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Adds information about individual interests, preferences and the like to replacement plans.
Recruiting and placement
Matching organization’s needs with qualified individuals.
Matches individual and jobs based on variables including employees’ career interests and aptitudes.
Training and development
Provides opportunities for learning skills, information, and attitudes related to job.
Provides career path information.Adds individual development plans.
Performance appraisal
Rating and/or rewards. Adds development plans and individual goal setting.
Compensation and benefits
Rewards for time, productivity, talent, and so on.
Adds tuition reimbursement plans, compensation for non-job related activities such as United Way.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2007.
Individual• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.
Employer• Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.
Manager• Provide timely and accurate performance
feedback.
• Provide developmental assignments and support.
• Participate in career development discussions with subordinates.
• Support employee development plans.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
• Choose an appropriate potential mentor.Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you Be sure that the mentor understands what you expect in terms of time and advice.expect in terms of time and advice.
• Have an agenda.Have an agenda.
• Respect the mentor’s time.Respect the mentor’s time.
Handling TransfersHandling Transfers• Employees’ reasons for desiring transfersEmployees’ reasons for desiring transfers
Proximity to home town Proximity to home town Better job prospects Better job prospects Personal enrichment and growthPersonal enrichment and growth More interesting jobsMore interesting jobs Greater convenience (better hours, location)Greater convenience (better hours, location) Greater advancement possibilitiesGreater advancement possibilities
• Employers’ reasons for transferring employeesEmployers’ reasons for transferring employees To fill positions in big cities where business is growing. To fill positions in big cities where business is growing. To vacate a position where an employee is no longer needed.To vacate a position where an employee is no longer needed. To fill a position where an employee is needed.To fill a position where an employee is needed. To find a better fit for an employee within the firm.To find a better fit for an employee within the firm. To boost productivity by consolidating positions.To boost productivity by consolidating positions.
Enhancing Diversity Through Enhancing Diversity Through Career ManagementCareer Management
Sources of bias and discriminationSources of bias and discrimination Too few people of color employed in the hiring Too few people of color employed in the hiring
departmentdepartment The “old-boy network” of informal friendshipsThe “old-boy network” of informal friendships A lack of women mentorsA lack of women mentors A lack of high-visibility assignments and A lack of high-visibility assignments and
developmental experiences (glass ceiling)developmental experiences (glass ceiling) A lack of company role models for members of A lack of company role models for members of
the same racial or ethnic groupthe same racial or ethnic group Inflexible organizations and career tracksInflexible organizations and career tracks
• End to end process of planning, recruiting, End to end process of planning, recruiting, developing, managing, compensating developing, managing, compensating employees throughout the organization and employees throughout the organization and developing employees with high potential.developing employees with high potential.
• Talent management is career management Talent management is career management from the employer’s point of view.from the employer’s point of view.