Career Development

CAREER DEVELOPMENTCAREER DEVELOPMENT

PRESENT BY:PRESENT BY:

SAJAD NAZARISAJAD NAZARI

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Learning ObjectivesAfter studying this chapter, you should be able to:1. Define career development and summarize its major

objectives.

2. Name the three entities required to provide input for a successful career development program and briefly describe their respective responsibilities.

3. Describe the steps involved in implementing a career development program.

4. Define career pathing and career self-management.

5. List several myths employees hold related to career planning and advancement.

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Learning Objectives (cont.)

6. List several myths management holds related to career development.

7. Define a career plateau and a plateaued employee.

8. Describe the four principal career categories.

9. Explain the concept of a career lattice.

10.Distinguish between dual-career couples and dual-earner couples.

11. Define outplacement.

12.Explain what the glass ceiling is.

13.List some of the online career development resources that are available today.

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Career Development

• Career development– An ongoing, formalized effort by an

organization that focuses on developing and enriching the organization’s human resources in light of both the employees’ and the organization’s needs.

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Why is Career Development Necessary?

• To meet the immediate and future human resource needs of the organization on a timely basis.

• To better inform the organization and the individual about potential career paths within the organization.

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Why is Career Development Necessary?

• To utilize existing human resource programs to the fullest by integrating the activities that select, assign, develop, and manage individual careers with the organization’s plans

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Career Planning

• Career planning– Process by which an

individual formulates career goals and develops a plan for reaching those goals.

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Who is Responsible for Career Development?

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Organization’s Responsibilities

• Entity having primary responsibility for instigating and ensuring that career development takes place

• Responsible for developing and communicating career options within the organization to the employee

• Should carefully advise an employee concerning possible career paths to achieve that employee’s career goals

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Employee’s Responsibilities

• Primary responsibility for preparing individual career plans rests with individual employees

• Only individual knows what he really wants out of a career, and desires vary appreciably from person to person

• Requires a conscious effort on the part of the employee

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Manager’s Responsibilities

• Manager should serve as a catalyst and sounding board

• Manager should show an employee how to go about the process and then help employee evaluate conclusions

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Implementing Career Development

Four basic steps at the individual level: • Individual’s assessment of his or her abilities,

interests, and career goals • Organization’s assessment of the individual’s

abilities and potentials• Communication of career options and

opportunities within the organization• Career counseling to set realistic goals and

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Career Planning Roles at Corning, Inc.

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Individual Assessment

• Vision statement– A concise statement of career goals in

measurable terms.

• Effective vision statements are concise and they are stated in measurable terms

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Assessment by the Organization

• Most frequently used source has been the performance appraisal process

• Assessment centers can also be an excellent source of information

• Other potential sources include personnel records reflecting information such as education and previous work experience

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Career Pathing

• Career pathing– A technique that addresses the specifics of

progressing from one job to another in an organization

– sequence of developmental activities involving informal and formal education, training, and job experiences that help make an individual capable of holding more advanced jobs.

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Career Self-Management

• Career self-management– The ability to keep up with the changes that

occur within the organization and industry and to prepare for the future.

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Career Self-Management

• Emphasizes the need of individual employees to keep learning because jobs that are held today may evolve into something different tomorrow or may simply disappear entirely.

• Involves identifying and obtaining new skills and competencies that allow the employee to move to a new position.

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Career Counseling – Suggestions for Managers

1. Recognize the limits of career counseling

2. Respect confidentiality

3. Establish a relationship

4. Listen effectively

5. Consider alternatives

6. Seek and share information

7. Assist with goal definition and planning

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Career-Related Myths – Held by Employees

1. There is always room for one more person at the top– Contradicts the fact that structures of the

overwhelming majority of today’s organizations have fewer positions available as one progresses up the organization

2. The key to success is being in the right place at the right time– A person, through careful design, can affect

rather than merely accept the future

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3. Good subordinates make good superiors– Based on belief that those employees who are

the best performers in their current jobs should be the ones who are promoted

4. Career development and planning are functions of human resource personnel– Ultimate responsibility for career development

and planning belongs to the individual

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5. All good things come to those who work long, hard hours – Results of spending 10 to 12 hours a day trying to

impress managers and move rapidly in the organization often have little relationship to the individual’s long-range career growth

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6. Rapid advancement along a career path is largely a function of the kind of manager one has– Provides a ready-made excuse for failure – Easy

and convenient to blame failures on one’s manager

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7. The way to get ahead is to determine your weaknesses and then work hard to correct them– The secret is to first capitalize on one’s

strengths and then try to improve deficiencies in other areas

8. Always do your best, regardless of the task– Those tasks and jobs that rank high in

importance in achieving one’s career goals should receive the individual’s best effort

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9. It is wise to keep home life and work life separated– Spouses must understand basic factors that

weigh in any career decisions

10.The grass is always greener on the other side of the fence– Regardless of career path the individual follows,

another one always seems a little more attractive

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Career-Related Myths – Held by Managers

1. Career development will raise expectations– Should bring employees’ aspirations into the

open and match their skills, interests, and goals with opportunities that are realistically available.

2. We will be overwhelmed with requests– Employees will expect organization to provide

them with a multitude of career opportunities

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Career-Related Myths – Held by Managers

3. Managers will not be able to cope– While coaching and counseling should be an

important part of any manager’s job, the key to career development and planning is to place the responsibility primarily on the employee

4. We do not have the necessary systems in place– Many organizations have implemented

successful programs with few formal mechanisms beyond basic requirement of providing employees with effective career-planning tools

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Dealing With Career Plateaus

• Career plateau– Point in an individual’s career where likelihood

of an additional promotion is very low

• Takes place when an employee reaches a position from which she or he is not likely to be promoted further

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• Learners – Individuals with high

potential for advancement who are performing below standard

• Stars – Individuals presently

doing outstanding work and having a full potential for continued advancement; these people are on fast- track career paths

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• Solid citizens – Individuals whose

present performance is satisfactory but whose chance for future advancement is small; make up the bulk of the employees in most organizations

• Deadwood – Individuals whose

present performance has fallen to an unsatisfactory level; they have little potential for advancement

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Managing the Plateauing Process

1. Prevent plateauees from becoming ineffective

2. Integrate relevant career-related information systems

3. Manage ineffective plateauees and frustrated employees more effectively

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Classifying Managerial Careers

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Rehabilitating Ineffective Plateauees

• Job knowledge – Plateaued employees have usually been in

the job for quite some time and have amassed considerable job knowledge

• Organizational knowledge – Plateaued employees not only know their jobs

but also know the organization

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Rehabilitating Ineffective Plateauees

• Loyalty – Plateaued employees are usually not job-

hoppers but often have demonstrated above-average loyalty to the organization

• Concern for the well-being of plateauees – If the organization were to terminate all

plateaued employees, this could have a disastrous impact on other employees

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Possibilities of Rehabilitating Ineffective Plateauees

1. Provide alternate means of recognition

2. Develop new ways to make their current jobs more satisfying

3. Effect revitalization through reassignment

4. Utilize reality-based self-development programs

5. Change managerial attitudes toward plateaued employees

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Career Lattice

• Career lattice– employees moving at any angle, heading from

side to side, supporting organizational goals while getting their career goals met at the same time

– approach allows employees to move to different projects and locations across an organization rather than only through higher ladder-like levels.

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The Impact Of Dual-Employed Couples

• With dual-career couples– Both members are highly committed to their

careers– They view their employment as part of a

career path involving progressively more responsibility, power, and financial remuneration

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The Impact Of Dual-Employed Couples

• A geographical move for one member creates an obvious problem for the couple and their respective organizations

• Other potential problems of dual-employed couples include– Need for child care– Balancing time schedules– Emotional stresses

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Single Parent Employees

• Single-parent employees have needs and requirements that are different from those of families that have one parent at home.

• Proactive corporate programs include– Child and elder care, Flexible work

scheduling, Job sharing, Part-time work, Telecommuting, Parental leave, Personal time

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Outplacement

• Outplacement– Benefit provided by an employer to help an

employee leave the organization and get a job someplace else.

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Outplacement Services

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Breaking the Glass Ceiling

• Glass ceiling – Refers to invisible, yet real or perceived,

barriers found in many organizational structures that appear to stymie executive advancement opportunities of women and minorities

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Common practices that contribute to the creation of a glass ceiling:

• Word-of-mouth recruiting• Inadequate access to developmental

opportunities for women and minorities• Lack of responsibility among senior

management for equal employment opportunity efforts

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• Demonstrate commitment

• Hold line managers accountable for progress by including diversity in all strategic business plans

• Use affirmative action as a tool to ensure that all qualified individuals compete based on ability and merit

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Career Development Online

• Information about employment trends and job opportunities

• Self-assessment tools that employees can use to determine which types of jobs they might best pursue

• Links to online employment resources such as job listings and career development information

• Individual online job counseling, including advice on preparing for interviews

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Five Stages

• Self-Assessment

• Research

• Decision-Making

• Networks and Contacts

• Work

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Stage 1: Self-Assessment

• Personality

• Values

• Skills

• Career interests

• Knowledge and learning style

• Self-employment

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Stage 2: Research

• Career trends

• Information search

• Information interviews

• Job shadowing

• Gaining experience

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Stage 3: Decision-Making

• Career objectives

• Personal objectives

• Lifelong learning

• Goal setting

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SMART Goal Setting

• Specific

• Measurable

• Action oriented

• Realistic

• Time framed

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Stage 4: Networks & Contacts

• Work search

• Resumes and letters

• Interviews

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Stage 5: Work

• Offers and acceptance

• Success at work

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HUMAN RESOURCE MANAGEMENTLLOYD, BYARS – LESLIE, W. RUE

CHAPTER 10

ReferenceReference:

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