career management

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Career Planning &

Development


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Career Planning and Development

• Organizational Initiatives

• Individual (employee) Initiatives


Organizational Organizational InitiativesInitiatives

1.A job posting system

2.Mentoring activities

3.Career resource centers

4.Managers as career counselors


5.Career development workshops

6.Human resource planning and

forecasting

7.Performance appraisals

8.Career pathing programs.

Organizational Organizational InitiativesInitiatives


1.Job posting system

• Job posting is an organized process that allows

employees to apply for open positions within the

organization.

• They can respond to announcements and postings

of positions and then be considered along with

external candidates.


2. Mentoring activities

• The primary purpose of a mentoring system

is to introduce people to the inner network of

the organization, which may assist them in

their career advancement.


• Mentoring systems help clarify the ambiguous

expectations of the organization, provide

objective assessment of the strengths and

weaknesses of new employees, and provide a

sounding board for participants.

2. Mentoring activities


• A career resource center returns the

responsibility of career development to the

employee.

• The center offers self-directed, self-paced

learning, and provides resources without

creating dependence on the organization.

3. Career resource centers


• Career development works only if employees

accept responsibility for their own careers.

• One of the fundamental goals of career

development is to help facilitate career decision

making, which helps to develop career

exploration and evaluation competencies.



• The primary services provided at career resource

centers are : educational information, career

planning, and personal growth, and job-finding

skills.



4. Managers as career counselors

• This initiatives bring several unique advantages to the

career counseling role. Managers:

• can make realistic appraisals of organizational

opportunities

• can use information from past performance

evaluation to make realistic suggestions concerning

career planning

• have experienced similar career decisions and can

be empathetic toward the employee


5. Career development workshop

• Career development workshop is

designed to encourage employees to

take responsibilities for their careers.

• Employees can reflect on their present

occupation in order to determine their

level of satisfaction.



• Thus, workshops and seminars are

excellent vehicle for orienting employees

to career/life planning, a major

component of career development.



• Workshops and seminars seeks to address several basic

questions:

• Where are you in your career and your life?

• What are your goals, interests, values, choices, and

skills?

• Where do you want to be in your career in the future?

• What are your career options?



• What knowledge and skills do you need to attain your

goals?

• How do you plan to gain knowledge and skills?

• Is your plan realistic? What are the obstacles? What

obstacles are self-imposed?

• What is your commitment to developing your career?


6. Human resource planning

and forecasting

• Human resource planning is viewed

process of analyzing an organization's

human resource needs under changing

conditions and developing the activities

necessary to satisfy these needs.


6. Human resource planning

and forecasting

• From the analysis of needs, priorities can

be determined and human resources can

be allocated to satisfy existing future

needs through career management.


7. Performance

appraisal

• Performance appraisals are a tool HRD

practitioners can use to guide and direct

future growth opportunities for

employees.

• This should aid in the development of a

person's career as well as enhance

communications and understanding.


8. Career Path

• Career path is the sequencing of work

experiences, usually different job assignments, in

order to provide employees with the opportunity

to participate in many aspects of a professional

area.

• For example, in order for a salesperson to move

up the ladder to regional manager, it is important

that he or she understand all aspects of the job.


8. Career Path

• Therefore, a career path in sales might include a

period of time in sales, account supervision, and

district management.

• By experiencing each of these related but

different occupations, the employee can develop

a better understanding of the broad role of

regional manager.


Historical Organizational Behavioral

Past patterns of career progression; how the incumbents got where they are

Paths defined or dictated by management to meet operating needs; progression patterns that fit prevailing organizational needs

Paths that are logically possible based on analysis of what activities are actually performed on the job

Actual paths created by the past movement of employees among management jobs

Paths determined by prevailing needs for staffing the organization

Rational paths that could be followed willingly

Perpetuates the change: way careers have always been

Reflects prevailing management values and atti tudes regarding careers

Calls for change; new career optionsUsed as a basis for career planning

Used as basis for promotions and transfers

Usually consistent with job evaluation and pay practices

Used as a basis for career planning

Basis is informal, traditional Basis is organizational need, management style, expediency

Basis is formal analysis and definition of options

Three Types of Career Path


Individual InitiativesIndividual Initiatives

1.Career Planning

2.Career Awareness

3.Career Resource Center

Utilization

4.Interests, Values, and

Competency Analysis


1. Career Planning

• Career planning is the process of setting

individual career objectives and creatively

developing activities that will achieve them.

• Career planning can also be seen as a

personal process, consisting of three criteria:

(1) broad life planning, (2) development

planning, and (3) performance planning


1. Career Planning

• The HRD practitioner has an obligation to

encourage as well as provide for the utilization

of career planning on the part of employees.

• Career planning is the employee's counterpart

to the organization's overall human resource

planning activity.


2. Career Awareness

• Employees are ultimately responsible for the

development of their own careers.

• Employees control decisions such as whether to

remain in the organization, whether to accept

specific occupational assignments, whether to

perform at acceptable levels, and even whether to

engage in personal growth activities through

training or professional continuing education.


• The role of the HRD practitioner is to provide the

means and the information to assist in personal

career decision making.

• HRD practitioners must develop a climate and

culture that is conducive for growth, one that

encourages career development.

2. Career Awareness


• Employees, in turn, should take advantage of that

climate and be aware of the important

components of career development.

• They need to construct plans that will enable

them to accomplish their career goals, analyze

potential career areas, and determine if they

possess the skills, competencies, and knowledge

necessary to be considered serious candidates

for such positions.

2. Career Awareness


3. Career Resource Center

• Most career resource centers provide occupational

guides, educational references, career planning

guides, and computer programs aimed at assisting

employees in determining their career interests,

values, and competencies.


3. Career Resource Center

• These materials increase the effectiveness and

efficiency of career planning and provide

employees with alternative approaches to career

development.


4. Interests, Values, and Competencies Analysis

• The Strong-Campbell Interest Inventories, The

Self-Directed Search, and VISTA (ACT) are

examples of interest inventories designed to

provide employees with important information

about their career interests, values, and

competencies.


4. Interests, Values, and Competencies Analysis

• These tests are easily administered and can

provide the vital baseline data essential in

career planning and career enhancement.


Source of Reference/Recommeded Further Reading:

Jerry Gillet and Steven Eggland, Principles of Human Principles of Human

Resource DevelopmentResource Development, Perseus Books Group. You can obtain this excellent book at this link :http://www.amazon.com/Principles-Human-Resource-

Development-Gilley/dp/0738206040/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1219799658&sr=1-1

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