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Werner & DeSimone (2006) 1

Career Management and Development

Chapter 12


Questions for Discussion

1. When you think about the term “career,” what comes to your mind?


Questions for Discussion – 2

2. What is meant by the idea of a “new” employment relationship?



3. Does it make sense to speak of careers and career planning in today’s business environment?



4. What are the typical issues employees face as they progress through their careers?



5. What types of career development activities are actually used?


HRD and Career Development

Understanding employee careers

Influencing those careers

Changing KSAOs to reflect changes in environment

Assist employees in preparing for new work and enhance their employability


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 for

promotion Job until retirement Money for your

pension Undying loyalty up

or down


Results of “New Relationship”

Individuals responsible for their own developmentMust demonstrate value added to companyMust understand nature and nuances of business


Employers Should:

Provide opportunities for developmentAllow for employee participation in Decision making Career management Performance-based compensation


What is a “Career”?

The property of an organization or occupationProgression and increasing successStatus of a professionInvolvement in one’s workStability of person’s work pattern


“Career” Defined

“The pattern of work-related experiences that span the course of a person’s life.”Includes objective and subjective views of work


Relationship of Career to Nonwork Activities

Must consider all of person’s skills, abilities, and interestsAlso must look at family and societal influences


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.”


Career Planning

A deliberate process of: Becoming aware of

Self Opportunities Constraints Choices Consequences

Identifying career-related goals Working to attain career goals


Career Management

“Process of preparing, implementing and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.”


Spectrum of Career Development Activities

By Permission: Hall (1986)


Stages of Life and Career Development

Stage views of adult development:Erik EricksonDaniel Levinson


Erikson’s 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 Ego integrity vs. despair


Levinson’s Eras or Seasons of Life (Figure 12-2)

By Permission: Levinson, et al (1978)


Stage Views of Career Development

Traditional model of career development

Five stages in Greenhaus et al. model: Preparation for Work (0–25) Organizational Entry(18–25) Early Career (25–40) Midcareer (40–55) Late Career (55–retirement)


Other Views of Career Development

Protean career – individuals must reinvent their careers over time (Hall & Mirvis)

Multiple career concept model: Linear – steady movement up the hierarchy Expert – devotion to expertise within an

occupation Spiral – periodic moves across related

occupations Transitory – frequent moves across different jobs

or fields


A Model of Career Management

By Permission: Greenhaus, et al (2000)


Summary of Career Management Activities

Career explorationAwareness of self and environmentGoal settingStrategy developmentStrategy implementationProgress toward goalFeedback from work and nonwork sourcesCareer appraisal


Organizationally Oriented Career Management Models

Pluralistic approach (Brousseau et al.) – aligning individual and organizational interests.

Systems view (Nicholson): People system Job market system Management and information system

Team-based career development (Cianni & Wnuck)


Roles in Career Management

Who is responsible for career development? Individual Manager HRD professional/career counselor

For all, it is a cyclical and continuing process


The Individual’s Role

Knowing WhatKnowing WhyKnowing WhereKnowing WhomKnowing WhenKnowing How


Manager’s Responsibilities

CoachingAppraisingAdvisingReferring


HRD Professional’s Responsibility

Includes career development professionalRecognize individual's career ownershipBe a broker for career development (CD)Develop expertise in CD and assessment technologiesCreate support and info for individual effortsPromote work planning over career planningPromote learning through workBe interventionistPromote mobility and lifelong learnerUse existing resources


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


Career Development Practices and Activities – 2

Internal labor market information Job posting Career paths Skills inventory


Organization Potential Assessment

Assessing individuals to ensure they are available and qualified to fill key positions when they become vacantAssesses promotability of employees

Managerial Professional Technical

Assessments of organizational potential Potential ratings Assessment centers Succession planning


Career Development Practices and Activities – 3

Developmental programs Job rotation Mentoring Assessment centers (used for both

evaluating potential and developing employees)


Current Issues in Career Development – 1

Developing career motivation (M. London): Career resilience – the ability to resist

career barriers or disruptions Career insight – realistic perceptions

about one’s career goals Career identity – the extent to which

people define themselves by their work



Career plateaus: The likelihood of future advancement

or promotion is very low Important to look at the individual’s

perceptions of being plateaued – i.e., how they feel about their situation (G. Chao)

Can one be “successfully plateaued?”

Look at Table 12-8



Career development for nonexempt employees: If we are serious about our definition of

a career, then career development should not focus primarily on salaried employees.

Not much research on career issues for blue-collar and other nonexempt-level employees

Examples: Corning and Lockheed Marine



Enrichment – Career development without advancement: Build additional expertise into an

employee’s current area of work – e.g., Retraining Certification programs Mastery paths Job transfer or rotation (without a

promotion)



Work/Life Balance Issues – conflicts that arise between work and nonwork issues – e.g., work-family conflict Good news: Organizations are paying more

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 their careers (Korman & Korman, 1981).


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


How to Improve Career Development Efforts – 1

1. Integrate career planning with the organization’s strategic planning efforts.

2. Strengthen the linkages between career development and other HR systems.

3. Increase the openness of career development systems (i.e., less secretive).

4. Enhance the role of managers in career development.

5. Expand team-based development efforts.



6. Increase the use of on-the-job development efforts (rather than “one shot” training).

7. Encourage job enrichment and lateral job movement.

8. Identify and develop transferable job competencies.

9. Include personal values and lifestyle assessments within career development activities.



10.Implement a wide variety of approaches to accommodate different learning styles.

11.Link career development to the organization’s quality (TQM) initiatives.

12.Expand the measurement and evaluation of career development activities.

13.Continue to study best practices in career management and development in a global context.


Summary

The best career development is likely to be done... In the context of a __________ approach As a joint effort between:

____________________ ____________________ ____________________

You need to be ____________ in managing your own career

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Documents

career goalswerner desimone

relationship of career

career managementwho

career managementprocess

term career

referring werner desimone

career development cd

model of career management