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Developing and Assisting Members

The chapter discusses three types of human resources interventions: 1) career planning and development processes to help employees progress their careers, 2) increasing workforce diversity through interventions addressing different demographic groups, and 3) wellness interventions like employee assistance programs and stress management to address employee health issues. Career planning involves helping employees choose careers and positions, while development involves attaining career goals through methods such as mentoring, training, and job rotations. Diversity interventions address dimensions like age, gender, culture and provide programs for groups like new parents, older workers, or those with disabilities. Wellness programs identify and treat issues through employee assistance or help employees manage stress.

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Jouana Farlin Seva
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222 views

Developing and Assisting Members

The chapter discusses three types of human resources interventions: 1) career planning and development processes to help employees progress their careers, 2) increasing workforce diversity through interventions addressing different demographic groups, and 3) wellness interventions like employee assistance programs and stress management to address employee health issues. Career planning involves helping employees choose careers and positions, while development involves attaining career goals through methods such as mentoring, training, and job rotations. Diversity interventions address dimensions like age, gender, culture and provide programs for groups like new parents, older workers, or those with disabilities. Wellness programs identify and treat issues through employee assistance or help employees manage stress.

Uploaded by

Jouana Farlin Seva
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Chapter 18:

Developing and Assisting Members

Jouana Farlin Seva MA I/O Psyc

The chapter presents:


Three human resources management interventions:
1. Career planning and development process 2. Increasing workforce diversity

3. Wellness interventions

Jouana Farlin Seva MA I/O Psyc

Career planning and development process


Attempted to improve the quality of work life for managers and professionals, to improve their performance, to increase employee retention, and to respond to equal employment & affirmative action legislation. Helps attract and hold highly talented employees and can increase the chances that their skills and knowledge will be used Have been used in career halt where layoffs and job losses have resulted from organization decline, downsizing, reengineering and restructuring

Career planning is concerned with individuals choosing occupations organizations and positions at each stage of their careers while career development involves helping employees attain career objectives.
Jouana Farlin Seva MA I/O Psyc

Career stages & Career planning


Consist of a sequential work related positions occupied by a person during the course of a lifetime CAREER STAGES 1. The establishment stage (ages 21-26 yrs) 2. The advancement stage (ages 26-40 yrs) 3. The maintenance stage (ages 40-60 yrs) 4. The withdrawal stage (ages 60 years and above)

Setting individual career objectives Assessing ones interest, capabilities, values and goals; examining alternative careers; making decisions that may affect the current job; and planning how to progress the desired direction
Jouana Farlin Seva MA I/O Psyc

INDIVIDUAL Individual career CAREER PLANNING

planningRESOURCES PLANNING HUMAN and human Business objectives and plans Personal objectives and life plans resources planning
Ways to attract, recruit, and orient new talent to the firm

Occupational and organizational choice

Job assignment choice

Methods for matching individuals interests & capabilities with job opportunities

Performance and development planning and review

Ways to help people perform effectively and develop

Retirement

Ways for helping employees prepare for satisfying retirement


Jouana Farlin Seva MA I/O Psyc

Career development
Realistic job preview realistic expectations about the job Job pathing provides a carefully sequence of work assignments leading to a career objective Performance feedback and coaching Assessment centers select and develop employees with high potential for managerial jobs Mentoring establishing a close link between a manager/ someone more experienced and another who is less experienced Developmental training helps employees gain knowledge for training and coaching others Work-life balance planning helps employees better integrate and balance work and home life Job rotation & challenging assignments provides employees with experience & visibility needed for career advancement Dual career accommodations practices for helping employees cope with the problems inherent in dual careers Consultative roles provides late career employees with opportunities to apply their wisdom & knowledge to help other develop their careers.
Jouana Farlin Seva MA I/O Psyc

WORKFORCE DIVERSITY INTERVENTIONS


A General Framework for Managing Diversity

Age Gender Disability Culture and Values Sexual Orientation

Workforce Diversity Dimensions and Interventions


Jouana Farlin Seva MA I/O Psyc

A General Framework for Managing Diversity

External Pressures for and against diversity


Managements Perspectives and Priorities

Strategic Responses

Implementation

Jouana Farlin Seva MA I/O Psyc

Internal Pressures for and against diversity

Workforce Diversity Dimensions and Interventions


WORKFORCE DIFFERENCES Age TRENDS IMPLICATIONS AND NEEDS Health care Mobility Security INTERVENTIONS

Median age up Distribution of ages changing

Wellness program Job design Career planning & development Rewards systems Job design Fringe benefits rewards

Gender

Percentage of women increasing Dual-income families Increasing number of people increasing in workforce

Child care Maternity/paternity leave Single parents Job challenge Job skills Physical space Respect & dignity Flexible organizational policies Autonomy Affirmation Respect Discrimination

Disability

Performance management Job design Career planning & development Career planning & development Employee involvement Rewards systems Equal employment opportunities Fringe benefits Education & training

Culture & values

Rising number of immigrant workers Shift in rewards

Sexual orientation

Increasing number of single sex households More liberal attitudes toward sexual orientation
Jouana Farlin Seva MA I/O Psyc

Employee wellness interventions


1. Employee Assistance Programs primarily reactive efforts that identify, refer & treat employee problems
The Employee Assistance Program Model

2. Stress Management concerned with helping employees cope with the negative consequences of stress at work

Jouana Farlin Seva MA I/O Psyc

Employee Assistance Program Model


1. 2. 3. Identification & referral EAP office Treatment

Implementing an EAP
1. 2. 3. 4. 5. 6. 7. Develop an EAP policy and procedure Select and train a program coordinator Obtain employee/union support for the EAP Publicize the program Establish relationships with health care providers Schedule EAP training Continually administer and manage the plan

Jouana Farlin Seva MA I/O Psyc

Stress Management Programs


Stress reaction of people to their environment Occupational stressors Individual differences Diagnosis & Awareness of stress & its causes Charting stressors Alleviating stressors & coping with stress Role clarification Supportive relationships Stress inoculation training Health facilities
Jouana Farlin Seva MA I/O Psyc

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