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OVERVIEW
Career management
Career stages
Career management practices
The process of career management
Career planning
Learning programs and events
CAREER MANAGEMENT
Career management is concerned with the
provision of opportunities for people to develop
their abilities and their careers in order to ensure
that the organization has the flow of talent
it needs and to satisfy their own aspirations.
It is about integrating the needs of the
organization with the needs of the individual.
Aim of the career
management for …
Organizations to ensure that there is
a talent flow
Employees
to give them guidance, support and
encouragement
to provide a sequence of experience and
learning activities
CAREER STAGES
1. Entry level: the individual can begin the process
of self-directed career planning
2. Progress within particular areas of work:
skills and potential are developed through
experience, training, coaching, mentoring and
performance management.
3. Mid-career: some people will still have good
career prospects while others may have got as far
as they are going to get - It is necessary to ensure
that these people do not lose interest at this stage
by providing them with cross-functional moves, job
rotation, special assignments, recognition and
rewards for effective performance
CAREER STAGES
4. Later career: individuals may have settled
down but are beginning to be concerned about
the future. They need to be treated with respect
and given opportunities to take on new
challenges wherever this is possible. They may
also need reassurance about their future with
the organization.
5. End of career with the organization – the
possibility of phasing disengagement by being
given the chance to work part time for a period
before should be considered at this stage
CAREER MANAGEMENT PRACTICES 1. Postings regarding internal job openings.
2. Formal education as part of career development.
3. Performance appraisal as a basis for career planning.
4. Career counseling by manager.
5. Lateral moves to create cross-functional experience.
6. Career counseling by HR department.
7. Retirement preparation programmes.
8. Succession planning.
9. Formal mentoring.
10. Common career paths.
11. Dual ladder career paths.
12. Books and/or pamphlets on career issues.
13. Written personal career planning.
14. Assessment centers.
15. Peer appraisal.
16. Career workshops.
17. Upward (subordinate) appraisal.
Fre
qu
en
cy o
f u
se
CAREER MANAGEMENT POLICIES
The organization needs to decide on growing its own
talent vs. relying on external recruitment
As a manager which approach would you choose?
Policies for dealing with the ‘plateaued’ employees:
lateral moves into different functional areas in order to
provide new challenges and career breadth;
temporary assignments outside the organization;
appointments as leaders of project teams set up to deal
with performance barriers inside the organization
TALENT AUDITS
review the “stocks” of talent available and the
flows required by reference to demand and
supply forecasts
provide the basis for: succession planning and
career planning
PERFORMANCE AND POTENTIAL
ASSESSMENTS
The aim is:
to identify learning and development needs,
provide guidance on possible directions in which
an individual’s career might go,
indicate who has potential for promotion.
Assessment of potential can be carried out
formally of informally by managers.
Problem: good performance in the current job
does not guarantee that individuals will be able
to cope with wider responsibilities
CAREER PLANNING
Career paths = the routes people can take to
advance their careers within an organization
= the jobs and positions a person
has during his/ her active work life
The organization can provide support and
guidance to people with potential.
Ultimately, it is up to individuals to manage their
own careers within and beyond their present
organization.
CAREER PLANNING TIPS
Step 1: Take a realistic look at your strengths,
weaknesses, and interests.
Step 2: Explore your options
Step 3: Consider issues that can affect your
plans - Take appropriate actions to accomplish
your goals.
EXERCISE
2. Choose a team - Satisfaction Land
•Realistic: Agriculture, Forestry, Fish & Game, Conservation,
Engineering, Professional Athletics, Allied Medical Health, Recreation
•Investigative: Any kind of Research Position (usually requires a
Ph.D.), Psychologists, Medical Doctors, Public Health, Scientists,
Research & Development Engineers
•Artistic: Professional Musicians, Artists, Dancers, Actors,
Photographers, Graphic Artists, Curators, Writers
•Social: Teachers, Trainers, Librarians, Counselors, Social Workers,
Public/Government Servants, Clergy, Social Agents, Nursing
•Enterprising: Any Business Occupation, All Financial Services,
Retailing, Manufacturing, Real Estate, Sales, Management
•Conventional: Accounting, Computer Science, Management
Information Systems, Administrators, Mathematics (non research),
Logistics, Attorneys
EXERCISE
3. What I Value at Work ?
To identify which work values are most
important to you, place a check mark (v) in the
column that best describes each work value’s
importance to you.
PROFESSIONAL TRAINING VS.
DEVELOPMENT
The aim of professional training: developing
new professional abilities
The aim of professional development: improving
existing professional abilities
Both contribute to improving the level of
performance at work and prepare the employees
for future positions
METHODS AND TECHNIQUES OF TRAINING
AND PROFESSIONAL DEVELOPMENT
Problem solving
Case studies
Presentations
Demonstrations
Movies
Group discussion
Role play
Games
Critical incidents exercises
Simulation
Out-door learning
EXAMPLE EXERCISE
Watch your steps!
AIM: to promote trust in other people in order to
reduce interpersonal conflicts.
Students are grouped in pairs.
In each pair one student closes his/ her eyes and leans on
the arm of the partner.
Partner leads the way through the room.
After 3 minutes the students will no longer hold the arm.
Now the person with the eyes closed is guided only by voice
where to go.
Change roles and repeat the steps above for the other
partner.
LEARNING AND DEVELOPMENT
PROGRAMS AND EVENTS
A learning and development program is a
sequence or group of learning activities that take
place over a period of time.
A learning event is a specific learning activity
that might take the form of a course designed to
meet established learning needs.
PLANNING AND DELIVERING LEARNING
PROGRAMS AND EVENTS
The stages are:
identify learning needs;
define learning objectives;
decide on content;
decide on methods of delivery;
decide on location, facilities, the budget and who
delivers the program;
prepare information about the program or event;
deliver the program or event;
evaluate learning.
WRITTEN ASSIGNMENT 4
Interview one person and identify the need for
professional development (max 1 page).
Possible questions:
What is the career stage the person is in?
What are the learning needs related to the
present job?
Are there any professional development
opportunities available at the working place?
REMINDER!
Grading is based on:
Active participation during classes (20%)
Written assignments (20%)
Participation to group presentations (20%)
Final exam (30%)
+ 10%
For the group presentations (groups of 2 students) you
have to prepare:
A. Best practices and instruments used by HR
departments in real companies (examples of exit
interview questionnaires, job selection interviews, job
description questionnaire, performance evaluation
forms).
Your presentation will include:
• short introduction on the company,
• the description of the practice used,
• its usefulness for the company,
• a critical analysis of the practice,
• identifying solutions for further improvements.
The main objective of the presentations will be to
identify best HR practices implemented in
companies.
B. Design and develop materials a company could use
for assuring the induction of the new employees, such
as:
• power point presentations of the company,
• short but significant brochures presenting the company,
• short videos presenting the company or the new tasks,
• learning materials for the new employees useful for
them in learning faster their duties on the new job.