answer questions related to
their career, have a limited time allocated for these activities or they are not able to
relate to a full understanding of their needs. To help the employees in this process,
managers must demonstrate effectiveness in four parts:
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a coach, evaluator, counselor and referral agent. the employees to assume different
roles within the organization such as: a coach for the new employees, mentoring for
potential successors, or leadership teams or committees. Thus, individuals perform
their generative task: they share to others what they know, giving themselves what
they received, thus showing care for the next generation. One of the difficulties
created by the flattening of career and lateral transfers is that the employee status is
determined rather by the job, title, number of promotions and salary, and less by the
performance, expertise, entrepreneurial and team spirit. Redefining the prestige and
held position will encourage the employees to remain in the organization and not to
seek a job elsewhere or preferment. The specific items of the manager's role in career
counseling are: • To design and to implement systems and standards of performance
assessment: the role of helping to clarify the organization’ opportunities to develop
and discuss options and directions for future development organization that
employees can prepare and adapt to new requirements; • Analyzing current and future
career plans; • Setting Goals: manager occupies a unique position to assess and
discuss the employee's dedication to his professional goals. Manager may refer the
employee to assess his motivations and choices regarding career, getting actively
involved in setting career goals and planning actions; • Systematic encouragement
and support of staff during the implementation of the agreed strategies for career; •
Working with employees who feel stressed or unhappy at work: interpersonal
problems of the work place (eg. disputes with colleagues or other team members)
may adversely affect one's performance. Coaching to develop communication skills
and to find ways of conflict resolution can improve
performance and it can keep the employee on his career path.
3. The Organization’s Role
The organizations are responsible for providing the necessary resources to be
successful in the employees’ career planning. These resources include:
- Career workshops: seminars on various topics (how does the system of career
planning, self assessment or setting goals);
- Career centers or information systems (or databases places where / from where the
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employees can learn about job openings or training programs);
- Career planning guides (printed matter for guidance the staff witch contain
exercises,
discussion and advice on career planning);
- Career counseling (advice by a specialized professional counselor in assisting the
employees interested in career planning);
- Career paths (directions) (planning job stages, identifying the skills needed to
advance
within the same family of channels such as wireless promoting a technical
professional position in a managerial position).
3) Describe the issues to consider when making promotion decisions.
a) Management Feedback
Your HR personnel work in their own department and may not be aware of the ins
and outs of other departments in your organization. Before making promotion
decisions, HR must consult a manager or executive who not only understands the
workings of the position in question but who has had direct contact with candidates
for that position. While this supervisor's assessment may be subjective, it is
nonetheless useful in helping HR staff determine which employees have made a
favorable impression. In fact, the manager may be the one who brings an employee
to the attention of HR and suggests a promotion.
b) Performance Reviews
Results of performance reviews should be stored in the Human Resources system, the
software that tracks employee data. HR can review not only the performance ratings
but also comments made by the manager who conducted the review. In addition,
many HR management systems allow employees to enter their own comments in
response to the review. This information can be vital in evaluating candidates for
promotion. If your business does not have this software, keep copies of all
performance reviews on file so HR
can review them.
c) Skills Assessment
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It is essential that your company keep records of the skills your employees possess
and the ones they acquire during their employment with you. Encourage employees
to update their HR records when they master new software, learn to operate
equipment and reach goals set in their performance reviews. For example, HR may
overlook a candidate for an IT promotion if it doesn't realize that employee has
knowledge of diagnostic software.
d) Certifications, Degrees and Professional Development
As an employee receives certificates for completing training, HR should make a note
in that employee's file. This applies to anyone who earns a degree while employed
with your company. HR can also keep track of professional development classes and
courses an employee completes, even if these do not result in a certification.
Reviewing these achievements can help HR make promotion decisions.
4) List and briefly explain at least four methods fỏ better managing retirements.
The point at which one gives up one’s work, usually between the ages of 60 and 65.
Preretirement 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
Some of the happiest retirees are people who phased into retirement by gradually
reducing their full-time hours. But if you can’t arrange to do that, then just quitting
your job and then finding part-time work can be very satisfying, not just financially
but psychically. Studies show that working in retirement helps keep your mind sharp
and helps you avoid getting isolated and lonely. The trouble is, not enough employers
are helping their older workers work out a flexible
transition to keep a job there part-time in retirement. A recent Transamerica study
found that although 61% of American workers envision a flexible transition to
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retirement, only 25% said their employers offer the opportunity to shift from full-
time to part-time work as they
phase into retirement.
So, it’ll probably be up to you to figure out how to work part-time in retirement.
Maybe you can take the initiative to come up with a plan through your current
employer. If not, try securing a part-time job somewhere else, perhaps by setting up
shop as a consultant or a project-based contractor.
5) Define talent management and give an example of an actual talent management
system.
Talent management is an organization's ability to recruit, retain, and produce the most
talented employees available in the job market. Talent consistently uncovers benefits
in these critical economic areas: revenue, customer satisfaction, quality, productivity,
cost, cycle time, and market capitalization. Having good talent management is when
one has good skills, knowledge, cognitive abilities, and the potential to do well.
Talent management is also an important and necessary skill for people in the
workforce to acquire. Finding good and talented people is not a hard thing to do, but
making sure that they want to stay working for the same business is the challenge. If
someone has so much talent and they are good at what they do, businesses will want
them to stay and work there forever. However, most of those people are either
satisfied with the job they have, or they go out and look for better opportunities.
There’s no way to simplify talent management across the board so that it can apply
seamlessly to every company, as organizational needs vary from one employer to the
next. With that said, you can absolutely apply the following four pillars of talent
management to
your existing strategy:
- Attraction
- Development
- Motivation
- Retention
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Doing so will help you recruit and develop talented, committed employees to help
you
achieve your most significant short and long-term priorities.
