career mgt class abridge
TRANSCRIPT
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Careers and Career Management
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What Is Career Management?What Is Career Management?
Career managementCareer managementis 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.
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The Basics of CareerThe Basics of Career
ManagementManagement 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 and interests,
and to use these skills and interests more effectively.
Career development
The lifelong series of activities that contribute to a
persons career exploration, establishment, success, and
fulfillment.
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The Basics of CareerThe Basics of Career
ManagementManagement Career planning The deliberate process through which someone becomes
aware of personal skills, interests, knowledge,
motivations, and other characteristics; and establishesaction 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 them
marketable.
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Employee CareerEmployee Career
DevelopmentDevelopment
PlanPlan
Figure 101Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
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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.
The Manager
Provide timely performance feedback.
Provide developmental assignments and support.
Participate in career development discussions.
Support employee development plans.
The Organization
Communicate mission, policies, and procedures.
Provide training and development opportunities.
Provide career information and career programs.
Offer a variety of career options.
Roles in CareerRoles in Career
DevelopmentDevelopment
Table 102
Source: Fred L. Otte and Peggy G. Hutcheson,Helping
Employees Manage Careers (Upper Saddle River, NJ:
Prentice Hall, 1992), p. 56.
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IssuesIssues-- career developmentcareer development
Dual family careers
Low ceiling careers
Declining opportunities Career stage
Restructuring/downsizing/delayering
Career plateaus- nothing to aspire
Work-family issue
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Choosing a MentorChoosing a Mentor
Choose an appropriate potential mentor.
Dont be surprised if youre turned down.
Be sure that the mentor understands what
you expect in terms of time and advice.
Have an agenda.
Respect the mentors time.
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The Employers Role inThe Employers Role in
Career DevelopmentCareer Development
Realistic job previews
Challenging first jobs
Career-oriented appraisals
Job rotation
Mentoring
Networking and interactions
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Innovative Corporate CareerInnovative Corporate Career
Development InitiativesDevelopment Initiatives
Provide each employee with an individual budget.
Offer on-site or online career centers.
Encourage role reversal.
Establish a corporate campus.
Help organize career success teams.
Provide career coaches.
Provide career planning workshops
Utilize computerized on- and offline career development
programs
Establish a dedicated facility for career development
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Managing PromotionsManaging Promotions
Making promotion decisions
Decision 1: Is Seniority orCompetence the
Rule?
Decision 2: How Should We Measure
Competence?
Decision 3: Is the Process Formal orInformal?
Decision 4: Vertical, Horizontal or dry
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Managing TransfersManaging Transfers
Employees reasons for desiring transfers
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location) Greater advancement possibilities
Employers reasons for transferring employees
To vacate a position where an employee is 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.
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TypesTypes -- TransfersTransfers
Production transfers change in prod. Tech
Replacement transfers replacement of a
employee
Rotation transferinitiated to increase versatility
of employee
Shift transferchange in shift
Remedial transferto correct wrong placement
Penal transferfor indeciplnary action
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Career Management andCareer Management and
Employee CommitmentEmployee Commitment
The New Psychological Contract
Old contract: Do your best and be loyal
to us, and well take care of your career.
New contract: Do your best for us and be
loyal to us for as long as youre here, and
well provide you with the developmentalopportunities youll need to move on and
have a successful career.
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What Is A Career?What Is A Career?
Traditional Career
Sequence of positions held within an occupation
Context of mobility is within an organization
Characteristic of the employee
Protean Career
Frequently changing based on changes in the
person and changes in the work environment Employees take major responsibility for
managing their careers
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Comparison ofTraditional CareerComparison ofTraditional Careerand Protean Career:and Protean Career:
DimensionDimension Traditional Career Traditional Career Protean Career Protean Career
Goal Promotions
Salary increase
Psychological success
Psychological contract Security for commitment Employability for flexibility
Mobility Vertical Lateral
Responsibility for
Management
Company Employee
Pattern Linear and expert Spiral and transitory
Expertise Know how Learn how
Development Heavy reliance on formal
training
Greater reliance on relationships and
job experiences
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A Model of Career DevelopmentA Model of Career Development
Career development is the process by which
employees progress through a series of stages.
Each stage is characterized by a different set of
developmental tasks, activities, and relationships.
There are four career stages:
Exploration
Establishment
Maintenance
Disengagement
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A Model of Career DevelopmentA Model of Career Development (continued)(continued)
Exploration Establishment Maintenance Disengagement
Developmental
tasks
Identify interests,
skills, fit between self
and work
Advancement,
growth, security,
developlife style
Hold on to
accomplishments,
update skills
Retirement
planning, change
balance between
work and non-work
Activities HelpingLearning
Following directions
Making independentcontributions
TrainingSponsoringPolicy making
Phasing out of work
Relationships to
other employees
Apprentice Colleague Mentor Sponsor
Typical age Less than 30 30 45 45 60 61+
Years on job Less than 2 years 2 10 years More than 10 years More than 10 years
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The career management process:The career management process:
Self-
Assessment
RealityCheck
Goal Setting ActionPlanning
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Succession planningSuccession planning
Continuity
Long term perspective
Organizational need perspective Turnover management
Emphasis on result
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Effective succession planningEffective succession planning
Identify the key positions in the organization where loss of
an incumbent could cause problems if a contingency plan
does not exits
Allocating both short and long-term potential successors tothose positions.
Assessing the potential replacements to fill the positions
and determining their training, development and work
experience needs. Identify movements in the actual jobs available in the
organization, what new jobs can be created and which
types of jobs are likely to become redundant.
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HR initiativesHR initiatives
Arranging coaching for managers.
Demonstrating the benefits like cost saving, incentives and
productivity profits to managers and retaining valuable
employees Ensuring that all employees are considered in the process
Ensuring that senior management is dedicated to
succession planning and understands the purpose and
periodically exhibits its benefits to employees. Ensuring that plans are rapidly updated as per the occasion
and change in technology or company policies.
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HurdlesHurdles
Lack of future orientation
Ineffective development plan
Inadequate timing