© 2008 by Prentice Hall 7A-1 Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT
Dec 16, 2015
© 2008 by Prentice Hall 7A-1
Human Resource Management 10th Edition
Appendix Chapter 7 CAREER PLANNING AND
DEVELOPMENT
© 2008 by Prentice Hall 7A-2
Career Planning and Development Definitions
• Career - General course that a person chooses to pursue throughout working life
• Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them
• Organizational career planning - Firm identifies paths and activities for individual employees as they develop
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Career Planning and Development Definitions (Cont.)
• Career path - Flexible line of movement through which employee may move during employment with company
• Career development - Formal approach used by organization to help people acquire skills and experiences needed to perform current and future jobs
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Career Planning
• Process where plan life’s work
• Evaluates abilities and interests
• Considers alternative career planning
• Establishes goals
• Plans developmental activities
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Individual Career Planning: The Self-Assessment
• Process of learning about oneself• Realistic self-assessment may help
person avoid mistakes • Getting to know yourself is not a singular
event • Should be viewed as continuous process • primary responsibility for career planning
rests with the individual
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Strength/Weakness Balance Sheet
• Self-evaluation procedure, developed originally by Benjamin Franklin that assists people in becoming aware of strengths and weaknesses
• Individual lists strengths and weaknesses as he or she perceives them
• Perception of weakness often becomes a self-fulfilling prophecy
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Likes and Dislikes Survey
• Assists individuals in recognizing restrictions they place on themselves
• Looking for qualities you want in job and attributes of job you do not want
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Using the Web for Self-Assessment Assistance
• Valuable information available
• Some sites free, others charge modest fee
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Using the Web for Career Planning Assistance
• Large amount of free information available
• Develop and maintain a professional network
• Investigate specific companies
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Organizational Career Planning
Planned succession of jobs worked out by a firm to develop its employees
Begins with a person’s job placement and initial orientation
Organizational career planning must closely parallel individual career planning if a firm is to retain its best and brightest workers
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Objectives Organizational Career Planning Expected to Achieve
• Effective development of available talent
• Self-appraisal opportunities for employees considering new or nontraditional career paths
• Development of career paths that cut across divisions and geographic locations
• Demonstration of a tangible commitment to EEO and affirmative action
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Objectives Organizational Career Planning Expected to Achieve
(Cont.)• Satisfaction of employees’ specific
development needs
• Improvement of performance
• Increased employee loyalty and motivation
• Method of determining training and development needs
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Career Paths
• Traditional career path• Network career path
• Lateral skill path• Dual career path
• Adding value to your career• Demotion
• Free agents (being own boss)
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Traditional Career Path
Employee progresses vertically upward in organization from one specific job to the next
Not as viable a career path option today
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Network Career Path
• Both vertical job sequence and horizontal opportunities
• Recognize experience interchangeable at certain levels and broad experience at one level needed before promotion to next level
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Lateral Skill Path
• Lateral moves within company• Employee becomes revitalized
and finds new challenges• No pay or promotion involved• Opportunity to develop new
skills
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Dual Career Path
Technical specialists contribute expertise without having to become managers
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Adding Value to Retain Present Job
• Workers view themselves as independent contractors who must constantly improve their skills to continually add value to organization
• Workers need to develop own plan
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Demotion
• A more realistic option today with limited promotional opportunities and the fast pace of technological change
• Senior employee can escape unwanted stress without being a failure
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Free Agents
Take charge of all or part of career by being own boss or working for others in ways that fit particular needs or wants
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Career Planning and Development Methods
• Manager/Employee Self-Service
• Discussion with knowledgeable individuals
• Company material
• Performance appraisal system
• Workshops
• Personal development plans
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Developing Unique Segments of the Workforce
• Baby Boomers
• Developing Generation X employees
• Developing the new factory workers
• Generation Y -- As Future Employees
• Generation I -- As Future Employees
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Baby Boomers• People born between
just after World War II through the mid-1960s
• Corporate downsizing in the 1980s and 1990s cast aside millions of baby boomers
• Now returning• Do not appear ready to
retire
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Generation X Employees
• Label affixed to the 40 million American workers born between the mid-1960s and late 1970
• Xers careers not founded on relationship with any one employer
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The New Factory Worker
• Life on factory line requires more brains than brawn
• Laborers identifying skills and educational strengths and weaknesses and adaptability
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Generation Y -- As Present and Future Employees
• People born between the late 1970s and early 1990s
• Never wound a watch, dialed a rotary phone, or plunked the keys of a manual typewriter
• Leading edge of generation that will be richest, smartest and savviest ever
• Often referred to as the echo boomers, and nexters
• Want a workplace that is both fun and rewarding
• Childhoods have been short-lived
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Generation I -- As Future Employees
• Bill Gates, chairman of Microsoft Corporation, referred to children born after 1994 as Generation I
• First generation to grow up with Internet
• Internet will change Generation I’s world as much as television transformed world after World War II