BY Vishal

VipraJasmine

prayas

Careers and Career Management

Introduction11 -

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The concepts of career and career management is important in order to retain and motivate employees.

These companies do provide resources supporting careers such as development opportunities, mentoring, and training managers in how to coach employees.

A major challenge is how to balance advancing current employees’ careers with simultaneously attracting and acquiring employees with new skills.

What Is Career Management?11 -

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• Career managementCareer management is the 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.

Why Is Career Management Important?

Career Management and Career Motivation

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• Career motivationCareer motivation refers to:• Employees’ energy to invest in their careers• Their awareness of the direction they want their

careers to take• The ability to maintain energy and direction despite

barriers they may encounter• Career motivation has three aspects:

• Career resilience• Career insight• Career identity

The Value of Career Motivation11 -

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Components of Career Motivation

Career Resilience(flexibility)

Company ValueCompany Value • Innovation• Employees adapting to unexpected changes• Commitment to Company• Pride in Work

Employee ValueEmployee Value • Be aware of skill strengths and weaknesses• Participate in learning activities• Cope with less than ideal working conditions• Avoid skill obsolescence

Career Insight (approaching)

Career Identity

The career management process:11 -

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Self-Assessment

Reality Check Goal Setting

Action Planning

•Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.•Often involves psychological tests.

•Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans.

The process of employees developing short- and long-term career objectives.Usually discussed with the manager and written into a development plan.

Employees determining how they will achieve their short- and long-term career goals.

Design factors of Effective Career Management Systems:

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• System is positioned as a response to a business need.

• Employees and managers participate in development of the system.

• Employees are encouraged to take an active role in career management.

• Evaluation is ongoing and used to improve the system.

Design factors of Effective Career Management Systems: (continued)

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• Business units can customize the system for their own purposes.

• Employees need access to career information sources.

• Senior management supports the career system.

• Career management is linked to other human resource practices such as training, recruiting systems, and performance management.

Shared Responsibility:Roles in Career Management

Managers’ Role in Career Management

Roles Responsibilities

Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns

Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs

Advisor Generate options, experiences, and relationshipsAssist in goal settingProvide recommendations

Referral agent

Link to career management resourcesFollow up on career management plan

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Evaluating Career Management Systems

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• Career management systems need to be evaluated to ensure that they are meeting the needs of employees and the business.

• Two types of outcomes can be used to evaluate:• Reactions of the customers (employees and

managers) who use the career management system

• Results of the career management system• Evaluation of a career management system should be

based on its objectives.

FLEXIBLE WORKING ENVIRONMENT

What are flexible work arrangements?

“Flexible Work Arrangements alter the time and/or place that work is conducted. FWA provide flexibility in the:

Scheduling of hours worked and arrangements regarding overtime, predictable scheduling, and shift and break schedules;

Amount of hours worked; and Place of work.”

Workplace Flexibility 2010

Common flexible work arrangements

“Compressed Work Week: A work schedule that condenses one or more standard workweeks into fewer, longer days. (9/80)

Flextime: A work schedule with variable starting and ending times, within limits set by one’s manager. Employees still work the same number of scheduled hours as they would under a traditional arrangement. (7 am-3pm or 10 am-6pm)

Job-Sharing: An arrangement in which two or more part-time (or occasional) employees share the responsibilities of one full-time job at a pro-rated salary.

Part-time Work: A work schedule that is less than full-time but is at least half of the regularly scheduled full-time workweek.

Personal or Family Leaves: A block of time off while retaining one’s job. These leaves may be paid or unpaid.

Telecommuting: …regularly work at home or at an alternative worksite during part or all of a work schedule (in office M/W/F, remote work T/Th).”

MIT

FWA Metrics and Statistics

Everyone wants FWA• Nearly 80% of workers say they

would like to have more flexible work options and would use them if there were no negative consequences at work. Families and Work Institute, 2004

• 79% of companies allow some employees to use FWA

• 37% of companies allow all or most employees to use FWA

(Galinsky, Bond, & Sakai, 2008)

Not for every job or employee

• Must meet business needs • More common among

professional staff• Must achieve performance

expectations

% of Workforce using FWA

Beers, T. (2000). Flexible schedules and shift work: Replacing the ‘9 to 5’ workday? Monthly Labor Review, 123(6), p. 33.

Business benefits of FWA

Business benefits of FWA: Data

96% report that flexibility influences their decision to stay at the company; 73% say that flexibility is “very important” in that decision, and 23% say that it’s “somewhat important.”

Employees who use flexible work arrangements scored, on average, 30% lower on stress and burnout.

Bank branches with flexible work arrangements had retention rates 50% higher than other branches.

Corporate Voices for Working Families with WFD Consulting

Business benefits of FWA: Data73% of employees with high availability

of flexible work arrangements reported that there was a high likelihood that they would stay with their current employer for the next year. Bond, J.T., Thompson, C., Galinsky, E. & Prottas,D. (2003). Highlights of the 2002 national study of the changing workforce. New York: Families and Work Institute.

Studies indicate that the availability and use of flexibility and other work-family policies is associated with higher commitment, job satisfaction, loyalty, and lower intention to turnover. Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work-family effectiveness. Journal of Vocational Behavior. 68(2), 347-367.

Business benefits of FWA: Data

Organizations with higher employee satisfaction report larger than average annual returns to investors.

“…with respect to flexibility programs that enable workers to work from home, if the proportion of employees working from home increases by one percentage point, the firm’s profit rate increases by an additional six-tenths of one percent. For the average firm included in this sample, this equates to a profit increase of approximately $84 million.”

Meyer, C.S., Mukerjee, S., & Sestero, A. (2001). Work-family benefits: Which ones maximize profits? Journal of Managerial Issues, 13(1), p. 40.

General obstacles to implementation

Nature of work

Managers perceptions and abilities

Culture of workplace and how work is done

Employee concerns

Economic obstacles to implementation

In today’s economic climate, FWA present new challenges:

Inflexible systems make it difficult to integrate FWA

Groundwork not created to integrate FWA within the organization

Not comfortable with FWA as a way to do business

Overcoming the obstaclesEffective steps to reduce obstacles at your

organization:• Make managers accountable (raise-dependent) for

creating a work environment where employees can thrive at work/home

• Help managers to measure important business outcomes

• Try a “pilot” program• Train managers and co-workers about how flexibility

can help them to achieve their business goals• Train managers and co-workers about how to

implement and sustain FWA• Encourage communication about how work will get

done and the “rules of the game”• Use metrics and evaluation to demonstrate impacts,

make improvements and re-measure

Overcoming the economic obstacles

Effective steps to reduce obstacles in current economic climate:

• Examine how FWA could help the organization to achieve business goals

• Reward performance versus face time• Ask employees and work teams how they could integrate

FWA into their jobs/teams• Offer FWA as a way to support employees and provide

relief from heavy workloads and stress• Remember: even if there have already been layoffs, it’s

never too late to embrace FWA

Best practices and examples

KPMG UK, German and Swiss firms: Flexible Futures. Asked staff to volunteer to work either a four-day week with a proportionate pay cut or take a sabbatical for up to three months.

“We learnt some painful lessons from the last downturn when we made redundancies and lost some real talent. When the upturn came, we were not positioned as well as we could be. So this time the challenge was clear. Could we create sufficient flexibility in our cost base that would allow us to react quickly to future events while retaining our people for the moment the market picks up?” People Management

Dell asked employees to take up to 5 days off without pay during the next 3 months. Although the leave is not mandatory, the company has indicated that layoffs may be necessary if not enough workers participate in this reduction of hours/pay. 

Goal: Reduce workforce costs without severing ties to employees

Best practices and examples

FedEx cut salaries of senior executives and salaried-exempt employees by 5 to 20%, a $600 million savings. Brandeis University requested that faculty members give up 1% of their salary, and 30% have volunteered.

Cisco ordered a four-day year-end shutdown. Instead of a severance package, Cisco Systems offered the 8,500 employees it laid off in April, a third of their salaries, all benefits, and stock-option awards while working for one year at a not-for-profit group already associated with the company.

Best practices and examples

In Atlanta, an expected budget shortfall of $60 million meant that 4,600 city employees had their weekly hours and pay cut by 10%.

During their layoffs, founder Charles Schwab and his wife created a $10 million educational fund for these workers. The fund covers as much as $20,000 worth of tuition over two years at accredited academic institutions for re-training and new skill development.

Best practices and examples

Megavolt (Springfield, MO) moved to a "shared work program" of three 10-hour days a week. While workers keep their jobs, the lost 10 hours each week is enough for them to be eligible for state unemployment benefits in Missouri.

In 1984, the Maryland General Assembly established the Work Sharing Unemployment Insurance Program. This voluntary program provides employers with an alternative to layoffs. The principle behind Work Sharing is simple; instead of laying off a percentage of the work force to cut costs, an employer can reduce workers' hours by the same percentage and keep the entire work force on the job.

Numerous states allow workers with reduced schedules to collect unemployment: AZ, AR, CA, CT, FL, IA, KS, LA, MD, MA, MN, MO, NY, OR, RI, TX, VT and WA.

Conclusion

FWA can help you to achieve your business goals

FWA offer a wide range of business benefitsFWA provide an alternative to layoffsResearch data documents the significant ROI

of FWAObstacles exist but can be overcome