Hrd Perspectives Towards Career Development

7/28/2019 Hrd Perspectives Towards Career Development

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CAREER DEVELOPMENTCAREER DEVELOPMENT

PERSPECTIVES IN HUMANPERSPECTIVES IN HUMAN

RESOURCERESOURCE

DEVELOPMENTDEVELOPMENT


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OBJECTIVESOBJECTIVES

To differentiate career development, career ,occupation, position and job.

To distinguish between individual andorganizational career perspectives.

To explain how career development program

integrates individual and organizational needs.

To understand career system managementwithin the general HRM framework.


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According to Susan Sears (1982) in the

Vocational Guidance Quarterly:

The total constellation ofpsychological,

sociological, educational, physical, economic,

and chance factors that combine to shape onescareer


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The overall process of career development can

be defined as:

an ongoing process by which individualsprogress through a series of stages, each of

which is characterized by a relatively unique set

ofissues, themes, and tasks

Greenhaus et al (2000)


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CAREERCAREER

According to National Career

Development Association :

Time extendedworking out of a

purposefullife pattern through work

undertaken by a person.


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Time extended A career is not time limited ortied to one particular job or occupation. A careeris a process that is lifelong in nature, and itsaffected by forces within and outside of aperson.

Working out- Career is the result of

compromises and tradeoffs between what aperson might want and what is possible,between the ideal and real


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Purposeful career has meaning and

purpose for the person. A career doesnt

just happen by accident or luck; it is

planned contemplated, worked on, and

executed.

Life pattern career is more than ones

employment job.


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Work an activity that produces

something of value for oneself or others.

Undertaken by the person every

career is unique to the person.


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OCCUPATIONOCCUPATION

A group of similar positions found in

different industries or organizations.

Example : Accountant is an occupation,

and it might exist in the pharmaceutical

industry or any organization.


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POSITIONPOSITION

A group of tasks performed by one person in anorganization : a unit of work with recurring or continuousset of task.

A task is a unit of job behavior with the beginning pointand an ending point performed in a matter of hours thandays.

Example : The Car-car company decides it needs

someone to improve the communication flow amongemployees, customers, and investors. The companywrite a new position description for an informationspecialist and then seeks to hire a person to do the job.


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JOBJOB

Ajob position held by one or more

persons requiring some similar

attributes in a specific organization.

Example: Biologist at XYZ Biotech

Company.


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CAREER PERSPECTIVES :CAREER PERSPECTIVES :

INDIVIDUAL vs ORGANIZATIONALINDIVIDUAL vs ORGANIZATIONAL

Many observers have viewed career mgt is a process bywhich individuals develop, implement and monitor careergoals and strategies

The focus of career development has shifted radically,from the individual to the organization.

The psychological contract between employers andworkers has changed. Yesterday employees exchange

loyalty for job security. Today employees insteadexchange performance for the sort of training andlearning and development that will allow them toremain marketable.


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TRADITIONAL VS CAREERTRADITIONAL VS CAREER

DEVELOPMENT FOCUSDEVELOPMENT FOCUSHR Activity Traditional Focus Career Development Focus

Human ResourcePlanning

Analyze jobs, skills, tasks present and future.

Projects needs.

Uses statistical data.

Adds information aboutindividual interests,preferences, and the like todata.

Training anddevelopment

Provide opportunities for learningskills, information, and attitudesrelated to job.

Provide career pathinformation.

Adds individual growthorientation.

Performance appraisal Rating and/or rewards. Adds development plans andindividual goal setting.

Recruiting and placement Matching organizations needswith qualified individuals.

Matches individual and jobsbased on a number of

variables includingemployees career interests.

Compensation andbenefits

Rewards for time, productivity,talent, and so on.

Adds non-job-relatedactivities to be rewarded,such as United Wayleadership position.

Source: Adapted from Fred L.Otte and Peggy G. Hutcheson, Helping Employees ManageCareers (Upper Saddle River, NJ: Prentice Hall, 1992),p.10.


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HRs ROLE IN CAREERHRs ROLE IN CAREER

DEVELOPMENTDEVELOPMENTTHE GOAL :MATCH INDIVIDUAL

AND ORG NEEDS

The Goal : Matching Encourage employee ownership

of career. Create a supportive direction

of company. Establish mutual goal setting

and planning

INSTITUTE CAREER

DEVELOPMENT INITIATIVES

Career Development Initiatives Provide workbooks and workshops. Provide career counseling. Provide career self-management

training. Give developmental feedback.

Provide mentoring.

GAUGE EMPLOYEE

POTENTIALGauge Employee Potential Measure competencies

(Appraisal). Establish talent inventories. Establish succession plans. Use assessment centers.

IDENTIFY CAREEROPPORTUNITES

AND REQUIREMENTS

Opportunities & Requirement Identify future competency. Establish job. Balance promotion, transfers,

exits, etc. Establish dual career paths.


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BALANCING INDIVIDUAL ANDBALANCING INDIVIDUAL AND

ORANIZATIONAL NEEDSORANIZATIONAL NEEDS


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THE HRD AND CAREER DEVELOPMENTTHE HRD AND CAREER DEVELOPMENT

PROFESSIONALS RESPONSIBILITYPROFESSIONALS RESPONSIBILITY

To ensure that the organization has

programs and activities that will help the

organization and its employees to achieve

their goals.

This role involves all of the foundational

activities in needs assessment, design,

implementation, and evaluation.


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Halls (1996) suggests:Halls (1996) suggests:

1. Start with the recognition that each individuals owns his or hercareer.

2. Create information and support for the individuals own effortsat development.

3. Recognize that career development is a relational process inwhich the career practitioner plays a broker role.

1. Become an expert on career information and assessmenttechnologies.

2. Become a professional communicatorabout your services andthe new career contract.


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6. Promote work planning that benefits the organization as awhole, over career planning that is unrelated to organizationalgoals and future directions.

7. Promote learning through relationships at work.

8. Be an organizational interventionist, that is, someone willingand able to intervene where there are roadblocks to successfulcareer management.

9. Promote mobility and the idea of the lifelong learner identity.

10. Develop the mind-set of using natural (existing) resources fordevelopment.


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HRD professionals must examine the

employment practices by their

organization, and determine the extent to

which these practice promote or workagainst the kinds of career

management behaviorthey want

employees to engage in.


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WHY CAREER DEVELOPMENT?WHY CAREER DEVELOPMENT?

Results is improved matches between

people and their work which manifests

itself in improved utilization of education

and training resources, higher level ofworker satisfaction, preferred patterns

of employment stability and mobility,

increased income and benefits, andmany attendant benefits to families and

communities.


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WHY CAREER DEVELOPMENT?WHY CAREER DEVELOPMENT?

Extensive body of evidence regarding the

educational, social and economic value of

career information and services that foster

informed and considered career decisions.

17 percent of Americans change jobs each year

(20 million job changers) and 10 percent of the

workforce need career planning (14 million

people)


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WithoutWithoutEffective Career DevelopmentEffective Career Development

Too few students see personal relevance in their studies

28% of 12th-grade high school students believe that their schoolwork is meaningful

21% believe their course work is interesting

39 percent believe that school work will have any bearing on theirsuccess in later life. (National Center for Education Statistics andreported in The Condition of Education 2002)

In the largest 32 urban districts in our country, only 50% ofstudents who enroll in high school actually graduate (The CarnegieInstitute of Washington)

California has a 37% dropout rate from public school


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WithoutWithoutEffective Career DevelopmentEffective Career Development

Most career decision-making is unintentional and uninformed.

10% of high school students say they have never receivedmeaningful career guidance at school

> 65% of 11th

and 12th

graders never had a one-on-onemeeting with their school counselor to discuss post-secondary and career opportunities

78% of students credit their parents as the top adultinfluence regarding career planning Source: Ferris State

University, April 2002

65% of working adults do not believe they are in the rightjob

(NCDA/Gallup, 1999)


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Recent Research ShowsRecent Research Shows

WithWith Effective Career DevelopmentEffective Career Development

Educational Outcomes Improved educational achievement

Improved preparation and participation in postsecondary

education

Better articulation among levels of education and between

education and work

Shorter time to graduation and lower dropout rates

Higher graduation and retention rates


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Social Benefits Benefits to family, peers and community

Higher levels of worker satisfaction and career retention

Shorter path to primary labor market for young workers

Lower incidence of work-related stress and depression

Reduced likelihood of work-place violence


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Economic Consequences Higher incomes and increased tax revenues

Lower rates and shorter periods of unemployment

Lower costs of worker turnover

Lower health care costs

Lower imprisonment and criminal justice costs

Increased worker productivityThe Educational, Social, and Economic Value of

Informed and Considered Career Decisions

Scott Gillie and Meegan Gillie Isenhour, Fall 2003


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ExerciseExercise

What positive and negative practices applied bymanagers to retain people have youencountered in the past?

Write down at least one example of a positiveand one example of a negative approach.

Compare the approaches with Figure 1 takenfrom DilbertZone, which depicts a cynicalapproach to retaining people.


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Scan DilbertZone

Documents

Hrd Perspectives Towards Career Development