Upload
ravindra-goyal
View
218
Download
0
Embed Size (px)
Citation preview
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 1/25
MANAGINGCAREERS
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 2/25
The Basics of Career Management
• Career
The occupational positions a person has had over
many years.
• Career management
The process for enabling employees to better
understand and develop their career skills andinterests, and to use these skills and interests more
effectively.
• Career development
The lifelong series of activities that contribute to aperson’s career exploration, establishment,
success, and fulfillment.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 3/25
10 –3
The Basics of Career Management
• Career planning
The deliberate process through which someonebecomes aware of personal skills, interests,
knowledge, motivations, and other characteristics;
and establishes action plans to attain specific
goals.
• Careers today
Careers are no simple progressions of employment in
one or two firms with a single profession.
Employees now want to exchange performance for
training, learning, and development that keep themmarketable.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 4/25
EmployeeCareer
Career
management
Career
planning
Career
Development
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 5/25
Traditional Versus Career Development Focus
HR Activity Traditional Focus Career Development Focus
Human resource
planning
Analyzes jobs, skills, tasks—present
and future. Projects needs. Uses
statistical data.
Adds information about individual interests,
preferences,.
Recruiting and
placement
Matching organization’s needs with
qualified individuals.
Matches individual and jobs based on variables
including employees’ career interests andaptitudes.
Training and
development
Provides opportunities for learning
skills, information, and attitudes
related to job.
Provides career path information.
Adds individual development plans.
Performance
appraisalRating and/or rewards.
Adds development plans and individual goal
setting.
Compensation and
benefits
Rewards for time, productivity,
talent, and so on.
Adds tuition reimbursement plans, compensation
for non-job related activities
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 6/25
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 7/25
Roles in Career
Development
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 8/25
The Individual
• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career. • Follow through on realistic career plans.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 9/25
The Manager
• Provide timely performance feedback.
• Provide developmental assignments.
• Participate in career development discussions.
• Support employee development plans.
• Give a realistic picture of the career opportunities
available in the organization
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 10/25
The Organization
• Develop policies to support in individual goals• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options. • Job posting- organized process that allows
employees to apply for open positions within the
organizations.
• Can conduct career counseling workshops
• To clearly publish the path to a particular post
• Job rotation
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 11/25
Choosing a
Mentor • Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what youexpect in terms of time and advice.
• Have an agenda.
• Respect the mentor’s time.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 12/25
Career Management and Employee
Commitment
• Commitment-oriented career development efforts
Career development programs
• Career workshops that use vocational guidance tools
(including a computerized skills assessment program
and other career gap analysis tools) to help
employees identify career-related skills and the
development needs they possess.
Career-oriented appraisals
• Provide the ideal occasion to link the employee’s
performance, career interests, and developmental
needs into a coherent career plan.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 13/25
Managing Promotions in an organization
• Promotions and transfers are integral parts of
most peoples careers.
• Promotions traditionally refer to advancements to
positions of increased responsibility;
• transfers are reassignments to similar positions
in other parts of the firm
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 14/25
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 15/25
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 16/25
• Formal or informal
• Are their any set parameters or guidelines or policy of Promotion or is it informal by the Boss.
• Gives rise to flattery & autocracy
• Promotion policy should also contain alternativesto promotion when deserving candidates are not
promoted due to lack of vacancies at higher level.
These alternatives include up gradation, re-
designation, sanctioning of higher pay or increments or allowances assigning new and
varied responsibilities to the employee by
enriching the job or enlarging job.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 17/25
Managing Transfers
• Employees’ reasons for desiring transfers
• Personal enrichment and growth
• More interesting jobs
• Greater convenience (better hours,
location)
• Greater advancement possibilities
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 18/25
• Employers’ reasons for transferring employees
• To vacate a position where an employeeis no longer needed.
• To fill a position where an employee is
needed.
• To find a better fit for an employee
within the firm.
• To boost productivity by consolidating
positions.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 19/25
Managing Diversity
• Take career of minority seriously
• Improve mentoring for minority
• Bring in flexible schedule• Change the overall policy in order to ensure
diversity
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 20/25
Linda Noonan, an auditor with Deloitte & Touche left to join a
smaller accounting firm after trying to balance a 70 hour
workweek with her responsibilities as a new mother. Her
situation also illustrates what a employers can do to resolve
such work family conflicts. When Deloitte instituted a new
flexible work schedule, Nooman went back to work there. She
signed an agreement to work 80% of the hours normally
expected of her position. She also arranged to work more hours
from January to March (when the workload is heaviest) and totake more time off the rest of the year to spend with her two
daughters.
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 21/25
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 22/25
Retirement• Retirement
The point at which one gives up one’s work, usually
between the ages of 60 and 65.
• Preretirement practices
Explanation of Social Security benefits
Leisure time counseling
Financial and investment counseling
Health counseling
Psychological counseling
Counseling for second careers
Counseling for second careers inside the company
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 23/25
Stages in career
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 24/25
7/28/2019 Manageing Careers
http://slidepdf.com/reader/full/manageing-careers 25/25
Examples of Occupations that Typify Each Occupational Theme
Realistic Investigative Artistic Social Enterprising Conventional
Engineers
Carpenters
Physicians
Psychologists
Research and
Development
Managers
Advertising
Executives
Public
Relations
Executives
Auto Sales
Dealers
School
Administrators
A Wide Range
of Managerial
Occupations,
including:
Military Officers
Chamber of
Commerce
Executives
InvestmentManagers
Lawyers
Accountants
Bankers
Credit
Managers