Human Resources Management in

Canada
Fifteenth Canadian Edition

Chapter 9
Career and Management
Development

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Learning Objectives
9.1 List and briefly discuss the importance of the steps in
leading organizational change.
9.2 Discuss new approaches to career development, and
analyze the factors that affect career choices.
9.3 Recommend how to manage transfers and promotions
more effectively.
9.4 List and briefly discuss four management or leadership
development methods.

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Where Are We Now … Ellipsis

This chapter is about developing employees’ skills, abilities,

and knowledge in core areas that extend past an individual’s
job, and it helps change an individual’s behaviour, beliefs,
and attitudes. In addition, this chapter explores the concept
of how individuals are increasingly responsible for their own
career management.

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Managing Organizational Change
Programs (1 of 7)
• Companies often find it necessary to change how they do
things.
• Reorganizations fail for a variety of reasons such as the
following: employees resist the changes, insufficient
resources are devoted to the effort, individual productivity
declines as employees become distracted, leaders resist
the changes, the organization chart changes but the
people are still working the same, and the purpose for the
change is not clear.

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Managing Organizational Change
Programs (2 of 7)
Lewin’s Change Process
• A model for the basic process for implementing change
with minimal resistance. Three steps:
1. Unfreezing – reducing the forces that are striving to
maintain status quo.
2. Moving – developing new behaviours, values, and
attitudes.
3. Refreezing – reinforcing the new way of doing things.

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Managing Organizational Change
Programs (3 of 7)
Process for Implementing Change:
1. Establish sense of urgency throughout the organization.
2. Mobilize commitment through joint diagnoses of problems.
3. Create a guiding coalition.
4. Develop and communicate a shared vision of the benefits and
purpose of the change.
5. Help employees make the change.
6. Aim first for attainable short-term accomplishments.
7. Reinforce the new ways of doing things.
8. Monitor and assess progress.

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Managing Organizational Change
Programs (4 of 7)
Using Organizational Development (O D)
• Organizational Development (O D) is a change process
in which employees themselves formulate and implement
the change that’s required.
• Characteristics of O D:
– Involves action research – collecting internal data for
employees to find problems.
– Applies behavioural science to improve effectiveness.
– Changes the organization in a particular direction.

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Managing Organizational Change
Programs (5 of 7)
Using Organizational Development (O D)
• Survey Research:
– Employee attitude surveys.
– Provide comparative illustration of organization’s
problems.
– Use survey data for action planning.
– Convenient way to unfreeze status quo.

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Managing Organizational Change
Programs (6 of 7)
Table 9.1 Categories of O D Interventions

Human Process Human Resources Management

T-groups Goal setting

Process consultation Performance appraisal

Third-party intervention Reward systems

Team building Career planning and development

Organizational confrontation meeting Managing workforce diversity

Survey research Employee wellness

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Managing Organizational Change
Programs (7 of 7)
Table 9.1 Categories of O D Interventions (continued)

Technostructural Strategic
Formal structural change Integrated strategic management

Differentiation and integration Culture change

Cooperative union–management Strategic change

projects
Quality circles Self-designing organizations
Blank

Total quality management

Blank

Work design

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Career Planning and Development (1 of 15)
• Career is a series of work-related positions, paid or
unpaid, that are specific to an individual that help them
grow in job skills, success, and fulfillment.
• Career development is the lifelong series of activities
(such as workshops) that contribute to a person’s career
exploration, establishment, success, and fulfillment.
• Career planning is the deliberate process through which
someone becomes aware of personal skills, interests,
knowledge, motivations, and other characteristics;
acquires information about opportunities and choices;
identifies career-related goals; and establishes action
plans to attain specific goals.

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Career Planning and Development (2 of 15)
Career Paths:
• Identity-oriented path – employee feels that work is a big
part of own identity.
• Contribution-oriented path – employee is interested in
maximizing contribution to social causes.
• Practice-oriented path – employee is engaged in learning
and mastering work, but not necessarily intensely
emotional about it.

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Career Planning and Development (3 of 15)
Careers Today
• Occupational orientation is the theory that there are six
basic personal orientations that determine the sorts of
careers to which people are drawn.
• Six personality types or orientations:
– Realistic
– Investigative
– Social
– Conventional
– Enterprising
– Artistic

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Career Planning and Development (4 of 15)
Careers Today
• Career development today:
– Job transitions are more frequent.
– Many find they have to reinvent themselves.
– Employee, manager, and the firm all have roles.
– Manager provides timely feedback and offers
developmental assistance.
– Employee has final responsibility.

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Career Planning and Development (5 of 15)
The Psychological Contract
• Unwritten agreement between employers and employees.
• Identifies each party’s expectations:
– Employees expect fair treatment and satisfactory
working conditions.
– Employees are expected to demonstrate good attitude
and follow directions.
• Career planning requires measurement of employees’
attitudes and abilities.

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Career Planning and Development (6 of 15)
Managing Your Career
• Identify career anchors which are concerns or values that
a person will not give up if a choice has to be made.
– Technical/functional.
– Managerial competence.
– Creativity.
– Autonomy and independence.
– Security.
– Service/dedication.
– Pure challenge.
– Lifestyle.

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Career Planning and Development (7 of 15)
Focus on Life Trajectories:
• Shifts in career development thinking:
– From traits and states (internal factors) to context
(external factors).
– From prescriptive to progress – frequent job changes.
– From linear to non-linear – frequent updating of plans.
– From scientific facts to narrative evaluation – self-
assess, interpret and make meaning of life
experiences.
– From describing to modelling – career forecasting
through interacting variables.

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Career Planning and Development (8 of 15)
Roles in Career Development
• The individual:
– Primary responsibility.
– Key skills:
▪ Self-motivation.
▪ Independent learning.
▪ Effective time and money management.
▪ Self-promotion.

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Career Planning and Development (9 of 15)
Roles in Career Development
• The manager:
– Provide timely and objective performance feedback.
– Offer developmental assignments and support.
– Participate in career development discussions.
– Act as a coach, appraiser, advisor, and referral agent.
• The employer:
– Provide career-oriented training and development
opportunities.
– Offer career information and programs.
– Offer a variety of career options.

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Career Planning and Development (10 of 15)
Roles in Career Development
• Networking is an organized process whereby the
individual arranges and conducts a series of formal or
informal meetings with their colleagues and contacts, plus
individuals that they recommend.
• It is a mutual sharing process.
• Its objectives are to let people know about background
and career goals and exchange information, advice, and
referrals.

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Career Planning and Development (11 of 15)
Figure 9.1 Personal Networking Chart

Source: Based on M. Watters and L. O’Connor, It’s Your Move: A Personal and Practical
Guide to Career Transition and Job Search for Canadian Managers, Professionals and
Executives (Toronto, ON: HarperCollins, 2001).
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Career Planning and Development (12 of 15)
Boundaryless Careers and Gig Economy
• Boundaryless careers are careers in which individual
workers take responsibility for their own career
management, changing employers and/or work units
within employers, and rejecting conventional linear career
opportunities.

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Career Planning and Development (13 of 15)
Boundaryless Careers and Gig Economy
• To succeed in a boundaryless career, individuals need to
excel at three main career competencies.
– Know how: secure competencies in specific, in-
demand field.
– Know who: have relevant career networks to get
exposure to employment opportunities.
– Know why: understand their motivation and
professional identity.

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Career Planning and Development (14 of 15)
Continuous Learning Approaches
• The concept of staying current with learning and
knowledge has become increasingly important.
• Rather than approaching education and learning as
something limited to school-aged years, many adults are
enrolled in programs and training outside of the workplace
aligned with their short-term and long-term career goals.

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Career Planning and Development (15 of 15)
Continuous Learning Approaches
• Employees interested in pursuing additional credentials
should also be aware of the relevancy of the additional
credentials to their career aspirations, focus on effectively
communicating the credentials, and keep an updated list
or portfolio of their continuous learning activities.

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Employee Life Cycle and Career
Management (1 of 2)
Managing Transfers
• Employees seek:
– Career advancement.
– Personal enrichment.
– More interesting and convenient work.
• Employers transfer to fill vacant positions or find better fit
for employees.
• Transfers add diversity to job assignments.

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Employee Life Cycle and Career
Management (2 of 2)
Making Promotion Decisions
• Is seniority or competence the rule?
– Focus on differences in abilities.
• How is competence measured?
– Past performance or potential?
• Is the process formal or informal?
– Connections, policies, criteria, performance?
• Is the promotion vertical, horizontal, or other?
– Not necessarily upwards.
– Employee preference may not be upwards.

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Management and Leadership
Development (1 of 6)
• Management development is any attempt to improve
current or future management performance by imparting
knowledge, changing attitudes, or increasing skills.
• Process:
– Assess company’s human resources needs to achieve
strategic objectives.
– Create a talent pool.
– Develop managers:
▪ Impart knowledge, change attitudes, increase skills.
▪ Help attract top talent.

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Management and Leadership
Development (2 of 6)
Succession Planning
• Process through which senior-level and critical strategic
job openings and planned for and filled.
• Steps:
– Establish strategic direction and identify critical jobs.
– Identify core skills and competencies for critical jobs.
– Identify people who have or can acquire core skills
and competencies, providing them with developmental
opportunities.
• Prepare replacement charts once potential successors
have been identified.

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Management and Leadership
Development (3 of 6)
Management Development Techniques
• Developmental job rotation.
• Mentoring.
– Reverse mentoring.
• Coaching/understudy approach.
• Action learning.
• College/university-related programs.
• In-house development centres.
• Behaviour modelling through case study method, role-
playing or management games.

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Management and Leadership
Development (4 of 6)
Leadership Development Techniques
• Traditional command-and-control style is giving way to
leaders who can listen and tolerate mistakes.
• Executive coaches:
– Outside consultants identify strengths and
weaknesses.
– Counsel executive to capitalize on strengths and
overcome weaknesses.
– Use formal assessment prior to coaching.
– Use 360-degree performance feedback to assess
effectiveness of coaching.

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Management and Leadership
Development (5 of 6)
Characteristics of Effective Leadership Development
Programs
• Thorough needs analysis.
• Participation can be mandatory or voluntary.
• Self-administered programs are less effective than trainer-
based programs.
• Practice-based programs are more effective than
information based programs.

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Management and Leadership
Development (6 of 6)
Characteristics of Effective Leadership Development
Programs
• Provide feedback to trainees.
• Onsite programs are generally more effective than offsite.
• Face-to-face is more effective than virtually based.
• As effective for senior-level leaders as for lower-level
ones.

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