career management and development
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Career Management and
Development
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Questions for Discussion
1. When you think about the term
career, what comes to your
mind?
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Questions for Discussion 2
2. What is meant by the idea of a
new employment relationship?
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Questions for Discussion 3
3. Does it make sense to speak of
careers and career planning in
todays business environment?
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Questions for Discussion 4
4. What are the typical issues
employees face as they progress
through their careers?
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Questions for Discussion 5
5. What types of career
development activities are
actually used?
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HRD and Career Development
Understanding employee careers
Influencing those careers Changing KSAOs to reflect
changes in environment
Assist employees in preparing fornew work and enhance their
employability
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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 forpromotion
Job until
retirement
Money for yourpension
Undying loyalty
up or down
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Results of New Relationship
Individuals responsible for their
own development
Must demonstrate value added to
company
Must understand nature ofbusiness
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Employers Should:
Provide opportunities for
development
Allow for employee participation in
Decision making
Career management Performance-based
compensation
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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
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Career Defined
The pattern of work-related
experiences that span the course
of a persons life. Includes objective and subjective
views of work
Choices an individual makesduring a career are determined by
forces within the individual, the
organization and external forces
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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.
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Career Planning
A deliberate process of
Becoming aware of
Self
Opportunities
Constraints
Choices
Consequences
Identifying career-related goals
Working to attain career goals
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Career Management
Process of preparing,
implementing and monitoring
career plans undertaken by the
individual alone or in concert with
the organizations career
systems.
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Spectrum of Career
Development Activities
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Stages of Life and Career
Development
Stage views ofadult development:
Erik Erickson
Daniel Levinson
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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
E o inte rit vs. des air
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Levinsons Eras or Seasons of
Life (Figure 12-2)
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Stage Views of Career
Development
Traditional model of careerdevelopment
Five stages in Greenhaus et al.
model:
Preparation for Work (025)
Organizational Entry (1825)
Early Career (2540)
Midcareer (4055)
Late Career (55retirement)
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Other Views of Career
Development Protean career individuals must reinvent
their careers over time (Hall & Mirvis)
Multiple career concept model:
Linear steady movement up thehierarchy
Expert devotion to expertise within anoccupation
Spiral periodic moves across relatedoccupations
Transitory frequent moves across
different jobs or fields
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A Model of Career
Management
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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
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Organizationally Oriented
Career Management Models
Pluralistic approach (Brousseau et al.)aligning individual and organizationalinterests.
Systems view (Nicholson):
People system-selecting & motivating
Job market system-structure for
developmental opportunities Management and information system-
exchange of people, ideas andinformation
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Team-based career development
(Cianni & Wnuck)
Basic attributes:-
Team members serve as role models
Team reward behaviors enhance teamperformance, personal growth anddevelopment
Team determine training opportunities Team moves collectively
Organization evaluates the team.
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Roles in Career Management
Who is responsible for career
development?
Individual
Manager
HRD professional/careercounselor
For all, it is a cyclical and
continuing process
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The Individuals Role
Knowing What
Knowing Why
Knowing Where
Knowing Whom
Knowing When
Knowing How
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Managers Responsibilities
Coaching
Appraising
Advising
Referring
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HRD Professionals
Responsibility
Includes career development professional
Recognize individual's career ownership
Be a broker for career development (CD)
Develop expertise in CD and assessmenttechnologies
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
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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
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Career Development Practices
and Activities 2
Internal labor market information
Job posting
Career paths
Skills inventory
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Organization Potential
Assessment Assessing individuals to ensure they are
available and qualified to fill key positionswhen they become vacant
Assesses promotability of employees Managerial
Professional
Technical
Assessments of organizational potential
Potential ratings
Assessment centers
Succession planning
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Career Development Practices
and Activities 3
Developmental programs
Job rotation
Mentoring
Assessment centers (used for
both evaluating potential anddeveloping employees)
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Current Issues in Career
Development 1
Developing career motivation (M.
London):
Career resilience the ability toresist career barriers or disruptions
Career insight realistic
perceptions about ones careergoals
Career identity the extent towhich people define themselves by
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Current Issues in Career
Development 2 Career plateaus:
The likelihood of future advancement
or promotion is very low
Important to look at the individualsperceptionsof being plateaued i.e.,how they feel about their situation (G.
Chao)
Can one be successfully plateaued?
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Current Issues in Career
Development 3
Career development for nonexemptemployees:
If we are serious about our definition of acareer, then career development shouldnot focus primarily on salariedemployees.
Not much research on career issues forblue-collar and other nonexempt-levelemployees
Examples: Corning and Lockheed
Marine
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Current Issues in Career
Development 4
Enrichment Career development
without advancement:
Build additional expertise into anemployees current area of work e.g.,
Retraining
Certification programs Mastery paths
Job transfer or rotation (without a
promotion)
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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 payingmore 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 theircareers Korman Korman 1981 .
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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
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How to Improve Career
Development Efforts 1
1. Integrate career planning with theorganizations strategic planning efforts.
2. Strengthen the linkages between careerdevelopment and other HR systems.
3. Increase the openness of careerdevelopment systems (i.e., less
secretive).4. Enhance the role of managers in career
development.
5.
Expand team-based developmentefforts.
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How to Improve Career
Development Efforts 2
6. Increase the use of on-the-jobdevelopment efforts (rather than oneshot training).
7. Encourage job enrichment and lateraljob movement.
8. Identify and develop transferable job
competencies.9. Include personal values and lifestyle
assessments within careerdevelopment activities.
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How to Improve Career
Development Efforts 3
10. Implement a wide variety ofapproaches to accommodate differentlearning styles.
11. Link career development to theorganizations quality (TQM) initiatives.
12. Expand the measurement and
evaluation of career developmentactivities.
13. Continue to study best practices incareer management and development
in a global context.
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Summary
The best career development is likely tobe done...
In the context of a systemsapproach As a joint effort between:
You
Your manager
HRD/Career professional
You need to be proactive in managingyour own career