4. managing careers

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Managing Careers

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This chapter will help to

1. Compare employers traditional and career planning -oriented HR focuses

2. Explain the employees managers and employerscareer development roles

3. Describe the issues to consider when makingpromotion decisions

4. Describe the methods for enhancing diversity throughcareer management

5. Answer the question: How can career developmentfoster employee commitment?

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The Basics of Career Management

Career The occupational positions a person has had overmany years.

Career management

The process for enabling employees to betterunderstand and develop their career skills andinterests, and to use these skills and interests moreeffectively.

Career development The lifelong series of activities that contribute to apersons career exploration, establishment,success, and fulfillment.

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The Basics of Career Management

Career planning The deliberate process through which someonebecomes aware of personal skills, interests,knowledge, motivations, and other characteristics;and establishes action plans to attain specificgoals.

Careers today Careers are no simple progressions of employment

in one or two firms with a single profession. Employees now want to exchange performance for

training, learning, and development that keepthem marketable.

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Traditional Versus Career Development Focus

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees ManageCareers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.

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EmployeeCareer

Development Plan

Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003. 6


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The Individual

Accept responsibility for your own career.

Assess your interests, skills, and values.

Seek out career information and resources. Establish goals and career plans.

Utilize development opportunities.

Talk with your manager about your career.

Follow through on realistic career plans.

The Manager Provide timely performance feedback.

Provide developmental assignments and support.

Participate in career development discussions.

Support employee development plans.

The Organization

Communicate mission, policies, and procedures.

Provide training and development opportunities.

Provide career information and career programs.

Offer a variety of career options.

Roles in Career

Development

Source: Fred L. Otte and Peggy G. Hutcheson,Helping Employees Manage Careers (UpperSaddle River, NJ: Prentice Hall, 1992), p. 56.

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Choosing a Mentor

Choose an appropriate potential mentor.Dont be surprised if youre turned down.

Be sure that the mentor understands whatyou expect in terms of time and advice.

Have an agenda.

Respect the mentors time.

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The Employers Role in CareerDevelopment

Realistic job previews

Challenging first jobs

Career-oriented appraisals

Job rotation

MentoringNetworking and interactions

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Innovative Corporate CareerDevelopment Initiatives

Provide each employee with an individual budget.

Offer on-site or online career centers.

Encourage role reversal.

Establish a corporate campus. Help organize career success teams.

Provide career coaches.

Provide career planning workshops

Utilize computerized on- and offline career developmentprograms

Establish a dedicated facility for career development

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SampleAgenda

Two-DayCareer

PlanningWorkshop

Source: Fred L. Otte andPeggy Hutcheson, HelpingEmployees Manage Careers(Upper Saddle River, NJ:Prentice Hall, 1992), pp. 22 23. In addition to careerdevelopment training andfollow-up support, First USABank has also outfittedspecial career developmentfacilities at its work sites thatemployees can use oncompany time. Thesecontain materials such ascareer assessment andplanning tools.

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Managing Promotions

Making promotion decisions Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure

Competence? Decision 3: Is the Process Formal or Informal? Decision 4: Vertical, Horizontal, or Other?

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Managing Transfers

Employees reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location)

Greater advancement possibilitiesEmployers reasons for transferring employees To vacate a position where an employee is no longer

needed. To fill a position where an employee is needed. To find a better fit for an employee within the firm. To boost productivity by consolidating positions.

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Enhancing Diversity through CareerManagement

Sources of bias and discrimination in promotiondecisions Having few people of color employed in the hiring

department The old -boy network of informal friendships A lack of women mentors A lack of high-visibility assignments and

developmental experiences (glass ceiling) A lack of company role models for members of thesame racial or ethnic group

Inflexible organizations and career tracks14


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Enhancing Womens and Minorities Prospects

Eliminate institutional barriers

Improve networking and mentoring

Eliminate the glass ceiling

Institute flexible schedules and careertracks

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Career Management and EmployeeCommitment

The New Psychological Contract Old contract: Do your best and be loyal to us,

and well take care of your career.

New contract: Do your best for us and beloyal to us for as long as youre here, and wellprovide you with the developmental

opportunities youll need to move on and havea successful career.

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Career Management and EmployeeCommitment

Commitment-oriented career developmentefforts Career development programs

Career workshops that use vocational guidancetools (including a computerized skills assessmentprogram and other career gap analysis tools) to helpemployees identify career-related skills and thedevelopment needs they possess.

Career-oriented appraisals Provide the ideal occasion to link the employees

performance, career interests, and developmentalneeds into a coherent career plan.

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Retirement

Retirement The point at which one gives up ones work,usually between the ages of 60 and 65.

Preretirement practices

Explanation of Social Security benefits Leisure time counseling Financial and investment counseling Health counseling Psychological counseling Counseling for second careers Counseling for second careers inside the company

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SamplePerformance

ReviewDevelopment

Plan

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Managing Your Career


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Identify Your Career Stage

Growth stageExploration stageEstablishment stage

Trial substage Stabilization substage Midcareer crisis substage

Maintenance StageDecline Stage

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Identify Your OccupationalOrientation

Realistic orientationInvestigative orientation

Social orientation

Conventional orientation

Enterprising orientation

Artistic orientation

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Choosing an OccupationalOrientation

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Example of Some Occupations thatMay Typify Each Occupational

Theme

Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want , Fortune , March 2, 1998, p. 211.24


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Identify Your Career Anchors

Career anchor A concern or value that as a person you will notgive up if a [career] choice has to be made.

Typical career anchors Technical/functional competence Managerial competence

Creativity Autonomy and independence Security

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Finding the Right Job

Do Your Own Local ResearchPersonal Contacts

Answering Advertisements

Employment AgenciesExecutive Recruiters

Career Counselors

Executive Marketing Consultants

Employers Web Sites

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Writing Your Rsum

Introductory InformationJob Objective

Job Scope

Your Accomplishments

Personal Data

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Handling the Interview

Prepare, Prepare, PrepareUncover the Interviewers Needs

Relate Yourself to the Persons Needs

Think Before Answering

Make a Good Appearance and ShowEnthusiasm

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4. managing careers

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