Download - Career Devpt 180
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Operational
Operational
Strategic
Strategic
Matching Individualand Organizational
NeedsOrganizations Needs
Organizations Needs
Professional
Professional
Individuals Needs
Individuals Needs
Personal
Career Management
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CareerDevelopmentInitiatives
CAREER DEVELOPMENT INITIATIVES
Provide workbooks and workshops.
Provide career counseling. Career self-management training
Give developmental feedback.
Provide mentoring.
CAREER DEVELOPMENT INITIATIVES
Provide workbooks and workshops.
Provide career counseling.
Career self-management training
Give developmental feedback.
Provide mentoring.
Identify Career
Opportunities &
Requirements
Gauge
Employee
Potential
The Goal: Match
Individual and
Organization Needs
THE GOAL: MATCHING Encourage employee ownership of career.
Create a supportive context.
Communicate direction of company.
Mutual goal setting and planning.
THE GOAL: MATCHING
Encourage employee ownership of career.
Create a supportive context.
Communicate direction of company.
Mutual goal setting and planning.
OPPORTUNITIES & REQUIREMENTS Identify future competency needs.
Establish job progressions/career paths.
Balance promotions, transfers, exits, etc.
Establish dual career paths.
OPPORTUNITIES & REQUIREMENTS
Identify future competency needs.
Establish job progressions/career paths.
Balance promotions, transfers, exits, etc.
Establish dual career paths.GAUGE EMPLOYEE POTENTIAL
Measure competencies (appraisals).
Establish talent inventories.
Establish succession plans.
Use assessment centers.
GAUGE EMPLOYEE POTENTIAL
Measure competencies (appraisals).
Establish talent inventories.
Establish succession plans.
Use assessment centers.
HRs Role in Career Development
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Gauging Employee Potential
CareerPlanningWorkbooks
CareerPlanningWorkshops
CareerCounseling
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Determining Employee Potential
Career Planning Workbooksx Stimulate thinking about careers, strengths/limitations,
development needs
Career Planning Workshopsx Discuss and compare attitudes, concerns, plans
Career Counselingx Discuss job, career interests, goals
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Career Development Initiatives
DeterminingIndividual
Development Needs
PerformanceAppraisals
Using AssessmentCenters
InventoryingManagementRequirements and
Talent
Mentoring
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Career Counseling
Process of discussing with employees
their current job activities andperformance,
their personal and career interests and
goals,their personal skills, and suitable career
development objectives.
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Fast-Track Program
Program that encourages youngmanagers with high potential to
remainwith an organization by enabling them
to advance more rapidly than those
with less potential
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Mentors
Executives who coach, advise, and
encourage individuals of lesser rank
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Characteristics ofSuccessful Mentoring Programs
Characteristics ofSuccessful Mentoring Programs
Participation is voluntary
Matching process is flexible
Mentors are chosen on ability &
willingness Purpose is clearly understood
Program length is specified
Minimum level of contact is
specified Contact among participants is
encouraged
Program is evaluated
Employee development is
Participation is voluntary
Matching process is flexible
Mentors are chosen on ability &
willingness Purpose is clearly understood
Program length is specified
Minimum level of contact is
specified Contact among participants is
encouraged
Program is evaluated
Employee development is
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SUCCESSFUL
MENTORING
SUCCESSFULMENTORING
GOOD MENTEES
Listen Act on advice Show commitment to learn Check ego at the door Ask for feedback Are proactive Are open-minded Are willing to change
GOOD MENTEES
Listen Act on advice Show commitment to learn Check ego at the door
Ask for feedback Are proactive Are open-minded Are willing to change
GOOD
MENTORSListen and understand Challenge and stimulate Coach Build self-confidence Provide wise counsel Offer encouragement Act as role model Share experiences
GOOD
MENTORS Listen and understand Challenge and stimulate Coach Build self-confidence
Provide wise counsel Offer encouragement Act as role model Share experiences
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IdentifyingJob/Career
OpportunitiesJob Competencies
Job Progressions
& Career Paths
Dual Career Paths
CareerAdvancementPossibilities
Activitiesof JobOpportunityInventorying
Activities
of JobOpportunityInventorying
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Job Progressions
Hierarchy of jobs a new employee might
experience, ranging from a starting job
to jobs that successively require
more knowledge and/or skill
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Career Paths
Lines of advancement in an
occupational field within an
organization
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Alternative Career Moves
TransferTransfer
PromotionPromotion
ExitExit
DemotionDemotion
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Promotion
Change of assignment to a job
at a higher level in the organization
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Transfer
Placement of an individual in anotherjob for which the duties,
responsibilities, status, andremuneration are approximatelyequal to those of the previous job
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Outplacement Services
Services provided by organizations
to help terminated employees find anew job
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InterestsLow
Lo
w
High
High
Skill
s
Pursue
DevelopAvoid
Explore
Combinations of CareerInterests and Skills
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Pursue INTERESTS HIGH, SKILLS HIGHAreas of both high interest and high
confidence. Include in top career choices.
Develop INTERESTS HIGH, SKILLS LOWER
Areas of high interest, low confidence.Pursue skill building.
Explore INTERESTS LOWER, SKILLS HIGHAreas of low interest but high confidence.Reconsider why interest is low or transfer skills
to another area.
Avoid INTERESTS LOW, SKILLS LOW
Areas of both aversion and low confidence.Exclude from top career choices.
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Combination Of Career Interests AndSkills
A Model of Career
A M d l f C
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A Model of CareerDevelopment
A Model of CareerDevelopment
Exploration Stage:Characteristics
- Identify interests
and skills- Fit between self
and work
- Engaged in Helping
and Learning
- Serves as ApprenticeRelationship
to others
AGE30
ExplorationStage
Activity
Tasks
A M d l f C
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A Model of CareerDevelopment
A Model of CareerDevelopment
Establishment Stage:Characteristics
- Advancement- Growth- Develop life-style- Independentcontributor
- Become aColleague
Relationship
to others
AGE30 45
Establishment
StageTasks
Activity
A M d l f C
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A Model of CareerDevelopment
A Model of CareerDevelopment
Maintenance Stage:
Characteristics
- Update skills- Remain acontributor- Trainer
- Sponsor- Policy-maker- Become a Mentor
Tasks
Activity
Relationship
to others
AGE30 45
MaintenanceStage
60
A Model of Career
A M d l f C
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A Model of CareerDevelopment
A Model of CareerDevelopment
Characteristics
- Retirementplanning
- Change balancebetween work & life
- Phase out of work- Become a Sponsor
Tasks
Activity
Relationship
to others
AGE30 45
DisengagementStage
60
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Stage 5: Late Career (ages 55-retirement):Remain productive in work, maintain self esteem, prepare for
effective retirement.
Stage 4: Mid Career (ages 40-55): Reappraise earlycareer & early adulthood, reaffirm or modify goals, make choices
appropriate to middle adult years, remain productive.
Stage 3: Early Career (ages 25-40):Learn job, learnorganizational rules and norms, fit into chosen occupation and
organization, increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18-25): Obtain job
offer(s) from desired organization(s), select appropriate job based on completeand accurate information.
Stage 1: Preparation for Work (ages 0-25): Develop occupationalself-image, assess alternative occupations, develop initial occupational choice, pursue
necessary education.
Stages of CareerDevelopment
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Employees role primary responsibility for own CP get feedback about strengths,weaknesses identify developmental needs expose oneself to learning opportunities interact with many different employees
Managers role coach, appraiser, adviser and referralagent
Companys role
provide employees with resources for CP
Employees role primary responsibility for own CP get feedback about strengths,
weaknesses identify developmental needs expose oneself to learning opportunities interact with many different employees
Managers role coach, appraiser, adviser and referralagent
Companys role provide employees with resources for CP
oles in the Career Planning (CP) Procesoles in the Career Planning (CP) Proces
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Career Plateau most likely during mid-career
Dual career paths technical / professional vs.managerial
Skills obsolescence continuous learning
Balancing work and family Coping with job loss
provide outplacement services Retirement meet needs of older worker pre-retirement socialization early retirement programs
Career Plateau most likely during mid-career Dual career paths
technical / professional vs.managerial
Skills obsolescence continuous learning
Balancing work and family Coping with job loss
provide outplacement services Retirement
meet needs of older worker pre-retirement socialization early retirement programs
Career DevelopmentIssues
Career DevelopmentIssues
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Career Plateau
Situation in which for either
organizationalor personal reasons the probability
of moving up the career ladder is low