Description
Highlights on career and career planning. It defines stages of life and career development.
Career Management and Development
1
Questions for Discussion
1. When you think about the term “career,” what comes to your mind?
2
Questions for Discussion – 2
2. What is meant by the idea of a “new” employment relationship?
3
Questions for Discussion – 3
3. Does it make sense to speak of careers and career planning in today’s business environment?
4
Questions for Discussion – 4
4. What are the typical issues employees face as they progress through their careers?
5
Questions for Discussion – 5
5. What types of career development activities are actually used?
6
HRD and Career Development
• Understanding employee careers • Influencing those careers • Changing KSAOs to reflect changes in environment • Assist employees in preparing for new work and enhance their employability
7
The “New Employment Relationship”
• OLD
– If competent and reliable, job for life – “Entitlement” mentality – Paternalistic companies – Loyalty expected up and down
• NEW
– No promise of
• • • • • • Survivability Nonacquisition Room for promotion Job until retirement Money for your pension Undying loyalty up or down
8
Results of “New Relationship”
• Individuals responsible for their own development • Must demonstrate value added to company • Must understand nature and nuances of business
9
Employers Should:
• Provide opportunities for development • Allow for employee participation in
– Decision making – Career management – Performance-based compensation
10
What is a “Career”?
• • • • • The property of an organization or occupation Progression and increasing success Status of a profession Involvement in one’s work Stability of person’s work pattern
11
“Career” Defined
• “The pattern of work-related experiences that span the course of a person’s life.” • Includes objective and subjective views of work
12
Relationship of Career to Nonwork Activities
• Must consider all of person’s skills, abilities, and interests • Also must look at family and societal influences
13
Career Development
• “An ongoing process by which individuals progress through a series of stages, each of which can be characterized by relatively unique set of issues, themes and tasks.”
14
Career Planning
• A deliberate process of
– Becoming aware of • Self • Opportunities • Constraints • Choices • Consequences
– Identifying career-related goals – Working to attain career goals
15
Career Management
• “Process of preparing, implementing and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.”
16
Spectrum of Career Development Activities
By Permission: Hall (1986)
17
Stages of Life and Career Development
Stage views of adult development: • Erik Erickson • Daniel Levinson
18
Erikson’s Stages of Life
– – – – – – – – Basic trust vs. mistrust (infancy) Autonomy vs. shame and doubt(1-3) Initiative vs. guilt(4-5) Industry vs. inferiority(6-11) Identity vs. role confusion (puberty and adolescence) Intimacy vs. isolation (young adulthood) Generativity vs. stagnation (middle adulthood) Ego integrity vs. despair (maturity)
19
Levinson’s Eras or Seasons of Life (Figure 12-2)
By Permission: Levinson, et al (1978)
20
Stage Views of Career Development
• Traditional model of career development • Five stages in Greenhaus et al. model:
– Preparation for Work – Organizational Entry – Early Career – Midcareer – Late Career (0–25) (18–25) (25–40) (40–55) (55–retirement)
21
Other Views of Career Development
• Protean career – individuals must reinvent their careers over time (Hall & Mirvis) • Multiple career concept model:
– – – – Linear – steady movement up the hierarchy Expert – devotion to expertise within an occupation Spiral – periodic moves across related occupations Transitory – frequent moves across different jobs or fields
22
A Model of Career Management
By Permission: Greenhaus, et al (2000)
23
Summary of Career Management Activities
• • • • • • • • Career exploration Awareness of self and environment Goal setting Strategy development Strategy implementation Progress toward goal Feedback from work and nonwork sources Career appraisal
24
Organizationally Oriented Career Management Models
• Pluralistic approach (Brousseau et al.) – aligning individual and organizational interests. • Systems view (Nicholson):
– People system – Job market system – Management and information system
• Team-based career development (Cianni & Wnuck)
25
Roles in Career Management
• Who is responsible for career development?
– Individual
– Manager – HRD professional/career counselor
• For all, it is a cyclical and continuing process
26
The Individual’s Role
• • • • • • Knowing What Knowing Why Knowing Where Knowing Whom Knowing When Knowing How
27
Manager’s Responsibilities
• • • • Coaching Appraising Advising Referring
28
HRD Professional’s Responsibility
• • • • • • • • • • Includes career development professional Recognize individual's career ownership Be a broker for career development (CD) Develop expertise in CD and assessment technologies Create support and info for individual efforts Promote work planning over career planning Promote learning through work Be interventionist Promote mobility and lifelong learner Use existing resources
29
Career Development Practices and Activities
• Self-assessment activities
– Self-Directed Search – Other workbooks and workshops
• Individual counseling
– Career planning and advancement – Outplacement – Preretirement counseling
30
Career Development Practices and Activities – 2
• Internal labor market information
– Job posting – Career paths – Skills inventory
31
Organization Potential Assessment
• Assessing individuals to ensure they are available and qualified to fill key positions when they become vacant • Assesses promotability of employees
– Managerial – Professional – Technical
• Assessments of organizational potential
– Potential ratings – Assessment centers – Succession planning
32
Career Development Practices and Activities – 3
• Developmental programs
– Job rotation – Mentoring – Assessment centers (used for both evaluating potential and developing employees)
33
Current Issues in Career Development – 1
• Developing career motivation (M. London):
– Career resilience – the ability to resist career barriers or disruptions – Career insight – realistic perceptions about one’s career goals – Career identity – the extent to which people define themselves by their work
34
Current Issues in Career Development – 2
• Career plateaus:
– The likelihood of future advancement or promotion is very low – Important to look at the individual’s perceptions of being plateaued – i.e., how they feel about their situation (G. Chao) – Can one be “successfully plateaued?”
35
Current Issues in Career Development – 3
• Career development for nonexempt employees:
– If we are serious about our definition of a career, then career development should not focus primarily on salaried employees. – Not much research on career issues for bluecollar and other nonexempt-level employees
36
Current Issues in Career Development – 4
• Enrichment – Career development without advancement:
– Build additional expertise into an employee’s current area of work – e.g.,
• • • • Retraining Certification programs Mastery paths Job transfer or rotation (without a promotion)
37
Current Issues in Career Development – 5
• Work/Life Balance Issues – conflicts that arise between work and nonwork issues – e.g., workfamily conflict
– Good news: Organizations are paying more attention to issues of work/life balance. – Concern: The “costs” of success, e.g., career success/personal failure. Many successful people feel highly alienated from their own values, and from their families because of the demands of their careers (Korman & Korman, 1981).
38
Effective Career Development Systems
• Need a systems approach to career development (Gutteridge et al., 1993):
– Identify needs for career development – Build a vision for change – Develop a plan for action – Implement for impact and longevity
– Evaluate and maintain results
39
How to Improve Career Development Efforts – 1
1. Integrate career planning with the organization’s strategic planning efforts. 2. Strengthen the linkages between career development and other HR systems. 3. Increase the openness of career development systems (i.e., less secretive). 4. Enhance the role of managers in career development. 5. Expand team-based development efforts.
40
How to Improve Career Development Efforts – 2
6. Increase the use of on-the-job development efforts (rather than “one shot” training). 7. Encourage job enrichment and lateral job movement. 8. Identify and develop transferable job competencies. 9. Include personal values and lifestyle assessments within career development activities.
41
How to Improve Career Development Efforts – 3
10. Implement a wide variety of approaches to accommodate different learning styles. 11. Link career development to the organization’s quality (TQM) initiatives. 12. Expand the measurement and evaluation of career development activities. 13. Continue to study best practices in career management and development in a global context.
42
Summary
• The best career development is likely to be done...
– In the context of a systems approach – As a joint effort between:
• You • Your manager • HRD/Career professional
• You need to be proactive in managing your own career
43
doc_635237921.pptx
Highlights on career and career planning. It defines stages of life and career development.
Career Management and Development
1
Questions for Discussion
1. When you think about the term “career,” what comes to your mind?
2
Questions for Discussion – 2
2. What is meant by the idea of a “new” employment relationship?
3
Questions for Discussion – 3
3. Does it make sense to speak of careers and career planning in today’s business environment?
4
Questions for Discussion – 4
4. What are the typical issues employees face as they progress through their careers?
5
Questions for Discussion – 5
5. What types of career development activities are actually used?
6
HRD and Career Development
• Understanding employee careers • Influencing those careers • Changing KSAOs to reflect changes in environment • Assist employees in preparing for new work and enhance their employability
7
The “New Employment Relationship”
• OLD
– If competent and reliable, job for life – “Entitlement” mentality – Paternalistic companies – Loyalty expected up and down
• NEW
– No promise of
• • • • • • Survivability Nonacquisition Room for promotion Job until retirement Money for your pension Undying loyalty up or down
8
Results of “New Relationship”
• Individuals responsible for their own development • Must demonstrate value added to company • Must understand nature and nuances of business
9
Employers Should:
• Provide opportunities for development • Allow for employee participation in
– Decision making – Career management – Performance-based compensation
10
What is a “Career”?
• • • • • The property of an organization or occupation Progression and increasing success Status of a profession Involvement in one’s work Stability of person’s work pattern
11
“Career” Defined
• “The pattern of work-related experiences that span the course of a person’s life.” • Includes objective and subjective views of work
12
Relationship of Career to Nonwork Activities
• Must consider all of person’s skills, abilities, and interests • Also must look at family and societal influences
13
Career Development
• “An ongoing process by which individuals progress through a series of stages, each of which can be characterized by relatively unique set of issues, themes and tasks.”
14
Career Planning
• A deliberate process of
– Becoming aware of • Self • Opportunities • Constraints • Choices • Consequences
– Identifying career-related goals – Working to attain career goals
15
Career Management
• “Process of preparing, implementing and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.”
16
Spectrum of Career Development Activities
By Permission: Hall (1986)
17
Stages of Life and Career Development
Stage views of adult development: • Erik Erickson • Daniel Levinson
18
Erikson’s Stages of Life
– – – – – – – – Basic trust vs. mistrust (infancy) Autonomy vs. shame and doubt(1-3) Initiative vs. guilt(4-5) Industry vs. inferiority(6-11) Identity vs. role confusion (puberty and adolescence) Intimacy vs. isolation (young adulthood) Generativity vs. stagnation (middle adulthood) Ego integrity vs. despair (maturity)
19
Levinson’s Eras or Seasons of Life (Figure 12-2)
By Permission: Levinson, et al (1978)
20
Stage Views of Career Development
• Traditional model of career development • Five stages in Greenhaus et al. model:
– Preparation for Work – Organizational Entry – Early Career – Midcareer – Late Career (0–25) (18–25) (25–40) (40–55) (55–retirement)
21
Other Views of Career Development
• Protean career – individuals must reinvent their careers over time (Hall & Mirvis) • Multiple career concept model:
– – – – Linear – steady movement up the hierarchy Expert – devotion to expertise within an occupation Spiral – periodic moves across related occupations Transitory – frequent moves across different jobs or fields
22
A Model of Career Management
By Permission: Greenhaus, et al (2000)
23
Summary of Career Management Activities
• • • • • • • • Career exploration Awareness of self and environment Goal setting Strategy development Strategy implementation Progress toward goal Feedback from work and nonwork sources Career appraisal
24
Organizationally Oriented Career Management Models
• Pluralistic approach (Brousseau et al.) – aligning individual and organizational interests. • Systems view (Nicholson):
– People system – Job market system – Management and information system
• Team-based career development (Cianni & Wnuck)
25
Roles in Career Management
• Who is responsible for career development?
– Individual
– Manager – HRD professional/career counselor
• For all, it is a cyclical and continuing process
26
The Individual’s Role
• • • • • • Knowing What Knowing Why Knowing Where Knowing Whom Knowing When Knowing How
27
Manager’s Responsibilities
• • • • Coaching Appraising Advising Referring
28
HRD Professional’s Responsibility
• • • • • • • • • • Includes career development professional Recognize individual's career ownership Be a broker for career development (CD) Develop expertise in CD and assessment technologies Create support and info for individual efforts Promote work planning over career planning Promote learning through work Be interventionist Promote mobility and lifelong learner Use existing resources
29
Career Development Practices and Activities
• Self-assessment activities
– Self-Directed Search – Other workbooks and workshops
• Individual counseling
– Career planning and advancement – Outplacement – Preretirement counseling
30
Career Development Practices and Activities – 2
• Internal labor market information
– Job posting – Career paths – Skills inventory
31
Organization Potential Assessment
• Assessing individuals to ensure they are available and qualified to fill key positions when they become vacant • Assesses promotability of employees
– Managerial – Professional – Technical
• Assessments of organizational potential
– Potential ratings – Assessment centers – Succession planning
32
Career Development Practices and Activities – 3
• Developmental programs
– Job rotation – Mentoring – Assessment centers (used for both evaluating potential and developing employees)
33
Current Issues in Career Development – 1
• Developing career motivation (M. London):
– Career resilience – the ability to resist career barriers or disruptions – Career insight – realistic perceptions about one’s career goals – Career identity – the extent to which people define themselves by their work
34
Current Issues in Career Development – 2
• Career plateaus:
– The likelihood of future advancement or promotion is very low – Important to look at the individual’s perceptions of being plateaued – i.e., how they feel about their situation (G. Chao) – Can one be “successfully plateaued?”
35
Current Issues in Career Development – 3
• Career development for nonexempt employees:
– If we are serious about our definition of a career, then career development should not focus primarily on salaried employees. – Not much research on career issues for bluecollar and other nonexempt-level employees
36
Current Issues in Career Development – 4
• Enrichment – Career development without advancement:
– Build additional expertise into an employee’s current area of work – e.g.,
• • • • Retraining Certification programs Mastery paths Job transfer or rotation (without a promotion)
37
Current Issues in Career Development – 5
• Work/Life Balance Issues – conflicts that arise between work and nonwork issues – e.g., workfamily conflict
– Good news: Organizations are paying more attention to issues of work/life balance. – Concern: The “costs” of success, e.g., career success/personal failure. Many successful people feel highly alienated from their own values, and from their families because of the demands of their careers (Korman & Korman, 1981).
38
Effective Career Development Systems
• Need a systems approach to career development (Gutteridge et al., 1993):
– Identify needs for career development – Build a vision for change – Develop a plan for action – Implement for impact and longevity
– Evaluate and maintain results
39
How to Improve Career Development Efforts – 1
1. Integrate career planning with the organization’s strategic planning efforts. 2. Strengthen the linkages between career development and other HR systems. 3. Increase the openness of career development systems (i.e., less secretive). 4. Enhance the role of managers in career development. 5. Expand team-based development efforts.
40
How to Improve Career Development Efforts – 2
6. Increase the use of on-the-job development efforts (rather than “one shot” training). 7. Encourage job enrichment and lateral job movement. 8. Identify and develop transferable job competencies. 9. Include personal values and lifestyle assessments within career development activities.
41
How to Improve Career Development Efforts – 3
10. Implement a wide variety of approaches to accommodate different learning styles. 11. Link career development to the organization’s quality (TQM) initiatives. 12. Expand the measurement and evaluation of career development activities. 13. Continue to study best practices in career management and development in a global context.
42
Summary
• The best career development is likely to be done...
– In the context of a systems approach – As a joint effort between:
• You • Your manager • HRD/Career professional
• You need to be proactive in managing your own career
43
doc_635237921.pptx