Description
This is a presentation describes on the importance of career management, characteristics of modern career, Boundaryless Careers, linear career, spiral career, process of career management, career stages.
Career an important element
Managing Career
Why career management?
Increased employee mobility has forced the way company thinks about attracting, retaining and developing employees. Development of managers particularly, requires substantial investment by company in training and diverse job experiences. Such investment calls for long-term career payout. From an employee viewpoint careers are more important than jobs; preference is given to employers that holds out attractive long-term opportunities for advancement and growth.
Characteristics of Modern Careers
Lifetime employment is a thing of the past. Careers are boundaryless. Career success is defined in many different ways. Where, when, and for whom you work are not necessarily fixed.
Understanding Career
Career means growth/advancement in an organization. Career planning is awareness of own skills, interests, values, choices, etc. Career management is preparing, implementing, and monitoring career plans. A career development system is planned effort balance individual with organization.
Boundaryless Careers
The tendency for people to have careers that cut across various companies and industries. Reasons:
Downsizing eliminates employment options. Careers progress more quickly outside the organization. Changing careers is more socially acceptable than ever.
Linear Career
The type of career in which someone stays in a certain field and works his or her way up the occupational ladder from low-level jobs to highlevel jobs.
Spiral Career
The type of career in which people evolve through a series of occupations, each of which requires new skills and builds on existing knowledge and skills.
Changes!
Changes for the employee:
take control of their own careers develop portable skills learn networking be adaptable and flexible in both job and geography
Model for Organization Career Development
Organizational Career Development
Career Planning Sub processes
• Occupational choice • Organizational choice • Choice of job assignment • Career self-development
Career Management Sub processes
• Recruitment and selection • Human resource education • Appraisal and evaluation • Training and development
Changes for the organization:
providing tools and opportunities for the employee to thrive in their career creating a continuous learning environment helping people balance their work and nonwork lives
Career management: Process
The management of career is a process that involves managers, HR Staff, external parties, and the individual themselves. It is broadly inclusive process without a specific designation of sole responsibility. Further it is a process that includes many activities, varying in intensity by organisation and the needs of particular employee group. Career Management Issues Responsibility
Individual Responsibility
Need to understand that a career has two components.
internal focus – your view of your career external focus – your actual job and the positions you fill
1. 2.
Career Planning – The deliberate attempt to know your own skills, values, opportunities, and constraints.
this involves making and constantly updating career goals and the plans to achieve those goals.
Organizational Responsibility: Career Development Systems
Career management – preparing, implementing, and monitoring career plans undertaken by an individual alone or within the organization’s career system. Career development systems – planned efforts by a company to achieve a balance between individual career needs and organizational workforce requirements. Benefits for creating these systems include:
better use of employee skills greater retention of valued employees an expanded public image as an organization that develops its employees
Responsibility
The responsibility of career planning rests with the employee. The employee has, in fact, ultimate control over the critical variables:
join or not an organisation, seek or accept specific job assignment, whether to strive for high performance and personal growth.
In a more structured view, the responsibility is shared. Individual needs flow from personal objectives and career plans and are translated into company relevant career dev plans.
Responsibility CM : A Dual Linkage
Management Needs HR Systems Individual Needs Personal Objective And Life/career plan
Integrated Organisation Development & Performance Management Model
Business Objectives
Strategic Business Goals (What)
Organisation/ Business Planning Model Talent Reviews
Culture (How)
Job Design/ Review
Human Resource Plans
Forecasting Recruitment Selection Placement Compensation Training and Development Retirement etc
Performance Planning (Objectives & Capabilities) Summary Evaluation & Feedback
Ongoing Feedback & Coaching
Individual Career Development Plan
High Potentials Succession Plans
Leadership Development
Development Planning
Reward linked to Performance
Periodic Update & Review
Process of Career Planning
Everyone has a career but not everyone plans a career. A career is a commonsense concept that is widely accepted but few people really have logically analysed their career or charted future course of action. Levels of career planning There are three outcomes from individual career planning: 1. Broad conclusion about one’s own capabilities, interest, aspiration and objectives-Life Planning 2. Targets for future job assignments, Developmental activities to make that progress happen, and plans for other future career decisionsDevelopment Planning; and 3. specific goals and plans, work priorities, and reward expectations on the current job assignment- Performance Planning
Levels of Career Planning
Planning Inputs Input Sources Personal Planning Results
Exp, edu, Strength etc
Life Planning
Career option, Dev Opp
Dev Planning
Current job demand
Perf Planning
Managerial
Career Stages
1.
Career Stages
2.
3.
4.
5.
Preparation for Work: Acquiring various skills, learning about Work various career options, and determining what career you want to pursue. Organizational Entry: Finding out about specific jobs and Entry getting your foot in the door. Early Career: Establishing yourself in a specific job and then Career achieving success at it. Middle Career: Figuring out how to continue to be productive Career after you’ve been working for over 20 years. Late Career: Keeping from becoming obsolete and planning Career for retirement.
Career Anchors
A person’s occupational self-concept that is based on his or her self-perceived talents, abilities, values, needs, and motives. Five major anchors:
Technical or Functional Managerial Competence Security and Stability Creativity or Entrepreneurship Autonomy and Independence
Holland’s Theory of Vocational Choice
A theory that claims that people will perform best at occupations that match their traits and personalities. Holland’s Hexagon: A conceptualization Holland’ Hexagon specifying the occupations for which people are best suited based on which of six personality types most closely describes them.
Holland’s Theory
Holland’s Hexagon
Implementing a Career planning Programme
1. Define Needs and Develop Strategy 2. Develop Necessary Resources (Support System, career opportunities Data, workbooks) 3. Pilot Introduction (evaluation, refinement) 4. Full Introduction (Inform Managers, Communicate To Employees, Establish Resource Centre)
Career dev system @ Coca Cola(1) Four central objectivespromote from within whenever possible, develop talent in-depth and in advance of staffing needs, give manager the responsibility for evaluating and assisting in development of employee; expect individual to take primary responsibility for their development (2) Matching Goals and NeedsCoca Cola USA’s HR deptt began analysing existing staffing, evaluation and employee development programmes
(3) Performance planning and Review- the heart of the system (4) Focus on growth (5) People Days (6) Finding a fit (7) Integrating the pieces- to make the system work to its fullest both managers and employees need to answer three key questions: whom can I go for career development guidance? What jobs are there in the company ? How can I develop myself ? (8) Programme administration
Career Planning at Mobil
Strategic Planning
Human Resource Objectives
Management by Objectives
Career Dev Review Meeting
Coaching & Counselling
Performance Appraisal
Career Dev Workshop
Placement Summaries
Personal Dev Coordinator
Forecast of Potential
Employee Career Interest
Effectiveness of Career Planning
Difficult to assess the benefit obtained through CP or to judge the CP practices of companies. What are the risks? More realistic expectationsRealistic not raised expectation Dispel “up or out view” of career Rather than burdening supervisors unduly, career planning can clarify and support supervisory responsibilities. Career planning can help equip employees to make better use of career development and resources. Gives management an opportunity to communicate how PMS, T&D and other processes are linked. Effective career planning does require information about job requirements and career paths, comp opportunities and available dev resources Its important that employee learn about the company’s businesswhat it is doing and why, its plans and objectives, and the future career opportunites.
End Result
Experience suggests that the key to a successful process is depth of information, of employee thinking and analysis, and of management attention to career management needs. Employee needs to develop their personal skills in career planning, not merely seek help and direction. To be effective career planning needs to be an intensive, voluntary, recurring and self-directed process of self-examination and planning. The primary aim of career planning is not to help employee lay out a career plan, per se, but to equip employees to help themselves.
Managing your career- Strategy
1) Choosing the Right Positions- The first step in building a career is choosing the right positions along the way. There are two factors managers should take into account when making decisions about which job opportunities to pursue: (1) How good is the fit between who they are and the position (and the organization)? (2) How good is the fit between who they are and who they want to be? (learning opportunities) Special Dilemmas of Early Career 2) Creating a Success Syndrome- network of relationships
Building power over course of your Career
Fit/Learning Opportunities
Career Management Process
Stretch assignments
Expertise Results Track Record/ Credibility
Network of Relationships
Stretch assignments Positional Power (Relevance, Autonomy, Visibility) begins to grow
Expertise Results Results
Network Grows, Centrality In
SelfAssessment
Network continues to Grow
Stretch assignments Positional Power (including formal authority) continues to grow Currencies of Exchange
- determine career interests, values, aptitudes
Example of Self –Assessment Exercise
1. 2. 3.
4.
Career Management Process
Where am I ( Examine the current position of life and career.) Who am I (examine different roles) Where would I like to be and what would I like to happen?
What would you want to have accomplished? What milestones do you want to achieve? What do you want to be remembered for?
5. 6. 7.
An ideal year in the future (Identify resources needed.) An Ideal job (create current goals) Career by objective inventory
What gets you excited each day? What do you do well? What are you known for What do you need to achieve your goal? What could interfere with reaching your goal? What should you do now to move towards reaching your goal? What is your long term career objective? (McMahon and Merman, 1996)
Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge
Career Management Process
Career Management Process
Action Plans
Goal Setting Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge - devise shortand long-term developmental plans
Goal Setting Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge - devise shortand long-term developmental plans
Successful CareerManagement Practices
Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.
Internal Barriers to Career Advancement
Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a short-term focus. Lack of career opportunities and pathways within the organization for employees.
Career Development Initiatives
Career Planning Workbooks
Stimulate thinking about careers, strengths/ limitations, development needs
Determining Individual Development Needs
Fast-track Program
A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discussing current job activities and performance, personal and career interests and goals, skills, and career development objectives.
Career Self-Management Training
Helping employees learn to continuously gather feedback and information about their careers. Encouraging them to prepare for mobility.
Mentoring
Mentors
SKILLS
Combinations of Career Interests and Skills
High
Executives who coach, advise, and encourage individuals of lesser rank.
Explore
Pursue
Mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored.
Avoid
Low
Develop
E-mentoring
Brings experienced business professionals together with individuals needing counseling.
Low
High
INTERESTS
Employee Development Experiences
Lateral moves - job rotation - lateral transfers
Characteristics of Successful Mentoring Programs
Participation is voluntary Participation is voluntary Matching process is flexible Matching process is flexible Mentors are chosen on ability & Mentors are chosen on ability & willingness willingness Purpose is clearly understood Purpose is clearly understood Program length is specified Program length is specified Minimum level of contact is specified Minimum level of contact is specified Contact among participants is Contact among participants is encouraged encouraged Program is evaluated Program is evaluated Employee development is rewarded Employee development is rewarded
Promotion
Vertical assignments - delegation of more significant tasks
Job Rotation
Enlargement of current job experiences
Transfers
Downward move
Temporary assignment with another organization
Benefits of Mentoring Relationships for Proteges
Career Support
Coaching, protection, sponsorship, providing challenging assignments, exposure, and visibility
Psychological Support
A friend and a role model, providing positive regard and acceptance, and providing a sounding board of proteges.
Additional Benefit
Promotion, higher salaries and greater influence
doc_990413849.pdf
This is a presentation describes on the importance of career management, characteristics of modern career, Boundaryless Careers, linear career, spiral career, process of career management, career stages.
Career an important element
Managing Career
Why career management?
Increased employee mobility has forced the way company thinks about attracting, retaining and developing employees. Development of managers particularly, requires substantial investment by company in training and diverse job experiences. Such investment calls for long-term career payout. From an employee viewpoint careers are more important than jobs; preference is given to employers that holds out attractive long-term opportunities for advancement and growth.
Characteristics of Modern Careers
Lifetime employment is a thing of the past. Careers are boundaryless. Career success is defined in many different ways. Where, when, and for whom you work are not necessarily fixed.
Understanding Career
Career means growth/advancement in an organization. Career planning is awareness of own skills, interests, values, choices, etc. Career management is preparing, implementing, and monitoring career plans. A career development system is planned effort balance individual with organization.
Boundaryless Careers
The tendency for people to have careers that cut across various companies and industries. Reasons:
Downsizing eliminates employment options. Careers progress more quickly outside the organization. Changing careers is more socially acceptable than ever.
Linear Career
The type of career in which someone stays in a certain field and works his or her way up the occupational ladder from low-level jobs to highlevel jobs.
Spiral Career
The type of career in which people evolve through a series of occupations, each of which requires new skills and builds on existing knowledge and skills.
Changes!
Changes for the employee:
take control of their own careers develop portable skills learn networking be adaptable and flexible in both job and geography
Model for Organization Career Development
Organizational Career Development
Career Planning Sub processes
• Occupational choice • Organizational choice • Choice of job assignment • Career self-development
Career Management Sub processes
• Recruitment and selection • Human resource education • Appraisal and evaluation • Training and development
Changes for the organization:
providing tools and opportunities for the employee to thrive in their career creating a continuous learning environment helping people balance their work and nonwork lives
Career management: Process
The management of career is a process that involves managers, HR Staff, external parties, and the individual themselves. It is broadly inclusive process without a specific designation of sole responsibility. Further it is a process that includes many activities, varying in intensity by organisation and the needs of particular employee group. Career Management Issues Responsibility
Individual Responsibility
Need to understand that a career has two components.
internal focus – your view of your career external focus – your actual job and the positions you fill
1. 2.
Career Planning – The deliberate attempt to know your own skills, values, opportunities, and constraints.
this involves making and constantly updating career goals and the plans to achieve those goals.
Organizational Responsibility: Career Development Systems
Career management – preparing, implementing, and monitoring career plans undertaken by an individual alone or within the organization’s career system. Career development systems – planned efforts by a company to achieve a balance between individual career needs and organizational workforce requirements. Benefits for creating these systems include:
better use of employee skills greater retention of valued employees an expanded public image as an organization that develops its employees
Responsibility
The responsibility of career planning rests with the employee. The employee has, in fact, ultimate control over the critical variables:
join or not an organisation, seek or accept specific job assignment, whether to strive for high performance and personal growth.
In a more structured view, the responsibility is shared. Individual needs flow from personal objectives and career plans and are translated into company relevant career dev plans.
Responsibility CM : A Dual Linkage
Management Needs HR Systems Individual Needs Personal Objective And Life/career plan
Integrated Organisation Development & Performance Management Model
Business Objectives
Strategic Business Goals (What)
Organisation/ Business Planning Model Talent Reviews
Culture (How)
Job Design/ Review
Human Resource Plans
Forecasting Recruitment Selection Placement Compensation Training and Development Retirement etc
Performance Planning (Objectives & Capabilities) Summary Evaluation & Feedback
Ongoing Feedback & Coaching
Individual Career Development Plan
High Potentials Succession Plans
Leadership Development
Development Planning
Reward linked to Performance
Periodic Update & Review
Process of Career Planning
Everyone has a career but not everyone plans a career. A career is a commonsense concept that is widely accepted but few people really have logically analysed their career or charted future course of action. Levels of career planning There are three outcomes from individual career planning: 1. Broad conclusion about one’s own capabilities, interest, aspiration and objectives-Life Planning 2. Targets for future job assignments, Developmental activities to make that progress happen, and plans for other future career decisionsDevelopment Planning; and 3. specific goals and plans, work priorities, and reward expectations on the current job assignment- Performance Planning
Levels of Career Planning
Planning Inputs Input Sources Personal Planning Results
Exp, edu, Strength etc
Life Planning
Career option, Dev Opp
Dev Planning
Current job demand
Perf Planning
Managerial
Career Stages
1.
Career Stages
2.
3.
4.
5.
Preparation for Work: Acquiring various skills, learning about Work various career options, and determining what career you want to pursue. Organizational Entry: Finding out about specific jobs and Entry getting your foot in the door. Early Career: Establishing yourself in a specific job and then Career achieving success at it. Middle Career: Figuring out how to continue to be productive Career after you’ve been working for over 20 years. Late Career: Keeping from becoming obsolete and planning Career for retirement.
Career Anchors
A person’s occupational self-concept that is based on his or her self-perceived talents, abilities, values, needs, and motives. Five major anchors:
Technical or Functional Managerial Competence Security and Stability Creativity or Entrepreneurship Autonomy and Independence
Holland’s Theory of Vocational Choice
A theory that claims that people will perform best at occupations that match their traits and personalities. Holland’s Hexagon: A conceptualization Holland’ Hexagon specifying the occupations for which people are best suited based on which of six personality types most closely describes them.
Holland’s Theory
Holland’s Hexagon
Implementing a Career planning Programme
1. Define Needs and Develop Strategy 2. Develop Necessary Resources (Support System, career opportunities Data, workbooks) 3. Pilot Introduction (evaluation, refinement) 4. Full Introduction (Inform Managers, Communicate To Employees, Establish Resource Centre)
Career dev system @ Coca Cola(1) Four central objectivespromote from within whenever possible, develop talent in-depth and in advance of staffing needs, give manager the responsibility for evaluating and assisting in development of employee; expect individual to take primary responsibility for their development (2) Matching Goals and NeedsCoca Cola USA’s HR deptt began analysing existing staffing, evaluation and employee development programmes
(3) Performance planning and Review- the heart of the system (4) Focus on growth (5) People Days (6) Finding a fit (7) Integrating the pieces- to make the system work to its fullest both managers and employees need to answer three key questions: whom can I go for career development guidance? What jobs are there in the company ? How can I develop myself ? (8) Programme administration
Career Planning at Mobil
Strategic Planning
Human Resource Objectives
Management by Objectives
Career Dev Review Meeting
Coaching & Counselling
Performance Appraisal
Career Dev Workshop
Placement Summaries
Personal Dev Coordinator
Forecast of Potential
Employee Career Interest
Effectiveness of Career Planning
Difficult to assess the benefit obtained through CP or to judge the CP practices of companies. What are the risks? More realistic expectationsRealistic not raised expectation Dispel “up or out view” of career Rather than burdening supervisors unduly, career planning can clarify and support supervisory responsibilities. Career planning can help equip employees to make better use of career development and resources. Gives management an opportunity to communicate how PMS, T&D and other processes are linked. Effective career planning does require information about job requirements and career paths, comp opportunities and available dev resources Its important that employee learn about the company’s businesswhat it is doing and why, its plans and objectives, and the future career opportunites.
End Result
Experience suggests that the key to a successful process is depth of information, of employee thinking and analysis, and of management attention to career management needs. Employee needs to develop their personal skills in career planning, not merely seek help and direction. To be effective career planning needs to be an intensive, voluntary, recurring and self-directed process of self-examination and planning. The primary aim of career planning is not to help employee lay out a career plan, per se, but to equip employees to help themselves.
Managing your career- Strategy
1) Choosing the Right Positions- The first step in building a career is choosing the right positions along the way. There are two factors managers should take into account when making decisions about which job opportunities to pursue: (1) How good is the fit between who they are and the position (and the organization)? (2) How good is the fit between who they are and who they want to be? (learning opportunities) Special Dilemmas of Early Career 2) Creating a Success Syndrome- network of relationships
Building power over course of your Career
Fit/Learning Opportunities
Career Management Process
Stretch assignments
Expertise Results Track Record/ Credibility
Network of Relationships
Stretch assignments Positional Power (Relevance, Autonomy, Visibility) begins to grow
Expertise Results Results
Network Grows, Centrality In
SelfAssessment
Network continues to Grow
Stretch assignments Positional Power (including formal authority) continues to grow Currencies of Exchange
- determine career interests, values, aptitudes
Example of Self –Assessment Exercise
1. 2. 3.
4.
Career Management Process
Where am I ( Examine the current position of life and career.) Who am I (examine different roles) Where would I like to be and what would I like to happen?
What would you want to have accomplished? What milestones do you want to achieve? What do you want to be remembered for?
5. 6. 7.
An ideal year in the future (Identify resources needed.) An Ideal job (create current goals) Career by objective inventory
What gets you excited each day? What do you do well? What are you known for What do you need to achieve your goal? What could interfere with reaching your goal? What should you do now to move towards reaching your goal? What is your long term career objective? (McMahon and Merman, 1996)
Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge
Career Management Process
Career Management Process
Action Plans
Goal Setting Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge - devise shortand long-term developmental plans
Goal Setting Reality Check SelfAssessment
- determine career interests, values, aptitudes - feedback on skills, knowledge - devise shortand long-term developmental plans
Successful CareerManagement Practices
Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.
Internal Barriers to Career Advancement
Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a short-term focus. Lack of career opportunities and pathways within the organization for employees.
Career Development Initiatives
Career Planning Workbooks
Stimulate thinking about careers, strengths/ limitations, development needs
Determining Individual Development Needs
Fast-track Program
A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discussing current job activities and performance, personal and career interests and goals, skills, and career development objectives.
Career Self-Management Training
Helping employees learn to continuously gather feedback and information about their careers. Encouraging them to prepare for mobility.
Mentoring
Mentors
SKILLS
Combinations of Career Interests and Skills
High
Executives who coach, advise, and encourage individuals of lesser rank.
Explore
Pursue
Mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored.
Avoid
Low
Develop
E-mentoring
Brings experienced business professionals together with individuals needing counseling.
Low
High
INTERESTS
Employee Development Experiences
Lateral moves - job rotation - lateral transfers
Characteristics of Successful Mentoring Programs
Participation is voluntary Participation is voluntary Matching process is flexible Matching process is flexible Mentors are chosen on ability & Mentors are chosen on ability & willingness willingness Purpose is clearly understood Purpose is clearly understood Program length is specified Program length is specified Minimum level of contact is specified Minimum level of contact is specified Contact among participants is Contact among participants is encouraged encouraged Program is evaluated Program is evaluated Employee development is rewarded Employee development is rewarded
Promotion
Vertical assignments - delegation of more significant tasks
Job Rotation
Enlargement of current job experiences
Transfers
Downward move
Temporary assignment with another organization
Benefits of Mentoring Relationships for Proteges
Career Support
Coaching, protection, sponsorship, providing challenging assignments, exposure, and visibility
Psychological Support
A friend and a role model, providing positive regard and acceptance, and providing a sounding board of proteges.
Additional Benefit
Promotion, higher salaries and greater influence
doc_990413849.pdf