13 terms
Human Resource Management Chapter 9 Talent, Careers, Development
14th edition. Valentine. Mathis. Jackson
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strategic talent management
the process of identifying the most important jobs in a company that provide a long-term competitive advantage, and then creating appropriate HR policies to develop employees so that they can effectively work in these jobs.
high-pos
individuals who show high promise for advancement in the organization
succession planning
preparing for the inevitable movements of personnel that creates holes in the hierarchy that need to be filled by other qulaified individuals
make or buy
develop competitive Human resources or hire individuals who are already developed from somewhere else
organization-centered career planning
career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization. (moving from sales person, to district rep, to regional rep...)
individual-centered career planning
career planning that focuses on an individual's responsibility for a career rather than on organizational needs
dual-career ladder
system that allows a person to advance up either a management or a technical/professional ladder.
glass ceiling
situation in which women fail to progress into top and senior management positions
repatraition
planning, training, and reassignment of global employees back to their home countries
coaching
observation with feedback
job rotation
process of moving a person from job to job
sabbatical
time off the job to develop and rejuvenate oneself
management mentoring
relationship in which experienced managers aid individuals in the earlier stages of their careers