HR/5510 Developing Careers 9-1. 9-2 Challenges Establish a sound process for helping employees develop their careers. Understand how to develop your.

HR/5510HR/5510Developing

Careers

9-1

9-2

Challenges Establish a sound process for helping

employees develop their careers. Understand how to develop your own career. Identify three stages of career Understand the importance of mentoring Develop a skills inventory and a career path. Understand career planning and EEO issues

9-3

Career Planning & Development

A career is the pattern of work-related experiences (e.g., job

positions, job duties, decisions,and subjective interpretations

about work-related events) and activities over the span

of the person’s work life.

9-4

ESTABLISHMENT

ADVANCEMENT

MAINTENANCE

RETIREMENT

ESTABLISHMENT

ADVANCEMENT

MAINTENANCE

RETIREMENT

Career Phases

9-5

Career Development

An ongoing and formalized effort that focuses on developing enriched and more capable workers.

The Three Stages of Career Development

20yearsold

40yearsold

50yearsold

60yearsold

30yearsold

olderyounger

Middle CareerEarly Career Late Career

•reach career plateau

•career developmentprograms

•succession planning

•preparing forretirement

•career planning

•develop careeranchors

Mentoring: A Four-Stage Process

INITIATIONSTAGE

CULTIVATIONSTAGE

SEPARATIONSTAGE

REDEFINITIONSTAGE

(relationshipgets started)

(mentor-protégébond develops)

(protégés goout on their own)

(mentors andprotégés

become friends,treat each other

as equals)

Beginningof relationship

6 monthsto 1 year

later

2 to 5 yearslater

Beyond5 years

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Career Development System: Linking Organizational Needs with Individual Career Needs

What are the organization’smajor strategic issues overthe next two to three years?• What are the most critical

needs and challenges thatthe organization will faceover the next 2 - 3 years?

• What critical skills, know- ledge, and experiencewill be needed to meet these challenges?

• What staffing levels willbe required?

• Does the organization havethe strength necessary to meet the critical challenges?

Organizational NeedsHow do I find careeropportunities within theorganization that:• Use my strengths• Address my

developmental needs• Provide challenges• Match my interests• Match my values• Match my personal style

Individual Career Needs

Are employees developingthemselves in a way that links personal effective-ness and satisfactionwith the achievement of the organization’s strategic objectives?

Issue:

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The Career Development Process

Assessment Phase

DirectionPhase

DevelopmentPhase

9-10

Career Planning and Development:EEO Implications

EEO legislation (e.g., Civil Rights Act)

Voluntary and involuntary Affirmative Action Plans

Presence of a glass ceilingOfficially recognized in 1991 by the federal governmentArtificial barriers blocking upward career advancementObstacles based on attitudinal and organizational biases

White males are concerned about government and corporate orders, directives, and involvement in EEO

9-11

The Assessment Phase of Career Development Self-Assessment

Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers

Whether done through workbooks or workshops, self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values.

Organizational Assessment Some of the tools traditionally used by organizations in selection are also

valuable for career development. Among these are: Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

9-12

Common Assessment ToolsSelf-Assessment Organizational Assessment

Career workbooks

Career-planning workshops

Assessment centers

Psychological testing

Performance appraisal

Promotability forecasts

Succession planning

9-13

Sample Skills Assessment ExerciseUse the scales below to rate yourself on each of the following skills.Rate each skill area both for your level of proficiency and for your preference.

Proficiency: 1Stilllearning

2OK —

competent

3Proficient

Preference: 1Don’t like touse this skill

2OK —

Don’t particularly like or dislike

3Really

enjoy usingthis skill

Skill Area Proficiency x Preference = Score 1. Problem solving _______ _______ _______ 2. Team presentation _______ _______ _______ 3. Leadership _______ _______ _______ 4. Inventory _______ _______ _______ 5. Negotiation _______ _______ _______ 6. Conflict management _______ _______ _______ 7. Scheduling _______ _______ _______ 8. Delegation _______ _______ _______ 9. Participative management_______ _______ _______10. Feedback _______ _______ _______11. Planning _______ _______ _______12. Computer _______ _______ _______

9-13

9-14

The Direction Phase of Career Development

Individual Career Counseling This refers to one-on-one sessions with the goal of

helping employees examine their career aspirations.

Information Services Information services provide career development

information to employees. Job-posting systems Skills inventories Career paths Career resource center

9-15

A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development DirectionComponent 1:Understanding the Business EnvironmentCompetencies:

1. Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization.

2. Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness.

Component 2:Making it HappenCompetencies:

1. Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks.

2. Collaborative decision making—actions that involve key stakeholders in the decision-making processes.

3. Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.

9-16

A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.)Component 3:Leading OthersCompetencies:

1. Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting.

2. Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition.

3. Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.

9-17

Career Path

A chart showing the possible directions and career opportunities available in an organization; it presents the steps in a possible career and a plausible timetable for accomplishing them.

9-18

Alternative Career Paths for a Hotel Employee

Bus-person

Waiter/Waitress

PantryWorker

PastryCook

SauceCook

Short-OrderCook

Sous-Chef

Host/Hostess

Store-roomClerk

AssistantSteward

LiquorStore-room

Steward

BeverageManager

Asst.BanquetManager

BanquetManager

9-19

The Development Phase of Career Development Mentoring

Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support.

Coaching Employee coaching consists of ongoing, sometimes spontaneous,

meetings between manages and their employees to discuss the employee’s career goals and development.

Job Rotation Job rotation involves assigning employees to various jobs so that they

acquire a wider base of skills.

Tuition Assistance Programs Organizations offer tuition assistance programs to support their

employees’ education and development.

9-20

Making Career Development an Organizational Priority

Stress commitment to career growth and development in formal communications with employees.

Make career development a priority at all levels of the organization, starting at the top.

Provide managers with the people skills they need to develop their subordinates.

Emphasize that career development is a collaborative effort and that the employee must take primary responsibility for his or her own career.

Require managers to meet with their subordinates regularly to review personal career goals and objectives.

9-21

Making Career Development an Organizational Priority (cont.) Ask managers to outline employee achievements and

strengths when conducting an appraisal review session. Encourage managers to collaborate with subordinates

to develop a career vision. Emphasize that part of the manager’s job is helping

employees develop career action plans. Encourage employees to take advantage of continuing

education and other development activities. Require managers to develop collaborative rather than

top-down, control-oriented working relationships with their subordinates.

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Effective Coaching Techniques Create a Coaching Context

Identify your purpose in the coaching role Set parameters

Actively Listen to the Person Limit interruptions from others and from yourself Reflect back to the person what you heard

Ask Questions View the goal of the interaction as helping the employee to find

answers that works best for him or her Don’t give advice; ask questions that explore assumptions

Give Useful Feedback Let the employee identify his or her difficulties to overcome. Your

input should help clarify what needs to be done.

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Suggestions for Self-Development Create your own personal mission statement. Take responsibility for your own direction and

growth. Make enhancement your priority, rather than

advancement. Talk to people in positions to which you aspire

and get suggestions on how to proceed. Set reasonable goals. Make investment in yourself a priority.

9-24

Advancement Suggestions Remember that performance in your function is

important, but interpersonal performance is critical

Set the right values and priorities. Provide solutions, not problems. Be a team player. Be customer oriented. Act as if what you’re doing makes a difference.