Career Devpt 180

8/6/2019 Career Devpt 180

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Operational

Operational

Strategic

Strategic

Matching Individualand Organizational

NeedsOrganizations Needs

Organizations Needs

Professional

Professional

Individuals Needs

Individuals Needs

Personal

Career Management


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CareerDevelopmentInitiatives

CAREER DEVELOPMENT INITIATIVES

Provide workbooks and workshops.

Provide career counseling. Career self-management training

Give developmental feedback.

Provide mentoring.

CAREER DEVELOPMENT INITIATIVES

Provide workbooks and workshops.

Provide career counseling.

Career self-management training

Give developmental feedback.

Provide mentoring.

Identify Career

Opportunities &

Requirements

Gauge

Employee

Potential

The Goal: Match

Individual and

Organization Needs

THE GOAL: MATCHING Encourage employee ownership of career.

Create a supportive context.

Communicate direction of company.

Mutual goal setting and planning.

THE GOAL: MATCHING

Encourage employee ownership of career.

Create a supportive context.

Communicate direction of company.

Mutual goal setting and planning.

OPPORTUNITIES & REQUIREMENTS Identify future competency needs.

Establish job progressions/career paths.

Balance promotions, transfers, exits, etc.

Establish dual career paths.

OPPORTUNITIES & REQUIREMENTS

Identify future competency needs.

Establish job progressions/career paths.

Balance promotions, transfers, exits, etc.

Establish dual career paths.GAUGE EMPLOYEE POTENTIAL

Measure competencies (appraisals).

Establish talent inventories.

Establish succession plans.

Use assessment centers.

GAUGE EMPLOYEE POTENTIAL

Measure competencies (appraisals).

Establish talent inventories.

Establish succession plans.

Use assessment centers.

HRs Role in Career Development


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Gauging Employee Potential

CareerPlanningWorkbooks

CareerPlanningWorkshops

CareerCounseling


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Determining Employee Potential

Career Planning Workbooksx Stimulate thinking about careers, strengths/limitations,

development needs

Career Planning Workshopsx Discuss and compare attitudes, concerns, plans

Career Counselingx Discuss job, career interests, goals


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Career Development Initiatives

DeterminingIndividual

Development Needs

PerformanceAppraisals

Using AssessmentCenters

InventoryingManagementRequirements and

Talent

Mentoring


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Career Counseling

Process of discussing with employees

their current job activities andperformance,

their personal and career interests and

goals,their personal skills, and suitable career

development objectives.


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Fast-Track Program

Program that encourages youngmanagers with high potential to

remainwith an organization by enabling them

to advance more rapidly than those

with less potential


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Mentors

Executives who coach, advise, and

encourage individuals of lesser rank


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Characteristics ofSuccessful Mentoring Programs

Characteristics ofSuccessful Mentoring Programs

Participation is voluntary

Matching process is flexible

Mentors are chosen on ability &

willingness Purpose is clearly understood

Program length is specified

Minimum level of contact is

specified Contact among participants is

encouraged

Program is evaluated

Employee development is

Participation is voluntary

Matching process is flexible

Mentors are chosen on ability &

willingness Purpose is clearly understood

Program length is specified

Minimum level of contact is

specified Contact among participants is

encouraged

Program is evaluated

Employee development is


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SUCCESSFUL

MENTORING

SUCCESSFULMENTORING

GOOD MENTEES

Listen Act on advice Show commitment to learn Check ego at the door Ask for feedback Are proactive Are open-minded Are willing to change

GOOD MENTEES

Listen Act on advice Show commitment to learn Check ego at the door

Ask for feedback Are proactive Are open-minded Are willing to change

GOOD

MENTORSListen and understand Challenge and stimulate Coach Build self-confidence Provide wise counsel Offer encouragement Act as role model Share experiences

GOOD

MENTORS Listen and understand Challenge and stimulate Coach Build self-confidence

Provide wise counsel Offer encouragement Act as role model Share experiences


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IdentifyingJob/Career

OpportunitiesJob Competencies

Job Progressions

& Career Paths

Dual Career Paths

CareerAdvancementPossibilities

Activitiesof JobOpportunityInventorying

Activities

of JobOpportunityInventorying


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Job Progressions

Hierarchy of jobs a new employee might

experience, ranging from a starting job

to jobs that successively require

more knowledge and/or skill


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Career Paths

Lines of advancement in an

occupational field within an

organization


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Alternative Career Moves

TransferTransfer

PromotionPromotion

ExitExit

DemotionDemotion


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Promotion

Change of assignment to a job

at a higher level in the organization


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Transfer

Placement of an individual in anotherjob for which the duties,

responsibilities, status, andremuneration are approximatelyequal to those of the previous job


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Outplacement Services

Services provided by organizations

to help terminated employees find anew job


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InterestsLow

Lo

w

High

High

Skill

s

Pursue

DevelopAvoid

Explore

Combinations of CareerInterests and Skills

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Pursue INTERESTS HIGH, SKILLS HIGHAreas of both high interest and high

confidence. Include in top career choices.

Develop INTERESTS HIGH, SKILLS LOWER

Areas of high interest, low confidence.Pursue skill building.

Explore INTERESTS LOWER, SKILLS HIGHAreas of low interest but high confidence.Reconsider why interest is low or transfer skills

to another area.

Avoid INTERESTS LOW, SKILLS LOW

Areas of both aversion and low confidence.Exclude from top career choices.

7 6

Combination Of Career Interests AndSkills

A Model of Career

A M d l f C


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A Model of CareerDevelopment


Exploration Stage:Characteristics

- Identify interests

and skills- Fit between self

and work

- Engaged in Helping

and Learning

- Serves as ApprenticeRelationship

to others

AGE30

ExplorationStage

Activity

Tasks

A M d l f C


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Establishment Stage:Characteristics

- Advancement- Growth- Develop life-style- Independentcontributor

- Become aColleague

Relationship

to others

AGE30 45

Establishment

StageTasks

Activity

A M d l f C


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Maintenance Stage:

Characteristics

- Update skills- Remain acontributor- Trainer

- Sponsor- Policy-maker- Become a Mentor

Tasks

Activity

Relationship

to others

AGE30 45

MaintenanceStage

60

A Model of Career

A M d l f C


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Characteristics

- Retirementplanning

- Change balancebetween work & life

- Phase out of work- Become a Sponsor

Tasks

Activity

Relationship

to others

AGE30 45

DisengagementStage

60


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Stage 5: Late Career (ages 55-retirement):Remain productive in work, maintain self esteem, prepare for

effective retirement.

Stage 4: Mid Career (ages 40-55): Reappraise earlycareer & early adulthood, reaffirm or modify goals, make choices

appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25-40):Learn job, learnorganizational rules and norms, fit into chosen occupation and

organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Obtain job

offer(s) from desired organization(s), select appropriate job based on completeand accurate information.

Stage 1: Preparation for Work (ages 0-25): Develop occupationalself-image, assess alternative occupations, develop initial occupational choice, pursue

necessary education.

Stages of CareerDevelopment


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Employees role primary responsibility for own CP get feedback about strengths,weaknesses identify developmental needs expose oneself to learning opportunities interact with many different employees

Managers role coach, appraiser, adviser and referralagent

Companys role

provide employees with resources for CP

Employees role primary responsibility for own CP get feedback about strengths,

weaknesses identify developmental needs expose oneself to learning opportunities interact with many different employees

Managers role coach, appraiser, adviser and referralagent

Companys role provide employees with resources for CP

oles in the Career Planning (CP) Procesoles in the Career Planning (CP) Proces


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Career Plateau most likely during mid-career

Dual career paths technical / professional vs.managerial

Skills obsolescence continuous learning

Balancing work and family Coping with job loss

provide outplacement services Retirement meet needs of older worker pre-retirement socialization early retirement programs

Career Plateau most likely during mid-career Dual career paths

technical / professional vs.managerial

Skills obsolescence continuous learning

Balancing work and family Coping with job loss

provide outplacement services Retirement

meet needs of older worker pre-retirement socialization early retirement programs

Career DevelopmentIssues

Career DevelopmentIssues


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Career Plateau

Situation in which for either

organizationalor personal reasons the probability

of moving up the career ladder is low

Documents

Career Devpt 180