Presented by

Pratap Kumar Pathak

What is a Career?

A career is defined as all the jobs/occupations /positions

occupied by a person during his learning, working and other job-

related lives.

CareerProgress or general course of action of a

person in some profession.

Specific jobs that a person performs, the kinds of responsibilities and activities that comprise those jobs, movements and transitions between jobs.

Types of A Career

Career System"Career system is described as devising an

organizational system of career movement and growth opportunities from the point of entry of an individual in employment to the point of retirement."

"Career system includes the process of synthesizing and harmonizing the needs of the organization with the innate aspirations of the employees, so that while the later realize self-fulfillment, the organizational effectiveness is improved."

Career Management

Active and purposeful management of a career by an individual.

Combination of structured planning and the active management choice of one’s own professional career.

Individual and Career Choice

Career Support Mechanisms

Career PlanningProcess of re-assessing individual learning, planning

and development over a period of time.

Types of Career SystemOpen Career

Open competition: Lateral and inter-serviceCareer flexibilityCross-section of skills and competenciesHorizontal career spanUnspecified career pathMotivation for competition

Closed CareerClosed competition: Intra-service and in-service Job-experience basedVertical career spanSpecified career pathMotivation for performance

Position-based Career and Rank-based Career

Permanent and Temporary CareersOrganizational and Job-specific Careers

Career DevelopmentCareer Development is a “continuous lifelong

process of developmental experiences that focuses on seeking, obtaining and processing information about self, occupational and educational alternatives, life styles and role options”

"Career development is progression of an employee in a job. It is supported by occupational development, continued association with the job and organization, job satisfaction, professionalism and commitment."

Career Development

Lifelong process of managing learning, work, leisure, and transitions in order

to move toward a personally determined and evolving preferred

future.

In organizational development, career development looks athow individuals manage their careers within and

between organizations and, how organizations structure the career progress of their

members, it can also be tied into succession planning within some organizations

In personal development, career development isthe lifelong psychological and behavioral processes as

well as contextual influences shaping one’s career over the life span. As such, career development involves the person’s creation of a career pattern, decision-making style, integration of life roles, values expression, and life-role self concepts.

Strategic Goals of Career DevelopmentMatching individual and organizational

goalsIdentify career opportunities and

requirementsEnhance career development opportunitiesDevelop and utilize employee potential

Theories of Career DevelopmentStructural Theories: focus on individual characteristics and

occupational tasksTrait Factor - Matching personal traits to occupations-Frank Parsons

and Williamson (1920’s) John Holland’s Theory of Career Choice – Interaction between

personality and environmentBandura’s Social Cognitive theory of career choice – Connection of

outcome expectations and personal growth that influence career choice – Supported by Lent, Brown and Hackett

Psychological - Personality types matching work environment- Holland (1980’s)

Developmental Theories: focus on human development across life spanSocial Learning – John D. KrumboltzDecision - Situational or Sociological- Bandura ( Self Efficacy-1970’s)Developmental - Self Concept over life span-Donald Super (1950’s)

Constructivist Theories – M. L. Savickas and Vance PeavyIndividuals create or construct their own meaning and

reality of the world through the experiences they haveConstruction of career through interpretations through

perceptions and actions of responsePeople are self-organizing and self-critical

Career Development Process

Career Development CycleGrowth Stage

Beginning of learning behaviours: Fantasy, Interests, CapacityExploratory Stage

Identification of gaps: Organizational needs and the individual competency

Learning and induction Adapting and setting

Establishment Stage Performance feedback, opportunities for training and promotion

Maintenance Stage Motivation, encouragement, expertise use

Development Stage Planning for career upliftment Improvement in occupational skills and knowledge Capacity development Expertise development

Career shifting StageSearch for challenging careerUtilisation of knowledge, skills and experiencesProfessional networking

Declining or Career Reinvention StagePreparedness for retirementLate career managementFreelancing skills

Instruments and Tools of Career DevelopmentJob reengineeringPromotion and advancementPlacement and transfer appropriationsCompetitive examinations for career upliftment and

career shiftsPerformance based career systemsSenior Executive Development ProgrammeSuccession planning and groomingLeadership assessment mechanismCareer counseling and vocational guidanceLate career management and career workshops

Career Development in Nepalese Civil Service

Unified service at leadership positions

Grouping/sub-grouping of different services as specialized career system

Open and closed career pathsDiverse promotion system:

Performance-based, time-bound and competitive examination system

Competitive lateral entrySocially inclusive reservation in

entry positions

Placement and transferSenior Executive

Development ProgrammeBasic training, advanced

and professional trainingInternational training and

capacity development opportunities

Leadership assessment mechanism

Performance appraisal system

Basic Requirements for Effective Career DevelopmentStrategic Requirements

Policy support Career development strategy and plan

Structural Requirements Professionally competent CPA

Systemic and Methodological Requirements Appropriate legal mechanism Career planning and career management systems Harmony between organization purpose, employees ability and professional

development, and career system Introduction of succession planning and leadership assessments Human resource information system

Behavioural Requirements Work motivation and morale Involvement of experts and employees in designing career system

Emerging Trend of Public Management

Civil Service EffectivenessSatisfying citizens: People effectivenessConstitutionalism- supporting the values implicit in

government and political system: Political theoretical effectiveness

Effectiveness in achieving the goals of government and competently leading development management: Developmental effectiveness

Competence in the performance of all public institutions: Managerial effectiveness

Gaining global confidence and recognition: Global effectiveness

Moral and ethical effectiveness for ensuring fairness, justice and professional neutrality

Innovation effectiveness for research-based and timely reforms and transformation

Civil Service and Global Challenges of 21st CenturyBuild administrative and managerial capacity for societal transformation

in the areas of democratization, the free market economy, security and political alliances.

Explore the potential for innovative institutional arrangements, such as public-private collaboration/partnerships.

Develop innovative administrative and operational responses to trans-boundary global problems, such the environment, terrorism, HIV/AIDS, ethnic conflict, and drug abuse.

Integrate international, comparative knowledge and approaches into public administration training and all sectors of government.

Respond to global economic interdependence by expanding professional, scientific, and cultural exchanges worldwide.

Civil Service Challenges

Civil Service Analysis

Civil Service: Traditional and Career Development Focus

Civil Service Activity

Traditional Focus Career Development Focus

Human Resource Planning

Jobs and related competencies Interests and preferences

Training and Development

Job related capacity development

Dynamism and competitiveness

Performance Appraisal

Performance rating Planning for improvements

Recruitment and Placement

Matching organization’s needs with qualified persons

Harmonizing employee’s career interests

Compensation and Benefits

Rewarding jobs accomplished Non-job-related competencies and achievements – innovation and creativity

Competitiveness

Comparative concept of ability and performance of individual or

group/team to produce and deliver goods and services in a given market with enhanced productivity, quality

and satisfaction.

Influencing Factors for Competitive PerformanceGlobalization impactsGlobalization impactsGrowing citizen aspirationsGrowing citizen aspirationsGood governance and Effective/competitive public Good governance and Effective/competitive public

service deliveryservice deliveryRealization of social inclusion and social relevanceRealization of social inclusion and social relevanceAdvancement in technology and development of Advancement in technology and development of

information and communication technologyinformation and communication technologyNeed for governance effectiveness through Need for governance effectiveness through

entrepreneurial quality and New public management entrepreneurial quality and New public management concernsconcerns

Transformational need of private sector competenceTransformational need of private sector competenceSatisfaction of international development communitySatisfaction of international development community

Determinants of Competitive AbilityEfficiencyProductivityQualitySatisfactionContinuous

Improvement

KnowledgeSkill and competencyInformationTechnologyInnovation

Competitive Performance

Competitive Performance

Strategic achievementResult focusInnovation and creativityEntrepreneurial qualityMarket satisfactionManagement of changeCollaboration and partnerships

Desirable Values for Competitive AbilityProfessional qualityTransparency and accountabilityCitizen empowermentHigh quality service for citizensSocial equity and justiceEthics and moralityCompetition and collaborationGlobal standard concerns

Management Competency

Competency is the composite of vital behavioral skills, knowledge and personal attributes that are translations of organizational capabilities and are deemed essential for success. They distinguish exemplary performers from adequate performers.

Key Components of Career CompetencySkillKnowledgePersonal attributesBehaviourRelationshipNetwork and linkages

Talent Management in Civil Service

Managerial Competencies for Global CompetitivenessAccess to and absorbing new knowledgeIntegrating multiple streams of knowledge

and skillsSharing across cultures and performance

systemDeploying competence across jobs and

organizationsVirtual networking of skills and

competencies

Cross-cutting Issues and Civil Service CompetitivenessHuman rights and rights-based developmentHumanitarian standards in response to citizensPeace building and management of conflictsState restructuring and federalismDecentralizationSocial inclusion and diversity managementGlobalization and economic liberalizationPublic-private partnerships

Instruments and Tools of Developing Competitive AbilityStrategic managementTransformational leadership developmentSenior executive developmentAdvanced trainingLeadership assessmentGrooming and succession planningTeam building

Cultural Transformation for Competitive Ability

Performance Management and Competitive AbilityPerformance PlanningPerformance standardizationPerformance appraisalPerformance evaluationPerformance improvementPerformance developmentPerformance-based pay and incentive

system

Civil Service Readiness for Competitive AbilityStrategic Readiness

Strategic management capabilityStructural Readiness

Functional, cost-effective and right-sized structures;

Virtually networked and participatory structures; and

Job reengineering for better outputs should be in place.

Systemic and Methodological Readiness

strategic management, conflict management capability, effective service delivery through dynamic

linkages, management of change capacity, performance management and participative

methods should be institutionalized. analysis of all the jobs of civil service because of

accommodating the expected changes and facing the potential challenges with the purpose of achieving efficiency and better utilization of the existing human capability of civil service.

Behavioural ReadinessTransparency and accountability, performance culture, serving attitude, citizen

relations, Politico-administration synergy, Professional competence and value for

competition should be internalized. As the cross-cutting concerns, right-choice-

voice of citizens should be placed as the basis of functioning.

Civil service should mainstream social inclusion and workforce diversity, issues of state restructuring, democratic values and norms and peace building.

Approaches to Civil Service ReformThe first one is protection approach, which

maintains that civil service resembles a grand corporation that is characterized by uniform grading, protection and benefit systems. (Anti-competitiveness drive)

The second approach considers civil service as a competitive labour market, where individual agencies act as firms that compete for a quality workforce. This is referred to as the flexibility approach. (Enabling drive)

The next one is performance approach with due attention to quality delivery and result-orientation. (Competitiveness drive)

Another approach is Developmental approach that asks for developing the capacity of civil service to satisfy the environment. (Developmental drive)

Performing Civil ServiceMission and strategyReinforcing core public service valuesTransformative LeadershipReengineered organizationPolitical and regulatory aspectsEffective service delivery and citizen controlCollaborative and partnering networksResult-based management and Result-focused

resource managementManagement of change and transformationAccountability to performance and resultsProfessional ethics and morality

Civil Service Reform and Competitive Ability

Critical Issues of Civil Service in Development of Competitive AbilityWeak strategic orientationWeak strategic orientationResistance to change and developmentResistance to change and developmentStatus quo tendencyStatus quo tendencyLack of political support and ownershipLack of political support and ownershipMissing professionalismMissing professionalismLow level of Civil service readiness: Low level of Civil service readiness:

Motivational issuesMotivational issuesCulture of protection rather than culture of Culture of protection rather than culture of

performanceperformance