Manageing Careers

7/28/2019 Manageing Careers

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MANAGINGCAREERS



The Basics of Career Management

• Career

The occupational positions a person has had over

many years.

• Career management

The process for enabling employees to better

understand and develop their career skills andinterests, and to use these skills and interests more

effectively.

• Career development

The lifelong series of activities that contribute to aperson’s career exploration, establishment,

success, and fulfillment.



10 –3

The Basics of Career Management

• Career planning

The deliberate process through which someonebecomes aware of personal skills, interests,

knowledge, motivations, and other characteristics;

and establishes action plans to attain specific

goals.

• Careers today

Careers are no simple progressions of employment in

one or two firms with a single profession.

Employees now want to exchange performance for

training, learning, and development that keep themmarketable.



EmployeeCareer

Career

management

Career

planning

Career

Development



Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource

planning

Analyzes jobs, skills, tasks—present

and future. Projects needs. Uses

statistical data.

Adds information about individual interests,

preferences,.

Recruiting and

placement

Matching organization’s needs with

qualified individuals.

Matches individual and jobs based on variables

including employees’ career interests andaptitudes.

Training and

development

Provides opportunities for learning

skills, information, and attitudes

related to job.

Provides career path information.

Adds individual development plans.

Performance

appraisalRating 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





Roles in Career

Development



The 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.



The Manager

• Provide timely performance feedback.

• Provide developmental assignments.

• Participate in career development discussions.

• Support employee development plans.

• Give a realistic picture of the career opportunities

available in the organization



The Organization

• Develop policies to support in individual goals• Provide training and development opportunities.

• Provide career information and career programs.

• Offer a variety of career options. • Job posting- organized process that allows

employees to apply for open positions within the

organizations.

• Can conduct career counseling workshops

• To clearly publish the path to a particular post

• Job rotation



Choosing a

Mentor • Choose an appropriate potential mentor.

• Don’t be surprised if you’re turned down.

• Be sure that the mentor understands what youexpect in terms of time and advice.

• Have an agenda.

• Respect the mentor’s time.



Career Management and Employee

Commitment

• Commitment-oriented career development efforts

Career development programs

• Career workshops that use vocational guidance tools

(including a computerized skills assessment program

and other career gap analysis tools) to help

employees identify career-related skills and the

development needs they possess.

Career-oriented appraisals

• Provide the ideal occasion to link the employee’s

performance, career interests, and developmental

needs into a coherent career plan.



Managing Promotions in an organization

• Promotions and transfers are integral parts of

most peoples careers.

• Promotions traditionally refer to advancements to

positions of increased responsibility;

• transfers are reassignments to similar positions

in other parts of the firm







• Formal or informal

• Are their any set parameters or guidelines or policy of Promotion or is it informal by the Boss.

• Gives rise to flattery & autocracy

• Promotion policy should also contain alternativesto promotion when deserving candidates are not

promoted due to lack of vacancies at higher level.

These alternatives include up gradation, re-

designation, sanctioning of higher pay or increments or allowances assigning new and

varied responsibilities to the employee by

enriching the job or enlarging job.



Managing Transfers

• Employees’ reasons for desiring transfers

• Personal enrichment and growth

• More interesting jobs

• Greater convenience (better hours,

location)

• Greater advancement possibilities



• Employers’ reasons for transferring employees

• To vacate a position where an employeeis no longer needed.

• To fill a position where an employee is

needed.

• To find a better fit for an employee

within the firm.

• To boost productivity by consolidating

positions.



Managing Diversity

• Take career of minority seriously

• Improve mentoring for minority

• Bring in flexible schedule• Change the overall policy in order to ensure

diversity



Linda Noonan, an auditor with Deloitte & Touche left to join a

smaller accounting firm after trying to balance a 70 hour

workweek with her responsibilities as a new mother. Her

situation also illustrates what a employers can do to resolve

such work family conflicts. When Deloitte instituted a new

flexible work schedule, Nooman went back to work there. She

signed an agreement to work 80% of the hours normally

expected of her position. She also arranged to work more hours

from January to March (when the workload is heaviest) and totake more time off the rest of the year to spend with her two

daughters.





Retirement• Retirement

The point at which one gives up one’s work, usually

between the ages of 60 and 65.

• Preretirement practices

Explanation of Social Security benefits

Leisure time counseling

Financial and investment counseling

Health counseling

Psychological counseling

Counseling for second careers

Counseling for second careers inside the company



Stages in career





Examples of Occupations that Typify Each Occupational Theme

Realistic Investigative Artistic Social Enterprising Conventional

Engineers

Carpenters

Physicians

Psychologists

Research and

Development

Managers

Advertising

Executives

Public

Relations

Executives

Auto Sales

Dealers

School

Administrators

A Wide Range

of Managerial

Occupations,

including:

Military Officers

Chamber of

Commerce

Executives

InvestmentManagers

Lawyers

Accountants

Bankers

Credit

Managers

Manageing Careers

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