organizational career development proposal. need for career development programs the need that...
TRANSCRIPT
Need for Career Development Programs
The need that employees have is “to be attracted to organizations that have well-developed mentoring programs, career
development initiatives, and job enrichment opportunities” (ASTD, 2005).
Characteristics of a Successful Career Development System
Alignment With Mission and Vision:
Able to act on a development program that brings about the vision and mission of the company
Characteristics of a Successful Career Development System
Core Competencies:
• Brings skills and knowledge that are important for individuals to develop to be successful
• Helps the individual to link their job to the mission and vision of the company.
Characteristics of a Successful Career Development System
Self Assessment:• Brings self-understanding of abilities, interests,
values, and goals• Vital foundation of the career development process• Use of assessment tools such as Now, Discover Your Strengths by Buckingham & Clifton and Career
Anchors by Edgar H. Schein can be used for self-assessment
(Assessment tools will be discussed more in a separate section)
Characteristics of a Successful Career Development System
A Variety of Learning Options:
• Develops skills to sell and train• Personal support to improve sales
• Regional managers support and give guidance• Develops a mentoring culture using existing sales
personnel
Characteristics of a Successful Career Development System
Career Options and Available Talent:
• Potential individuals identified can assist, train, and handle local issues for the regional
manager.
Characteristics of a Successful Career Development System
On-Going Communication:
• Keeps communication open • Connected through conference calls
• Regional manger kept updated on career and product development
Assessment Tools from Now, Discover Your Strengths
• Looks at 34 strengths in an individual and records the top 5
• Builds a strengths-based culture in the corporation
Four Aspects of a Strengths-Based Corporation
• Spend a great deal of time and money selecting people. Helps mitigate the “I don’t think I have the right talent for the role” problem.
• Focus performance by legislating outcomes rather than focusing each person into a stylistic mold. Addresses the “in my role I don’t have any room to express my talents” problem.
• Focus training, time, and money on educating about strengths and figuring out ways to build on strengths. Solves the “I don’t have the skills and knowledge I need” problem, the “I don’t know what I’m best at” problem, and the “my manager doesn’t know what I’m best at” problem.
• Devise ways to help each person grow his career without necessarily promoting him up the corporate ladder and out of his areas of strength (Buckingham & Clifton, 2001, pg.216-217).
Assessment Tools - Eight Career Anchors (See “Eight Career Anchors” Handout)
• Technical/Functional Competence• General Managerial Competence• Autonomy/Independence• Security/Stability• Entrepreneurial Creativity• Service/Dedication to a Cause• Pure Challenge• Lifestyle
Benefits for Mentoring and Coaching
• Overcomes performance problems• Helps others that have performance issues and guides them through those issues
• Develops employee skills• Delegates routine activity to others, allowing for more mentoring time
• Increases productivity