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CAREER MANAGEMENT
Presented by: Ashish dalal, kritika Dua, Upasna Sharma, Sakshi Uppal, Linu A. Koshy
INTRODUCTION
Career development is important for companies to create and sustain a continuous learning environment.
Another factor influencing the concept of careers is the growing use of the teams to produce products and provide services.
Teams give companies the flexibility to bring talented persons both inside the company and outside the company to work on services and products on an as-needed basis.
Contd…
In some cases, career is viewed as project careers. These are a series of projects that may not be in the same company. These changes are altering the career concept and increasing the importance of career management for both the employee’s and company’s perspective.
IMPORTANCE OF CAREER MANAGEMENT
It is a process through which employees Become aware of their own interests
values, strengths, and weaknesses. Obtain information about job
opportunities within the company. Identify career goals. Establish action plans to achieve career
goals.
CAREER MANAGEMENT’S INFLUENCE ON CAREER MOTIVATION
Components of career motivation
Career resilience
Career insight
Career identity
Company value•Innovation•Employees adaptation to unexpected changes•Commitment to company•Pride in work
Employee value•Be aware of skill strengths and weaknesses•Participate in learning activities•Cope with less than ideal working condition• Avoid skill obsolescence
WHAT IS A CAREER???
A career refers to the individual sequence of attitudes and
behaviour associated with work-related experiences &
activities over the span of the person’s life
PROTEAN CAREERS
The career is dead-long live the career!
The business environment is highly turbulent and complex, resulting in terribly ambiguous and contradictory career signals. Individuals, perhaps in self-defense, organizations are becoming ambivalent about their desires for career development.
The traditional psychological contract in which an employee entered the firm, worked hard, performed well, was committed and loyal, and hence received greater rewards, has been replaced by a new contract based on continuous learning and identity change.
The ORGANISATIONAL career is dead,
While the PROTEAN career is alive and flourishing!
What is meant by the word ‘protean’?According to the Greek Mythology, PROTEUS, the sea-
god could foretell the future but he would have to change his shape in order to avoid doing so. From this feature of Proteus comes the adjective Protean.
Protean means versatile, mutable, flexible, adaptable.
What are ‘protean careers’?A career that is driven by the person, not the
organization, and that will be reinvented by the person from time to time, as the person and the environment change.
It is based on self-direction with the goal of psychological success in one’s work.
PROTEAN CAREERS
John Lennon said :‘‘Life is what passes by when
You’re busy making other plans.’’
Which means success that matters is subjective, how satisfied you feel with your life and work, not necessarily how much money or power or fame you have.
The secret to Protean careers is finding your unique genius, your talents that you love to develop and use.
Here’s how Shepard puts it:‘‘These are the things that you can now or potentially could do with excellence, which are fulfilling in the doing of them; so fulfilling that if you also get paid to do them,
it feelsnot like compensation, but like a gift”
Traditional v/s Protean Career
Changes in the psychological contract have influenced the career concept.
The PSYCHOLOGICAL CONTRACT between employees and employers has changed.
a. Companies’ structures tend to be “flat”.b. Increased domestic and global competition.
Why Protean Careers?
PSYCHOLOGICAL SUCCESS
The ultimate goal of career is psychological success, the feeling
of pride and personal accomplishment that comes from achieving
one’s most important goals in life, be they achievement, family
happiness, inner peace, or something else.
This is in contrast to vertical success under the old career
contract, where the goal was climbing the corporate pyramid and
making a lot of money.
While there is only one way to achieve vertical success, there
are infinite ways to achieve psychological success, as many ways
as there are unique human needs.
DIMENSIONS TRADITIONAL CAREER
PROTEAN CAREER
Goal PromotionsSalary Increase
Psychological success
Psychological Contract
Security for Commitment
Employability for flexibility
Mobility Vertical Lateral
Responsibility for Management
Company Management
Pattern Linear and Expert Spiral and Transitory
Expertise Know how Learn how
Development Heavy reliance on formal training
Greater reliance on relationships & job experiences
Employees Generations
Different generations of employees will derive this psychological success from different goals.
These goals are highly dependent on their career needs and interests.
Millennium • Accept constant change and job insecurity.• Want challenging work.
Generation X • Higher importance on work-life balance.• Opportunities for growth
Baby Boomers • Meaningful work rather than flexibility.• Idealistic and competitive
Traditionalists • Want their experience to be valued.• Loyal
Some questions which puzzle Protean researchers..1. What is the best way to study protean
careers?2. Is “protean” a state or a trait?3. How can people experience major
career changes and still stay connected to their identities?
4. What can organizations do to help people make these protean career changes?
Some fun questions..
MODELS OF CAREER DEVELOPMENT
Career Development
Process by which employees progress
through a series of stages
Each stage is characterized by a
different set of developmental tasks,
activities and relationships
LIFE CYCLE MODEL
Employees move through distinct life or career stages
Face certain developmental tasks over the course of their career
ORGANIZATION-BASED MODEL Career proceeds through a series of
stages Career development involves
employees’ learning to perform certain activities or functions and adapting to the structures of the organization
Stages involve changes in activities and relationships with peers and managers
DIRECTIONAL PATTERN MODELFocuses on individual properties and organizational properties
1-TRANSITORY CAREER: no set job or field is ever chosen permanently. People move
from job to job without following any set pattern. It is common in semi skilled workers
2-STEADY STATE CAREER: individual selects one career early in life and remains with
the same work role for life. It is common among established professions (dentists,
engineer,carpenter,etc)
3-LINEAR CAREER: field is chosen early in life and a plan for upward movement is
developed and executed. Common in CORPORATE MANAGERS
4-SPIRAL CAREER: one develops in a given field for a period of time; then moves on to a
related or perhaps a totally new area. It is seen in consultants and writers.
CAREER STAGES
EXPLORATION
DEVELOPMENTAL TASK
Identify interests, fit between self and work
ACTIVITIES Learning, following directions
RELATIONSHIP TO OTHER EMPLOYEES
apprentice
TYPICAL AGE <30
YEARS ON JOB <2 years
APPRENTICE: employee who works under the supervision and direction of a more experienced colleague or manager.
From the company’s perspective ORIENTATION & SOCIALIZATION are necessary processes.
ESTABLISHMENT
DEVELOPMENTAL TASK
Advancement, growth, security, develop lifestyle
ACTIVITIES Making independent contributions
RELATIONSHIP TO OTHER EMPLOYEES
colleague
TYPICAL AGE 30-45
YEARS ON JOB 2-10 years
Company needs to develop policies that help balance work and non work roles
MAINTENANCE
DEVELOPMENTAL TASK
Hold on to accomplishments, update skills
ACTIVITIES Training, sponsoring, policy making
RELATIONSHIP TO OTHER EMPLOYEES
mentor
TYPICAL AGE 45-60
YEARS ON JOB > 10 years
CHALLENGES- plateauing and obsolete skills
DISENGAGEMENT
DEVELOPMENTAL TASK
Retirement planning, change balance between work and non work
ACTIVITIES Phasing out of work
RELATIONSHIP TO OTHER EMPLOYEES
sponsor
TYPICAL AGE 61+
YEARS ON JOB > 10 years
SPONSOR: provides direction to other employees, represents the company to customers, initiates actions and makes decisions
AGE and YEARS OF SERVICE are good signals of career
stage but cannot be relied upon completely
-could lead to erroneous conclusion about the employees’
career needs
- older employees often recycle back to an earlier stage
RECYCLING- it involves changing one’s major work activity after having been established in a specific field. I t is accompanied by a reexploration of values, skills ,interests and potential employment opportunities.
Not just for older employees, companies facing a
talent crunch uses this as a tool
Training programs, BOOT CAMPS, are conducted
to help employees rediscover their interests.
Employees also conduct INFORMATIONAL
INTERVIEWS to gear up with as much information
as possible regarding an area whcich they feel is
congruent with their interest
CHALLENGES TO CAREER
MANAGEMENT
1. Socialization & Orientation
Organisational socialization - Process by which a new
employees are transformed into effective members of
the company.
The purpose of Orientation is to prepare employees to
perform their jobs effectively, learn about the
organisation, and establish work relations.
WHAT EMPLOYEES SHOULD LEARND & DEVELOP THROUGH SOCIALISATION
History The company’s goals, values, traditions, customs, & myths, background of members
Company Goals Rules or principles directing the company
Language Slang & jargon unique to the company, Professional technical knowledge
Politics How to gain info. Regarding the formal & informal work relationships & power structures
People Successful & satisfying work relationships with other employees
Performance Proficiency What needs to be learned; effectiveness in using & acquiring the KSAs needed for the job
ONBOARDING
Orientation process for newly hired managers
It gives new managers an introduction to the work
they will be supervising & an understanding of the
culture & operations of the entire company
2. DUAL CARRER PATHS
A career path is a sequence of job positions involving
similar types of work & skills, that employees move
through, in the company.
COMPANY ABC
Engineers Managers
SCIENTIST
RESEARCH SCIENTIST
PRINCIPLE RESEARCH SCIENTIST
ASSISSTANT MANAGER
MANAGER
DEPARTMENT MANAGER
ASSISTANT DIRECTOR
DIRECTOR
DUAL CAREER PATH SYSTEM – enables employees to remain in a technical career path or move into a management career path
DIRECTOR
ASSCOCIATE DIRECTOR
DEPARTMENT MANAGER
SECTION MANAGER
ASSOCIATE SECTION
MANAGER
PRINCIPLE RESEARCH
SCIENTIST
RESEARCH SCIENTIST
SCIENTIST
FELLOW
SENIOR RESEARCH
LEADER
RESEARCH LEADER
SENIOR RESEARCH
SCIENTIST
SENIOR PROGRAM MANAGER
PROGRAM MANAGER
PROJECT MANAGER
CHARACTERISTICS OF EFFECTIVE CAREER PLAN
Salary, status & incentives for technical employees compare
favourably with those of managers
Individual contributors’ base salary than managers’ but they are
given opportunities to increase their total compensation through
bonuses
The individual contributor career path is not used to satisfy poor
performances who have no managerial potential.
Individual contributors are given the opportunity to choose their
career path. The company provides assessment resources.
3. PLATEAUING
The likelihood of the employee receiving future job
assignments with increased responsibility is low.
Plateauing is not necessarily bad for the employee or
company. A plateaued employee
May not desire increased job responsibility
Job performance may meet the minimum acceptable
standards
Plateauing can become disfunctional
Reasons for Plateauing
• Discrimination based on, e.g., age, gender or race
• Lack of ability
• Lack of training
• Low need for achievement
• Unfair pay decisions or dissatisfaction with pay rises
• Confusion about job responsibility
• Slow company growth resulting in reduced development
opportunities
Employees need to understand why they are being
plateaued
Plateaued employees should be encouraged to become
more involved in developmental opportunities, including
training courses, job exchanges & short-term
assignments in which they can use expertise outside their
departments.
Plateaued employees may need career counseling to
help them understand why are plateaued & their options
for dealing with the problem
4. COPING WITH CAREER BREAKS
Both men & women face major problems in trying to
work after taking several months or years off for family
or other reasons.
Peers are often asked to take over the work load of the
reservists, which can mean longer work hours, a larger
work load & more work on weekends.
Disruptions worse for smaller companies as the loss of
even a few employees can have a greater impact on the
other employees.
Women more likely than men to leave jobs for family reasons
Women returning to work find their skills & knowledge out-
dated & loss in professional network
Companies are helping women cope during their family leave
by offering special work arrangements like small project work,
training & mentoring
Booz Allen Hamilton – small work contracts that can be done
at home. These include proposal writing, idea development &
client contact
FUTURE TRENDS AFFECTING TRAINING AND DEVELOPMENT
Increases use of new technologies for training delivery Increased demand for training for virtual working
arrangements Increased emphasis on speed in design, focus in content, and
use of multiple delivery methods Increased emphasis on capturing and sharing intellectual
capital Increased use of true performance support Increased emphasis on performance analysis and learning for
business enhancement Increased use of training partnerships and outsourcing training A change model perspective to training development
Increased use of new technologies for training delivery
Use of technologies will likely increase in the future for several reasons.
Cost of technologies will decrease To better prepare employees to serve customers
and generate new business Training costs related to bringing geographically
dispersed employees to one central location is reduced
Technology allows trainers to build into training many of the desirable features of a learning environment
Technology will allow training to be delivered to any place and at any time for different employees at different work arrangements.
Increased demand for training for virtual work arrangements
Virtual arrangements include teams as well as telecommuting. Telecommuting: Work that is conducted in remote location
where the employees has limited contact with peers but is able to communicate electronically.
Critical feature: location and organization structure are not limiting factors.
Challenges: Companies will have to invest in training delivery methods
that facilitate digital collaboration. For companies; having knowledge, knowing which employee
possess knowledge and sharing it is critical for effectiveness
Increased emphasis on speed in design, focus in content, and use of multiple delivery methods
Trainers are challenged to find new ways to use instructional design
Trainers need to determine the best way to design an effective training course
Rapid Instructional design (RID) is a group of techniques that allows training to be built more quickly.
It is based on 2 principles:
1. Instructional content and process can be developed independently of each other.
2. Resources can be reallocated as appropriate.
Increased emphasis on capturing and sharing intellectual capital
Baby boomer employees are retiring Companies are concerned about the loss of valuable knowledge They are seeking ways to turn employees’ knowledge in to a shared company assset.
The increased use of new technology means trainers must be technologically literate.They must understand the strengths and weakness of the new technology and their implementation issues.
Increased use of true performance support
Companies are moving away from courseware and classes as a performance improvement method.
They are instead adopting true performance support that is available during the work process.
Embedded learning:
It is a learning that occurs on the job as needed.
It involves collaboration and non learning technologies such as instant messaging and it is integrated with knowledge management.
Increased emphasis on performance analysis and learning for business enhancement
Training departments have to make sure that they are seen as helping the business functions meet their needs.Performance analysis approach involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units
Three ways training departments need to be involved are:1.Focusing on interventions related to performance management.2.Providing support for high performance work systems.3.Developing systems for training administration, development, and delivery that reduce costs and increase empployees’ access to learning.
Increased use of training partnerships and outsourcing training
Two main reasons why companies outsource training are: 1.Employees need to learn specialized new knowledge2.Companies want to gain access to best practices and cost savings
One type of training outsourcing is use of an application service provider.It is a company that rents out access to software for specific application.
Training and development from change model perspective
New training and development practices to be successfully implemented, they must be accepted by the customer.Four conditions necessary for change to occur are:1.Employee must understand the reasons for change.2.They must possess the skills needed to implement change.3.Top level employees must support the change.4.Compensation and performance management system must support change.
Before implementing new training and development practice , trainer should consider how they can increase the likelihood of its acceptance.
Four change related problems that need to be addressed before implementation of any new training practices are:
1. Resistance to change
2. Loss of control
3. Power Imbalance
4. Task redefinition
THANK YOU!THANK YOU!
