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Career Management and Development

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1. When you think about the term 'career,' what comes to your mind? Werner ... Questions ... Protean career individuals must reinvent their careers over ... – PowerPoint PPT presentation

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Title: Career Management and Development


1
Career Management and Development
  • Chapter 12

2
Questions for Discussion
  • 1. When you think about the term career, what
    comes to your mind?

3
Questions for Discussion 2
  • 2. What is meant by the idea of a new
    employment relationship?

4
Questions for Discussion 3
  • 3. Does it make sense to speak of careers and
    career planning in todays business environment?

5
Questions for Discussion 4
  • 4. What are the typical issues employees face as
    they progress through their careers?

6
Questions for Discussion 5
  • 5. What types of career development activities
    are actually used?

7
HRD and Career Development
  • Understanding employee careers
  • Influencing those careers
  • Changing KSAOs to reflect changes in environment
  • Assist employees in preparing for new work and
    enhance their employability

8
The New Employment Relationship
  • OLD
  • If competent and reliable, job for life
  • Entitlement mentality
  • Paternalistic companies
  • Loyalty expected up and down
  • NEW
  • No promise of
  • Survivability
  • Nonacquisition
  • Room for promotion
  • Job until retirement
  • Money for your pension
  • Undying loyalty up or down

9
Results of New Relationship
  • Individuals responsible for their own development
  • Must demonstrate value added to company
  • Must understand nature and nuances of business

10
Employers Should
  • Provide opportunities for development
  • Allow for employee participation in
  • Decision making
  • Career management
  • Performance-based compensation

11
What is a Career?
  • The property of an organization or occupation
  • Progression and increasing success
  • Status of a profession
  • Involvement in ones work
  • Stability of persons work pattern

12
Career Defined
  • The pattern of work-related experiences that
    span the course of a persons life.
  • Includes objective and subjective views of work

13
Relationship of Career to Nonwork Activities
  • Must consider all of persons skills, abilities,
    and interests
  • Also must look at family and societal influences

14
Career Development
  • An ongoing process by which individuals progress
    through a series of stages, each of which can be
    characterized by relatively unique set of issues,
    themes and tasks.

15
Career Planning
  • A deliberate process of
  • Becoming aware of
  • Self
  • Opportunities
  • Constraints
  • Choices
  • Consequences
  • Identifying career-related goals
  • Working to attain career goals

16
Career Management
  • Process of preparing, implementing and
    monitoring career plans undertaken by the
    individual alone or in concert with the
    organizations career systems.

17
Spectrum of Career Development Activities
By Permission Hall (1986)
18
Stages of Life and Career Development
  • Stage views of adult development
  • Erik Erickson
  • Daniel Levinson

19
Eriksons Stages of Life
  • Basic trust vs. mistrust
  • Autonomy vs. shame and doubt
  • Initiative vs. guilt
  • Industry vs. inferiority
  • Identity vs. role confusion
  • Intimacy vs. isolation
  • Generativity vs. stagnation
  • Ego integrity vs. despair

20
Levinsons Eras or Seasons of Life (Figure 12-2)
By Permission Levinson, et al (1978)
21
Stage Views of Career Development
  • Traditional model of career development
  • Five stages in Greenhaus et al. model
  • Preparation for Work (025)
  • Organizational Entry (1825)
  • Early Career (2540)
  • Midcareer (4055)
  • Late Career (55retirement)

22
Other Views of Career Development
  • Protean career individuals must reinvent their
    careers over time (Hall Mirvis)
  • Multiple career concept model
  • Linear steady movement up the hierarchy
  • Expert devotion to expertise within an
    occupation
  • Spiral periodic moves across related
    occupations
  • Transitory frequent moves across different jobs
    or fields

23
A Model of Career Management
By Permission Greenhaus, et al (2000)
24
Summary of Career Management Activities
  • Career exploration
  • Awareness of self and environment
  • Goal setting
  • Strategy development
  • Strategy implementation
  • Progress toward goal
  • Feedback from work and nonwork sources
  • Career appraisal

25
Organizationally Oriented Career Management Models
  • Pluralistic approach (Brousseau et al.)
    aligning individual and organizational interests.
  • Systems view (Nicholson)
  • People system
  • Job market system
  • Management and information system
  • Team-based career development (Cianni Wnuck)

26
Roles in Career Management
  • Who is responsible for career development?
  • Individual
  • Manager
  • HRD professional/career counselor
  • For all, it is a cyclical and continuing process

27
The Individuals Role
  • Knowing What
  • Knowing Why
  • Knowing Where
  • Knowing Whom
  • Knowing When
  • Knowing How

28
Managers Responsibilities
  • Coaching
  • Appraising
  • Advising
  • Referring

29
HRD Professionals Responsibility
  • Includes career development professional
  • Recognize individual's career ownership
  • Be a broker for career development (CD)
  • Develop expertise in CD and assessment
    technologies
  • Create support and info for individual efforts
  • Promote work planning over career planning
  • Promote learning through work
  • Be interventionist
  • Promote mobility and lifelong learner
  • Use existing resources

30
Career Development Practices and Activities
  • Self-assessment activities
  • Self-Directed Search (Holland)
  • What Color is Your Parachute? (Bolles)
  • Other workbooks and workshops
  • Individual counseling
  • Career planning and advancement
  • Outplacement
  • Preretirement counseling

31
Career Development Practices and Activities 2
  • Internal labor market information
  • Job posting
  • Career paths
  • Skills inventory

32
Organization Potential Assessment
  • Assessing individuals to ensure they are
    available and qualified to fill key positions
    when they become vacant
  • Assesses promotability of employees
  • Managerial
  • Professional
  • Technical
  • Assessments of organizational potential
  • Potential ratings
  • Assessment centers
  • Succession planning

33
Career Development Practices and Activities 3
  • Developmental programs
  • Job rotation
  • Mentoring
  • Assessment centers (used for both evaluating
    potential and developing employees)

34
Current Issues in Career Development 1
  • Developing career motivation (M. London)
  • Career resilience the ability to resist career
    barriers or disruptions
  • Career insight realistic perceptions about
    ones career goals
  • Career identity the extent to which people
    define themselves by their work

35
Current Issues in Career Development 2
  • Career plateaus
  • The likelihood of future advancement or promotion
    is very low
  • Important to look at the individuals perceptions
    of being plateaued i.e., how they feel about
    their situation (G. Chao)
  • Can one be successfully plateaued?
  • Look at Table 12-8

36
Current Issues in Career Development 3
  • Career development for nonexempt employees
  • If we are serious about our definition of a
    career, then career development should not focus
    primarily on salaried employees.
  • Not much research on career issues for
    blue-collar and other nonexempt-level employees
  • Examples Corning and Lockheed Marine

37
Current Issues in Career Development 4
  • Enrichment Career development without
    advancement
  • Build additional expertise into an employees
    current area of work e.g.,
  • Retraining
  • Certification programs
  • Mastery paths
  • Job transfer or rotation (without a promotion)

38
Current Issues in Career Development 5
  • Work/Life Balance Issues conflicts that arise
    between work and nonwork issues e.g.,
    work-family conflict
  • Good news Organizations are paying more
    attention to issues of work/life balance.
  • Concern The costs of success, e.g., career
    success/personal failure. Many successful people
    feel highly alienated from their own values, and
    from their families because of the demands of
    their careers (Korman Korman, 1981).

39
Effective Career Development Systems
  • Need a systems approach to career development
    (Gutteridge et al., 1993)
  • Identify needs for career development
  • Build a vision for change
  • Develop a plan for action
  • Implement for impact and longevity
  • Evaluate and maintain results

40
How to Improve Career Development Efforts 1
  • Integrate career planning with the organizations
    strategic planning efforts.
  • Strengthen the linkages between career
    development and other HR systems.
  • Increase the openness of career development
    systems (i.e., less secretive).
  • Enhance the role of managers in career
    development.
  • Expand team-based development efforts.

41
How to Improve Career Development Efforts 2
  • Increase the use of on-the-job development
    efforts (rather than one shot training).
  • Encourage job enrichment and lateral job
    movement.
  • Identify and develop transferable job
    competencies.
  • Include personal values and lifestyle assessments
    within career development activities.

42
How to Improve Career Development Efforts 3
  • Implement a wide variety of approaches to
    accommodate different learning styles.
  • Link career development to the organizations
    quality (TQM) initiatives.
  • Expand the measurement and evaluation of career
    development activities.
  • Continue to study best practices in career
    management and development in a global context.

43
Summary
  • The best career development is likely to be
    done...
  • In the context of a systems approach
  • As a joint effort between
  • You
  • Your manager
  • HRD/Career professional
  • You need to be proactive in managing your own
    career
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