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Career Development | 9-1

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Dessler, Chhinzer, ColeHuman Resources

Management in CanadaCanadian Twelfth Edition

Chapter 9: Career Development

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Career Development | 9-2

Learning Outcomes

• EXPLAIN the strategic importance of career planning and development in the context of today’s talent shortage.

• ANALYZE the factors that affect career choices.

• EXPLAIN the evolution of career development and the impact of that on employers and employees.

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Career Development | 9-3

Learning Outcomes

• RECOMMEND how to manage transfers and promotions more effectively.

• EXPLAIN what management development is and why it is important.

• DESCRIBE on-the-job and off-the-job management-development techniques.

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Career Development | 9-4

Career Planning and Development

The deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of activities that contribute to his or her career fulfillment.

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Career Development | 9-5

Early Stages of Career Development Research

Vocational Preference Test

• realistic orientation

• investigative orientation

• social orientation

• conventional orientation

• enterprising orientation

• artistic orientation

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Career Development | 9-6

New Approaches to Career Development

• more frequent job transitions

• linear career paths lose definition

• primary stakeholder is the person

• more dynamic and holistic approach to career development

• focus on lifelong learning and flexibility

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Career Development | 9-7

New Approaches to Career Development

Identify skills and aptitudes

• general aptitude test battery (GATB)

Identify career anchors

• concern or value a person will not give up

Focus on life trajectories

• designing career and life simultaneously

Become a learning organization

• an organization skilled at creating, acquiring and transferring knowledge

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Career Development | 9-8

Career Anchors – Edgar Schein

1. Technical/functional

2. Managerial competence

3. Creativity

4. Autonomy and independence

5. Security

6. Service/dedication

7. Pure challenge

8. Lifestyle

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Career Development | 9-9

Focus on Life Trajectories

Shift in thinking from:

• traits and states to context

• prescriptive to process

• linear to non-linear

• scientific facts to narrative evaluations

• describing to modelling

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Career Development | 9-10

Roles in Career Development: The Individual

• individual must accept responsibility for career

• requires:• self-motivation• independent learning• effective time and money management• self-promotion

• networking is the foundation of effective career management

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Career Development | 9-11

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Networking

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Career Development | 9-12

Roles in Career Development: The Manager

• should provide timely and objective performance feedback

• offer developmental assignments and support

• participate in career development discussions

• act as a coach, appraiser, advisor, and referral agent

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Career Development | 9-13

Roles in Career Development: The Employer

• Provide career-oriented training and development opportunities

• offer career information and programs

• offer a variety of career options

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Career Development | 9-14

Managing Transfers

Employees seek:

• greater possibility of advancement

• personal enrichment

• more interesting job

• greater convenience

Employers want to:

• to fill vacant positions

• find better fit for an employee

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Career Development | 9-15

Managing Transfers - Trends

• routine transfers (for job exposure, to fill vacancies) are on the decline due to cost and disruption to family life

• two-thirds of transfers are refused by employees due to family/spousal concerns

• employers are offering spousal support

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Career Development | 9-16

Making Promotion Decisions

Decision 1: Is Seniority or Competence the Rule?

Decision 2: How Is Competence Measured?

Decision 3: Is the Process Formal or Informal?

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Career Development | 9-17

Management Development

Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.

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Career Development | 9-18

Importance of Management Development

• Baby Boomers entering retirement

• increased demand for next generation to assume senior management

• management development• attracts talent• helps organization achieve employer-of-choice

status

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Career Development | 9-19

Management Development Process

1. Assessing HR needs to achieve strategic objectives

2. Creating a talent pool

3. Developing managers

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Career Development | 9-20

Succession Planning

A process through which senior-level and critical strategic job openings are planned for and eventually filled.

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Career Development | 9-21

Steps in Succession Planning

1. Establish strategic direction of organization

2. Identify core skills and competencies needed in critical jobs

3. Identify employees who have, or can acquire, the skills and provide developmental opportunities

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Career Development | 9-22

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Management Replacement Chart

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Career Development | 9-23

Management Development Techniques

• developmental job rotation

• coaching/understudy approach

• action learning

• outside seminars

• college/university-related programs

• in-house development centres

• behaviour modelling• mentoring

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Career Development | 9-24

Leadership Development

• Canada facing shortage of leadership talent

• Banff Centre leadership program• requirements for successful leadership: knowledge,

competency, character• six categories of leadership competencies:

1) self-mastery, 2) futuring/vision, 3) sense-making/thinking, 4) design of intelligent action, 5) aligning people to action/leading, 6) adaptive learning

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Career Development | 9-25

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Banff Centre Competencies

continued

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Career Development | 9-26

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Banff Centre Competencies