1fb3bmodule 3 Part 2 Career Development 2

8/3/2019 1fb3bmodule 3 Part 2 Career Development 2

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2006 Prentice Hall, Inc. 5 1

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Amity Business School

Career Development


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Definition: Career

A sequence of positions or job held by aperson during the course of his working life

OR

The pattern or series of work relatedexperiences that span the course of thepersons life

(Source SHRM-Santosh Gupta)


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Career Planning: A systematic process by which one

selects career goals and the path to these goals.

Career Development: Refers to the activities &processes undertaken by the organization to helpemployees attain their career objectives. {It refer to

the extent to which more senior, or more rewarding,jobs are reserved for insiders(Source: Boxall:Pg117)}

Career Management: is a continuous process that

involves setting personal career goals, developingstrategies for achieving these goals, and revisingbased on work & experience.


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Career Development Interventions at Each Stage

Career Development includes all those activities that areundertaken by the organization to prepare an employee for thecurrent and future need of the organization.

Career development needs are likely to evolve with each

career stage, hence specific career development interventionscan be adopted by organizations to facilitate careerdevelopment.


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HRs Role inCareer

Development

THE GOAL: MATCHTHE GOAL: MATCH

INDIVIDUAL ANDINDIVIDUAL AND

ORGANIZATION NEEDSORGANIZATION NEEDS

------------------------------------------------------------------The Goal: MatchingThe Goal: Matching

Encourage employee ownershipEncourage employee ownership

of career.of career.

Create a supportive context.Create a supportive context.

Communicate direction ofCommunicate direction of

company.company.

Establish mutual goal settingEstablish mutual goal setting

and planningand planning

IDENTIFY CAREERIDENTIFY CAREER

OPPORTUNITIES ANDOPPORTUNITIES AND

REQUIREMENTSREQUIREMENTS

------------------------------------------------------------------Opportunities & RequirementsOpportunities & Requirements

Identify future competencyIdentify future competency

needs.needs.

Establish jobEstablish job

progressions/career paths.progressions/career paths.

Balance promotions, transfers,Balance promotions, transfers,

exits, etc.exits, etc.

Establish dual career paths.Establish dual career paths.

GAUGEGAUGE

EMPLOYEEEMPLOYEE

POTENTIALPOTENTIAL

------------------------------------------------------------------Gauge Employee PotentialGauge Employee Potential

Measure competenciesMeasure competencies(appraisals).(appraisals).

Establish talent inventories.Establish talent inventories.

Establish succession plans.Establish succession plans.

Use assessment centers.Use assessment centers.

INSTITUTE CAREERINSTITUTE CAREER

DEVELOPMENTDEVELOPMENT

INITIATIVESINITIATIVES

------------------------------------------------------------------------

Career Development InitiativesCareer Development Initiatives

Provide workbooks andProvide workbooks andworkshops.workshops.

Provide career counseling.Provide career counseling.

Provide career selfProvide career self--managementmanagement

training.training.

Give developmental feedback.Give developmental feedback.

Provide mentoring.Provide mentoring.

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Balancing Individual andOrganizational Needs


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Career Stages

According to Huse & Cummings (1980) :

Establishment Stage (20-26 yrs)

Advancement Stage ( 26-40 yrs)

Maintenance Stage ( 40-60 yrs)

Withdrawal Stage ( 60 & above)


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Career Stages Career Development Needs

Career Development

Interventions

EstablishmentStage 1. Challenging Initial Job Realistic Job Preview

2. Variety in job activities Job Pathing

3. Opportunities fordevelopment of skills Performance Feedback &Coaching

4. Feedback on performance

AdvancementStage

1. Exposure & visibility in thefirm

Challenging and visibleassignments

2. Opportunity to demonstratepotential Mentoring

3. Balance career with outside

interests

Dual Career

Accommodation


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Dual-Career Partnerships

Couples in which both members follow their own careersand actively support each others career development.

Flexible work schedules Adaptive leave policies

Work-at-home

On-premises day care

Job sharing


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Career Stages Career Development NeedsCareer Development

Interventions

MaintenanceStage 1. Redefine role in company Assigning mentoring roles

2. Autonomy

Rotation to job requiring

new skills3. Opportunity to develop

others Developmental training

WithdrawalStage 1.Adjust to role of retiredperson Consultative role

2. Establish a meaningful lifeoutside Retirement counseling

the organization


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Career Management Systems

Individual CentredFocus on individuals career rather

Than on organizational needs

Organization CentredFocus on ensuring the fulfillmentof

Organizational goals

Individual Career ManagementStrategies

-Self Assessment-Assessmentof jobopportunities

-Formulating career goals-Seeking opportunitiesfor professional growth

Organizational CareerManagement Strategies

-Career Planning workshops-Developmentperformance

Appraisal-Providing mentors for individual

-Establishing realisticcareer plans


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Career ManagementBest Practices

Providing Employee Assessment and Career PlanningWorkshops.

Companies such as Apple Computer and Sun Microsystemshold on-site workshops where employees learn to take chargeof their careers, beginning with assessing their abilities,interests, and values.

They then engage in a planning process where they explore theorganization's needs to determine possible future options and

how to prepare for them. Then they are ready for productivecareer discussions with their managers


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Establishing Employee Career Centers. Companies such asAdvanced Micro Devices, IBM, and Motorola, have set upinternal career centers where employees can come for self-assessment.

Services may include computerized programs that incorporate360-degree feedback, competency assessment, confidentialcounseling, career management and resilience training, lunch-and-learn seminars, and information, sometimes through anintranet system, about internal opportunities.


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Giving Open Business Briefings. To meet employeeshalfway in planning their careers inside the organization,companies such asSun Microsystems, 3Com, AdvancedMicro Devices,Intel, and Microsoftopenly discuss strategicdecisions and plans that may impact jobs or skills that will berequired in the future.

At 3Com, most departments hold weekly discussion sessionson the status of the business and what it may mean toemployees.

IBM has a national website for employees that providesinformation about the strategic direction of the company.


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Andy Grove, chairman of Intel, is a strong believer in givingemployees the information they need to stay resilient, or, as hecalls it, "owning your own employability. "Every quarter," hesays to his employees, "I give you a two-hour dump of what's

happening to us. You have to figure out what that means toyou


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Maintaining Internal Job and Talent Banks. Microsoft hascreated an on-line service where employees can learn aboutopen positions and the skills required for them.

Microsoft also places large amounts of career information onwhat it calls its "electronic campus," including a "resource andreferral" section with lists of books, professional associations,conferences, courses, articles, and other informationrecommended by coworkers


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Starting aMentoring Program.

The list of companies who have launched mentoring programsincludes Hewlett-Packard,Charles Schwab, Ford Motor, Ernst& Young, Quaker Oats Company, IBM, PriceWaterhouse-Coopers, 3M, and General Mills.

. Hewlett-Packard maintains an on-line mentor database thatmentees can use to search for mentors with specific areas ofexpertise. They can even interview potential mentors and

submit their choices in order of preference.


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Benefits of Career Management

Individual

- Development of potential &competencies

- Increase in salary & status

- Achievement of personalcareer aspirations

- Improved performance

Organization

- Improved productivity

- Reduced employee turnover

- Retention of qualityemployees

- Better utilization ofemployee skills

- Employer Branding


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InternalBarriers to CareerAdvancement

Lack of time, budgets, and resources for employees toplan their careers and to undertake training anddevelopment.

Rigid job specifications, lack of leadership supportfor career management, and a short-term focus.

Lack of career opportunities and pathways within the

organization for employees.

1fb3bmodule 3 Part 2 Career Development 2

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