chapter 9 career development

Chapter 9

Career Development

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 2

Introduction

Ø traditionally, career development programs helped employees advance within the organization

Ø today, each individual must take responsibility for his or her career

Some helpful career development sites:

http://managementhelp.org/career/career.htm

http://associationdatabase.com/aws/NCDA/pt/sp/home_page


Introduction

Ø organizations now focus on matching the career needs of employees with the requirements of the organization

Ø while many organizations still invest in their employees, they don’t offer career security and they can’t meet the needs of everyone in a diverse workforce


What is a Career?

A career

Ø is a pattern of work-related experiences that span the course of a person’s life

Ø reflects any work, paid or unpaid

Ø is a broad definition helpful in today’s work environment where employees and organizations have diverse needs


What is a Career?

Øorganizational career planning develops career ladders, tracks careers, and provides opportunities for development

Ø individual career development helps employees identify their goals and the steps to achieve them


What is a Career?

Øcareer development looks at the long-term career effectiveness and success of employees

Øemployee training and development focuses on performance in the immediate or intermediate time frames


What is a Career?

Career development adds value to the company. It1. ensures needed talent will be available2. improves the organization's ability to attract and retain talented employees3. ensures that minorities and women get opportunities for growth and development. New legislation:http://en.wikipedia.org/wiki/Lilly_Ledbetter_Fair_Pay_Act_of_2009

4. reduces employee frustration5. enhances cultural diversity6. promotes organizational goodwill


What is a Career?

Ø individuals’ external career success is measured by criteria such as:

progression up the hierarchy type of occupation

long-term commitmentincome

Ø internal career success is measured by the meaningfulness of one’s work and achievement of personal life goals

the external/internal distinction important to the manager who wants to motivate employees


What is a Career?

Ø effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the employee’s growth

Ø mentors are typically senior-level employees who:Ø support younger employees by vouching for themØ answer for them in the “highest circles”Ø introduce them to othersØ advise and guide them through the corporate system


What is a Career?

Ø disadvantages of coaching/mentoring include:Ø a tendency to perpetuate current styles and practicesØ reliance on the coach’s ability to be a good teacher

Ø considerations for organizations:Ø coaching between employees who do not have a reporting

relationshipØ ways to effectively implement cross-gender mentoring

For tips on obtaining a successful mentor/mentee relationships seehttp://www.washington.edu/admin/hr/pod/staff/careerdev/mentoring/relationshipkeys.html


Will performance increase or decline?

Traditional Career Stages

High

5 1510 352520 4030 5045 6055 7065 75Age

Low

Getting first job and being

accepted

The elder statesperson

Preparing for retirement

Exploration Estblshment Mid career Late Career Decline

Transition from school

to work

Job Performance



this stage is least relevant to HRM because it occurs prior to employment

exploration

Øincludes school and early work experiences, such as internships.

Øinvolves:Øtrying out different fieldsØdiscovering likes and dislikesØforming attitudes toward work and social relationship patterns


establishment


Øincludes:Øsearching for workØgetting first jobØgetting evidence of “success” or “failure”

Øtakes time and energy to find a “niche” and to“make your mark”


mid-career


Ø challenged to remain productive at work

Ø employee may:Øcontinue to growØplateau (stay competent but not ambitious)Ødeteriorate


late career


Ø successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others

Ø those who have declined may experience job insecurity

Ø plateauing is expected; life off the job increases in importance



Ø may be most difficult for those who were most successful at earlier stages

Ø today’s longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer

decline


Career Choices and Preferences

Good career choice outcomes provide a positive self-concept and the opportunity to do work that we value.

Models to help you match your skills to careers:

Also try the classic work “What Color is Your Parachute?” for career advice and a wealth of information: http://www.jobhuntersbible.com/

HollandVocational

Preferences

ScheinAnchors

Myers BriggsTypologies



Ø three major components1. people have varying occupational preferences2. if you think your work is important, you will be a

more productive employee3. you will have more in common with people who

have similar interests

HollandVocational

Preferences



Model identifies six vocational themes

1. Realistic2. Investigative3. Artistic4. Social5. Enterprising6. Conventional

HollandVocational

Preferences

Letters connected by the line indicate reinforcing themes; letters not connected represent opposing themes.

R

C

E S

A

I



Øpreferences can be matched to work environments

Øexample: social-enterprising-conventional preference structure matches career ladder in large bureaucracy

HollandVocational

Preferences



Ø personal value clusters determine what is important to individuals

1. technical-functional competence2. managerial competence3. security-stability4. creativity5. autonomy-independence

Ø success of person-job match determines individual’s fit with the job

ScheinAnchors



ØThese four personality dimensions –1. extraversion-introversion2. sensing-intuitive3. thinking-feeling4. judging-perceiving

-- identify 16 personality types.

Ø managers find knowing personality types useful in understanding how workers interact

Ø job characteristics can be matched to individual preferences

Myers BriggsTypologies


Enhancing Your Career

You are ultimately responsible for your own career.

manage yourreputation

know yourself

build and maintain

network contacts

keep current

keep your options open

document yourachievements

balance yourspecialist & generalist

competencies

SuccessfulCareer

Tips

chapter 9 career development

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