Career Development

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Transcript Career Development

Career Management
Why is career management necessary?
• To meet the immediate and future HR needs of
the organization on a timely basis.
• To better inform the organization and the
individual about potential career paths w/i the
• To utilize existing HR programs to the fullest by
integrating the activities that select, assign,
develop, and manage individual careers w/i the
org.’s plans.
• Career Development is an ongoing,
formalized effort by an organization that
focuses on developing and enriching the
org’s HRs in light of both the employees’ &
the org’s needs.
• Career Planning is the process by which
an individual formulates career goals &
develops a plan for reaching those goals.
Who is Responsible for Career
• Successful CD requires actions from three
sources: the organization, the employee
and the employee’s immediate manager.
The org. is the entity that has the primary
responsibility for instigating and ensuring
that CD takes place.
• To develop and communicate career
options w/i the org. to the employee.
Organization’s Responsibilities(C’d)
• To advise employees concerning possible
career paths.
• To ensure that this info is kept current.
• To ensure that accurate info is conveyed and
that the interrelationships among different career
paths are understood.
• To promote the conditions and create the
environment that will facilitate development of
career plans by employees
Employee’s Responsibilities
• Career planning requires a concious effort
on the part of the employee.
• Only the individual knows what she/he
really wants out of a career, and these
desires vary from person to person.
• The organization should encourage and
guide the employee.
Manager’s Responsibilities
• serves as a catalyst
• facilitates the development
• shows an employee how to go about the
• helps the employee evaluate the
But many managers do not perceive career
counseling as part of their managerial duties
Implementing Career Development
Four basic steps in the individual level:
1) The individual’s assessment of her/his
2) Organization’s assessment of the
individual’s abilities and potentials
3) Communication of career options and
opportunities w/i the organization.
4) Career counseling for goals and plans
Individual Assessment
• The career planning process means
matching individual strenghts and
weaknesses with occupational
opportunities and threats.
• People never stop to analyze their
abilities, interests, and career goals.
• Self-assessment materials, tailor-made
forms and training programs are available.
Assessment by the Organization
• Performance appraisal process
• The assessment center
• Personnel records (education, previous
work experience..)
• It is a good idea not to depend on only one
source of info but to use as many as
Communicating Career Options
• To set realistic career goals, an individual
must know the options and opportunities.
• Career pathing is a sequence of
developmental activities involving formal
and informal education, training and job
experiences that help make an ind.
capable of holding more advanced jobs.
Career Counseling
is the activity that integrates the different
steps in the career development process.
Developing a caring attitude toward empl’s
and their careers is of prime importance.
* may be performed by an employees
immediate manager, an HR specialist or a
combination of the two.
Suggestions for Managers
Recognise the limits of career counceling
Respect confidentiality
Establish a relationship
Listen effectively
Consider alternatives
Seek and share information
Assist with goal definition and planning
Organizations Focusing on their
Own Maintenance and Growth
Career Paths represent logical and possible
sequences of positions that could be held,
based on an analysis of what people actually do
in an organization.
Creer paths should
• Represent real progression possibilities, whether
lateral or upward.
• Be tentative and responsive to changes in job
content, work priorities, organizational patterns,
and management needs.
Career Paths
• Should specify the skills, knowledge, and
other attributes required to perform
effectively at each position along the paths
and specify how they can be acquired.
Dealing with Career Plateaus
• “the point in a career where the likelihood
of additional promotion is very low”
• Plateaued employess are those who
“reach their promotional ceiling long before
they retire”.
• Because fewer positions are available as
one moves up the hierarchical ladder,
plateauing doesn’t always indicate failure.
Classifying Careers
• Learners: Individuals with high potential for
advancement who are performing below
standard (e.g.,a new trainee)
• Stars: Individuals presently doing
outstanding work and having a full
potential for continued advancement
Classifying Careers (c’d)
• Solid citizens: Individuals whose present
performance is satisfactory but whose
chance for future advancement is small
(the bulk of the employees in most
• Deadwood: Individuals whose present
performance has fallen to an
unsatisfactory level.
Rehabilitating Ineffective
“Why should we try and help ineffective
plateauees; don’t they often have an
overall negative impact on the orgnztion?”
• Job knowledge
• Organizational knowledge
• Loyalty
• Concern for the well-being of plateauees
Rehabilitation Possibilities
• Provide alternate means of recognition
• Develop new ways to make their current
jobs more satisfying
• Effect revitalization through reassignment
• Utilize reality-based self-development
• Change managerial attitudes toward
plateaued employees
Career-Related Myths
Myths Held by Employees
• There is always room for one more
person at the top
• Good subordinates make good superiors
• Career development and planning are
functions of HR personnel
• All good things come to those who work
long, hard hours.
Myths Held by Employees(C’d)
• Rapid advancement along a career path is
largely a function of the kind of manager
one has.
• The way to get ahead is to determine your
weaknesses and work hard to correct
• It is wise to keep home life and work life
• The grass is always greener on the other
side of the fence.
There are myths held by managers.
• Career development will raise
• We will be overwhelmed with requests.
• Managers will not be able to cope.
• We do not have the necessary systems in