Special Challenges in Career Management

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• Chapter 12
• Special Challenges in Career Management

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• Objectives
• 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 plateaued
  employees.
• Develop policies to help employees and the
  company avoid technical obsolescence.
• Develop olicies to help employees deal with
  work-and-life conflict.
• Select and design outplacement strategies that
  minimize the negative effects on displaced
  employees and survivors.
• Discuss why retirees may be valuable as part-time
  employees.

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• Stages of Organizational Socialization
• Anticipatory Socialization
• IndividualDeveloping expectations, finding a job
  that fits values, skills interests
• Organizationcommunicate information and
  expectations to new recruits, evaluate and select
  new hires
• Encounter
• IndividualLearn new task, rules , establish
  relationships

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• Stages of Organizational Socialization (Cont)
• Encounter
• Organization Training, orientation, social
  adjustment
• Settling In
• Individual Master job, establish work
  relationships, resolve conflicts between
  work-family and work load
• Organization Evaluate progress, provide
  feedback, redefine jobs and demands based on
  employees strengths and weaknesses

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• Socialization Should Address
• Performance and learning
• Establishing work relationships
• Formal and informal structure
• Technical and organizational language
• Organizational goals and values
• tradition, customs, rituals of the the company

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• Characteristics of Self-Directed Orientation
  Program
• Requires new employees to answer questions, visit
  plants and facilities, meet with experts, view
  videos
• Peer review
• Emphasize awareness, responsibility, and
  technical competence

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• Characteristics of Effective Dual Career Path
  Systems
• Status, salary, incentives compare favorably with
  managers
• Recognition and increased opportunities for
  influencing company decisions, enhanced
  professional environment
• Paths of excellence (not dumping grounds for poor
  performers)
• Technical employees have choices
• Self-assessment for technical employees

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• Types of Career plateaus
• Inappropriate skills and abilities
• Low needs for movement
• Lack intrinsically motivating job
• Stress
• Lack extrinsic rewards
• Slow company growth

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• Balancing Work and Non-WorkIts a matter of
  Flexibility
• Where do you work ?
• When do you work ?
• Who does the work ?

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• Why are work and family issues important?
• Absenteeism and relocation issues, turnover among
  women
• Increase in number of women with children in the
  workforce
• No national policy regarding childcare
• Family Medical Leave Act
• Childcare reimbursement accounts
• 30-60 turnover among child care workers due to
  low wages

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• Importance of work and Family Issues (cont)
• low income parents have to choose between working
  and staying at home
• Male and female issue
• Traditional family accounts for only 7of U.S.
  families
• Dual career families, single-parent families, and
  families with kids under age 5 experience the
  most conflict and job tension

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• Types of Work and Family Conflict
• Time-based conflict (Interference)
• Strain-based conflict (Stress of multiple roles)
• Behavior-based conflict (role behavior is
  incompatible)

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• Company Policies Designed to Accommodate Work and
  Family
• Communications
• Time demands and stress related to jobs
• Awareness of benefits and leave policies
• Flexibility in work arrangements and schedules
• Where and when work is performed
• Support Services
• childcare, eldercare, manager training, EAPs

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• Alternative Work Places
• Office
• Home
• At least 8M people
• Most work in service industries (education,
  business, repair, social services)

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• ExampleMarriott Corporation
• 260,000 Employees
• 50 Women
• 1/3 of employees have children under age 12
• Work and family policies
• child care choice (referral service)
• child care discount program
• family care spending account
• elder care seminars

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• Benefits of Working at Home
• Control over schedule
• Wear comfortable clothes
• Avoid commute
• Not having a boss close by
• Care for children
• No interruptions
• Job seems less like work
• Not mind overtime as much

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• Drawbacks of Working at Home
• Lack supplies and equipment
• Too many interruptions
• Too much mixing of work and family life
• Distracted by chores
• Lack interaction with co-workers
• Lack regular routine
• Feel that work at home is less important

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• Alternative Work Schedule
• Traditional
• Flextime
• Compressed Work Week
• Part-time Work
• Temporary Work
• Job Sharing
• Extended Leave

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• Eldercare
• At least 20 of employees currently care for a
  parent
• Eldercare stresses result inabsenteeism, work
  interruptions, loss of energy
• Employees with eldercare concerns are typically
  more experienced and of greater value to the
  company

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• How companies Help With Eldercare
• Resource and referral services
• Counseling
• Dependent care spending accounts
• Long-term care insurance
• Intergenerational care
• Flexible schedules
• Employee seminars