developing and assisting members
DESCRIPTION
Developing and Assisting Members. Career Stages. Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above). Career Stages and Planning Issues. Establishment What are alternative occupations, firms, and jobs? - PowerPoint PPT PresentationTRANSCRIPT
Career Stages Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above)
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Career Stages and Planning Issues
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Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected?
Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient?
Maintenance How do I help others? Should I reassess and redirect my career?
Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?
Career Planning Resources Communication regarding career
opportunities and resources within the organization
Workshops to assess member interests, abilities, and job situations and to formulate career plans
Career counseling by managers or human resource department personnel
Self-development materials directed toward identifying life and career issues
Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals
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Career and Human Resource Planning
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Personal objectivesand life plans
Occupational andorganizational choice
Job assignment choice
Developmentplanning and review
Retirement
Business objectives and plans
Ways to attract and orient new talent
Methods for matching individuals and jobs
Ways to help people perform and develop
Ways to prepare for satisfying retirement
Individual Career Planning Human Resources Planning
Career Development Interventions
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Role & Structure Interventions Realistic job preview Job rotation and challenging assignments Consultative roles Phased retirement
Individual Employee Development Assessment centers Mentoring Developmental training
Performance Feedback and Coaching Work Life Balance
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A Framework for Managing Diversity
External Pressures For & Against Diversity
Internal Pressures For & Against Diversity
Management’sPerspectives &
Priorities
StrategicResponses
Implementation
Age DiversityTrends
Median age upDistribution of ages changing
ImplicationsHealth careMobilitySecurity
InterventionsWellness programs Job designCareer development and planningReward systems
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Gender DiversityTrends
Percentage of women in work force increasing
Dual-income families increasing Implications
Child careMaternity/paternity leavesSingle parents
Interventions Job designFringe benefit rewards
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Disability DiversityTrends
The number of people with disabilities entering the work force is increasing
Implications Job skills and challenge issuesPhysical space designRespect and dignity
InterventionsPerformance management Job designCareer planning and development
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Culture and Values DiversityTrends
Rising proportion of immigrant and minority-group workers
Shift in rewards Implications
Flexible organizational policiesAutonomyAffirmation and respect
InterventionsCareer planning and developmentEmployee involvementReward systems
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Race/Ethnicity Diversity Trends
Minorities represent large segments of workforce and a small segment of top management/senior executives
Qualifications and experience of minority employees is often overlooked
Implications Discrimination
Interventions Equal employment opportunities Mentoring programs Education and training
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Sexual Orientation DiversityTrends
Number of single-sex households up More liberal attitudes toward sexual orientation
Implications Discrimination
Interventions Equal employment opportunities Fringe benefits Education and training
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Occupational Stressors• Physical Environment
• Individual: role conflict and ambiguity, lack of control
• Group: poor peer, subordinate or boss, relationships
• Organizational: poor design, HR policies, politics
Stress• How the individual perceives the occupational stressors
Consequences• Subjective: anxiety, apathy
• Behavioral: drug and alcohol abuse
• Cognitive: poor focus, burnout
• Physiological: high blood pressure and pulse
• Organizational: low productivity, absenteeism, legal action
Individual Differences
Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity
Biologic/Demographic:Age, gender, occupation, race
A Model of Stress and Work
Stress and Wellness Workplace InterventionsRole Clarification
A systematic process for determining expectations and understanding work roles
Supportive relationships Establish trust and positive relationships
Stress inoculation training Programs to help employees acquire skills and
knowledge to cope positively with stressorsHealth facilitiesEmployee Assistance Programs
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