7/31/2019 Career Management and Development

1/44

Career Management and

Development

7/31/2019 Career Management and Development

2/44

Questions for Discussion

1. When you think about the term

career, what comes to your

mind?

7/31/2019 Career Management and Development

3/44

Questions for Discussion 2

2. What is meant by the idea of a

new employment relationship?

7/31/2019 Career Management and Development

4/44

Questions for Discussion 3

3. Does it make sense to speak of

careers and career planning in

todays business environment?

7/31/2019 Career Management and Development

5/44

Questions for Discussion 4

4. What are the typical issues

employees face as they progress

through their careers?

7/31/2019 Career Management and Development

6/44

Questions for Discussion 5

5. What types of career

development activities are

actually used?

7/31/2019 Career Management and Development

7/44

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

7/31/2019 Career Management and Development

8/44

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

7/31/2019 Career Management and Development

9/44

Results of New Relationship

Individuals responsible for their

own development

Must demonstrate value added to

company

Must understand nature ofbusiness

7/31/2019 Career Management and Development

10/44

Employers Should:

Provide opportunities for

development

Allow for employee participation in

Decision making

Career management Performance-based

compensation

7/31/2019 Career Management and Development

11/44

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

7/31/2019 Career Management and Development

12/44

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

7/31/2019 Career Management and Development

13/44

7/31/2019 Career Management and Development

14/44

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.

7/31/2019 Career Management and Development

15/44

Career Planning

A deliberate process of

Becoming aware of

Self

Opportunities

Constraints

Choices

Consequences

Identifying career-related goals

Working to attain career goals

7/31/2019 Career Management and Development

16/44

Career Management

Process of preparing,

implementing and monitoring

career plans undertaken by the

individual alone or in concert with

the organizations career

systems.

7/31/2019 Career Management and Development

17/44

Spectrum of Career

Development Activities

7/31/2019 Career Management and Development

18/44

Stages of Life and Career

Development

Stage views ofadult development:

Erik Erickson

Daniel Levinson

7/31/2019 Career Management and Development

19/44

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

7/31/2019 Career Management and Development

20/44

Levinsons Eras or Seasons of

Life (Figure 12-2)

7/31/2019 Career Management and Development

21/44

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)

7/31/2019 Career Management and Development

22/44

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

7/31/2019 Career Management and Development

23/44

A Model of Career

Management

7/31/2019 Career Management and Development

24/44

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

7/31/2019 Career Management and Development

25/44

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

7/31/2019 Career Management and Development

26/44

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.

7/31/2019 Career Management and Development

27/44

Roles in Career Management

Who is responsible for career

development?

Individual

Manager

HRD professional/careercounselor

For all, it is a cyclical and

continuing process

7/31/2019 Career Management and Development

28/44

The Individuals Role

Knowing What

Knowing Why

Knowing Where

Knowing Whom

Knowing When

Knowing How

7/31/2019 Career Management and Development

29/44

Managers Responsibilities

Coaching

Appraising

Advising

Referring

7/31/2019 Career Management and Development

30/44

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

7/31/2019 Career Management and Development

31/44

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

7/31/2019 Career Management and Development

32/44

Career Development Practices

and Activities 2

Internal labor market information

Job posting

Career paths

Skills inventory

7/31/2019 Career Management and Development

33/44

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

7/31/2019 Career Management and Development

34/44

Career Development Practices

and Activities 3

Developmental programs

Job rotation

Mentoring

Assessment centers (used for

both evaluating potential anddeveloping employees)

7/31/2019 Career Management and Development

35/44

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

7/31/2019 Career Management and Development

36/44

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?

7/31/2019 Career Management and Development

37/44

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

7/31/2019 Career Management and Development

38/44

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)

7/31/2019 Career Management and Development

39/44

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 .

7/31/2019 Career Management and Development

40/44

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

7/31/2019 Career Management and Development

41/44

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.

7/31/2019 Career Management and Development

42/44

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.

7/31/2019 Career Management and Development

43/44

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.

7/31/2019 Career Management and Development

44/44

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