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Managing CareersManaging Careers

I.I. General Overview: Changing Concepts of CareersGeneral Overview: Changing Concepts of Careers

II.II. Employer and employee roles in managing careersEmployer and employee roles in managing careers

III.III. Managing Careers in Different Career stages (special Managing Careers in Different Career stages (special emphasis on mentoring)emphasis on mentoring)

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Managing Your Career: GeneralManaging Your Career: General

““Career development” and “opportunities for Career development” and “opportunities for growth” are often given as the most important growth” are often given as the most important reason why employees join and remain with reason why employees join and remain with employers.employers.

However, several changes in organizations have However, several changes in organizations have made career development difficult:made career development difficult: Decrease in mobility (“Decrease in mobility (“Waking up from the American Waking up from the American

DreamDream”): “Wal-Martization” (e.g., changes in hiring ”): “Wal-Martization” (e.g., changes in hiring practices): > ¼ of the labor force stuck in low-end practices): > ¼ of the labor force stuck in low-end jobs!jobs!

Change in the “Psychological Contract” for workersChange in the “Psychological Contract” for workers

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Managing Your Career: GeneralManaging Your Career: General

TraditionalNewer Conceptualizations

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Managing Careers: Managing Careers: Responsibilities Responsibilities (Noe, et al., 2006)(Noe, et al., 2006)

OrganizationOrganization Provide supportProvide support

(e.g., information)(e.g., information)

Provide Provide assessments (+/-,assessments (+/-,interests & values)interests & values)

Communicate performance Communicate performance evaluation, where employee evaluation, where employee fits in long-range company fits in long-range company plans, changes in industry, plans, changes in industry, profession, etc.profession, etc.

Commit to help employee Commit to help employee achieve goals. Identify achieve goals. Identify resources (e.g., courses, work resources (e.g., courses, work experiences, etc.)experiences, etc.)

EmployeeEmployee Ultimately responsible for Ultimately responsible for

managing careersmanaging careers

Identify opportunities and needs to Identify opportunities and needs to improveimprove

Identify what needs are realistic to Identify what needs are realistic to developdevelop

Identify goals and how you want Identify goals and how you want them achieved. Construct time them achieved. Construct time table for achievementtable for achievement

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Managing Careers: Managing Careers: Development Stages Development Stages (Kulik, 2004)

1.1. Growth: Growth: an individual develops a sense of self and an individual develops a sense of self and exploration of interests.exploration of interests.

2.2. Exploration:Exploration: begins as an individual develops preference for a begins as an individual develops preference for a career and ends with training and placement in chosen career and ends with training and placement in chosen occupationoccupation

3.3. Establishment:Establishment:

4.4. Maintenance:Maintenance: begins with self-reflection and can lead to (a) begins with self-reflection and can lead to (a) being re-energized; (b) changing careers; or (c) reduction in being re-energized; (b) changing careers; or (c) reduction in investment in one’s career (less self-focused)investment in one’s career (less self-focused)

5.5. Disengagement:Disengagement: an individual looks ahead at what to do at an individual looks ahead at what to do at the end of his or her careerthe end of his or her career

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Career ConceptsCareer Concepts

What does it mean to have a What does it mean to have a successful career?successful career?

Where do you learn about what Where do you learn about what makes for a successful career?makes for a successful career?

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4 Career Concepts 4 Career Concepts (Lewellyn, 2002)

LinearLinear.. To the person motivated by the linear concept, To the person motivated by the linear concept, success only comes from moving up the corporate success only comes from moving up the corporate ladder. While prevalent in the United States, this proves ladder. While prevalent in the United States, this proves to be a difficult concept to yield continuing success. to be a difficult concept to yield continuing success. Movement up the organizational pyramid provides fewer Movement up the organizational pyramid provides fewer positions into which to advance. Many who carry the positions into which to advance. Many who carry the linear concept are frustrated. Many leave positions of linear concept are frustrated. Many leave positions of influence when they become "topped out." The "de-influence when they become "topped out." The "de-layering" of organizational levels of the 1990s left many layering" of organizational levels of the 1990s left many linears disillusioned. For many, it is an emotionally brutal linears disillusioned. For many, it is an emotionally brutal concept.concept.

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4 Career Concepts 4 Career Concepts (Lewellyn, 2002)

ExpertExpert.. Success for the person motivated by the expert concept is Success for the person motivated by the expert concept is being known as the best among his or her peers. This includes the being known as the best among his or her peers. This includes the craft worker who yearns to be the best welder at Amalgamated Inc. It craft worker who yearns to be the best welder at Amalgamated Inc. It is also the trial lawyer garnering community recognition for a high-is also the trial lawyer garnering community recognition for a high-profile case, the surgeon with national recognition for an innovative profile case, the surgeon with national recognition for an innovative procedure or the accountant with the most knowledge in the procedure or the accountant with the most knowledge in the department of accounting rules. Those who carry the expert concept department of accounting rules. Those who carry the expert concept may have been told in their youth to "grow up to be good at may have been told in their youth to "grow up to be good at something." Their parents or grandparents may have been something." Their parents or grandparents may have been influenced by the Great Depression, during which the employees influenced by the Great Depression, during which the employees who kept their jobs were often the ones with the best skills.who kept their jobs were often the ones with the best skills.

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4 Career Concepts 4 Career Concepts (Lewellyn, 2002)

SpiralSpiral. Success is being able to move from one position . Success is being able to move from one position to a related but often broader position, usually every five to a related but often broader position, usually every five to 10 years. Broadening is the key. A spiral's parents to 10 years. Broadening is the key. A spiral's parents may have taught him to be "well rounded." New positions may have taught him to be "well rounded." New positions are a natural extension of the prior work. This is the are a natural extension of the prior work. This is the engineer who migrates into project management and engineer who migrates into project management and then to capital budgeting and eventually to corporate then to capital budgeting and eventually to corporate budgeting functions. Spirals amass a vast amount of budgeting functions. Spirals amass a vast amount of knowledge and experience. Many spirals in mid-career knowledge and experience. Many spirals in mid-career feel a strong desire to share the massive knowledge with feel a strong desire to share the massive knowledge with others. This leads some spirals to leave large companies others. This leads some spirals to leave large companies to become consultants or teachers.to become consultants or teachers.

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4 Career Concepts 4 Career Concepts (Lewellyn, 2002)

RoamerRoamer. Success to the roamer is being able to change jobs . Success to the roamer is being able to change jobs often. Movement is more frequent than spirals, perhaps every often. Movement is more frequent than spirals, perhaps every two to three years, and the succeeding jobs are often two to three years, and the succeeding jobs are often unrelated to past professional experiences. A roamer may unrelated to past professional experiences. A roamer may move from funeral director to draftsman. These are often move from funeral director to draftsman. These are often people from the extremes of economic backgrounds who don't people from the extremes of economic backgrounds who don't value security. They either were raised in an upper-economic value security. They either were raised in an upper-economic stratum and presume money will always be there or were in a stratum and presume money will always be there or were in a poorer economic environment and know they can survive on poorer economic environment and know they can survive on very little. Roamers can play key roles in companies that are very little. Roamers can play key roles in companies that are expanding, both geographically and into new markets. They expanding, both geographically and into new markets. They make good startup people. Roamers tend to value work with make good startup people. Roamers tend to value work with high people involvement. high people involvement.

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4 Career Concepts4 Career Concepts

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Managing Careers: Managing Careers: Growth StageGrowth Stage

What do most organizations do to manage What do most organizations do to manage this stage?this stage?

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Managing Careers: Managing Careers: Exploration StageExploration Stage

Exploration StageExploration Stage: employees value the : employees value the opportunity to experiment and may be opportunity to experiment and may be interested in training opportunities or interested in training opportunities or exposure to different jobs (e.g., exposure to different jobs (e.g., internships)internships)

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Managing Careers: Managing Careers: Establishment StageEstablishment Stage

Establishment StageEstablishment Stage: Employees seek out ever : Employees seek out ever greater challenges and achievements. greater challenges and achievements.

1.1. PromotionsPromotions. As an HR manager, need to decide: . As an HR manager, need to decide: (Dessler, 2005)(Dessler, 2005)

Are promotions based on competency or seniority?Are promotions based on competency or seniority? How should you measure competence?How should you measure competence? Is the process formal or informal?Is the process formal or informal?

DrawbacksDrawbacks..

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Managing Careers: Managing Careers: Establishment StageEstablishment Stage

2.2. Lateral and downward movesLateral and downward moves. Assignments to other . Assignments to other functional areas or locations. functional areas or locations. [Need to [Need to communicate importance of transfer – e.g., $$$]communicate importance of transfer – e.g., $$$]

3.3. Externship programsExternship programs. Assignments to another . Assignments to another organization for a short period of time. organization for a short period of time. [Most [Most popular in the consulting industry]popular in the consulting industry]

4.4. Dual career tracks:Dual career tracks: one management and one non- one management and one non-management (e.g., technical, sales). management (e.g., technical, sales).

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Managing Careers: Managing Careers: Maintenance StageMaintenance Stage

Maintenance StageMaintenance Stage: Employees are : Employees are becoming less self-focused and are becoming less self-focused and are motivated to share knowledge and/or to motivated to share knowledge and/or to reappraise their careersreappraise their careers

1.1. Sabbaticals:Sabbaticals: unpaid or paid leave that allows unpaid or paid leave that allows employees to pursue other interestsemployees to pursue other interests

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Managing Careers: Managing Careers: Maintenance StageMaintenance Stage

2.2. Mentoring opportunitiesMentoring opportunities Benefit protégés: career & psychological support, Benefit protégés: career & psychological support,

better pay, faster promotion, and greater career better pay, faster promotion, and greater career satisfactionsatisfaction

Mentor benefits: job fulfillmentMentor benefits: job fulfillment More on mentoring in Special TopicsMore on mentoring in Special Topics

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Mentoring: Traditional ConcernsMentoring: Traditional Concerns

Seeking a MentorSeeking a MentorAge differential: Age differential: Age of Mentor: mid-life (40 +)Age of Mentor: mid-life (40 +)Gender of protégé: same as mentorGender of protégé: same as mentorPower of Mentor: high Power of Mentor: high Organizational Position: high Organizational Position: high Self-Confidence: highSelf-Confidence: high

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Mentoring: Traditional ConcernsMentoring: Traditional ConcernsWhat Mentors Seek in Protégés:What Mentors Seek in Protégés:

Age:

Gender: women protégés likely to feel overprotected, greater social distance, & general discomfort in male-mentor relationship than males

Power Needs: mentors are one way for new person to gain power -- need to make informal political alliances

Performance: mentors seek protégés that are good performers & have had the ability to “demonstrate the extraordinary”

Social Skills: mentors like protégés who know other officers socially, are highly visible, and can appear socially similar to high status members

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““New Models” of MentoringNew Models” of Mentoring

Build a board of advisorsBuild a board of advisors

ExternalExternal: Recruiters, HR Officers, : Recruiters, HR Officers, Competitors, College FriendsCompetitors, College Friends

Internal: Internal:

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““New Models” of MentoringNew Models” of Mentoring

Group MentoringGroup Mentoring (a.k.a. mentoring or coaching (a.k.a. mentoring or coaching circles) circles) ((Workforce ManagementWorkforce Management, 2004), 2004)

Various models exist. Can be formalized as a mentor Various models exist. Can be formalized as a mentor and multiple protégés. Can be a more informal and multiple protégés. Can be a more informal gathering of individuals of different ranks who get gathering of individuals of different ranks who get together and discuss issues (e.g., Chubb’s together and discuss issues (e.g., Chubb’s Partnership for Women)Partnership for Women)

Benefits include learning for peers as well as mentors; Benefits include learning for peers as well as mentors; can be more cost effective; and allows an can be more cost effective; and allows an organization to increase its mentoring poolorganization to increase its mentoring pool

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““New Models” of MentoringNew Models” of Mentoring ““Matchmaking” TechnologyMatchmaking” Technology

Employees input characteristics they are seeking and Employees input characteristics they are seeking and receive a list of people who match their criteriareceive a list of people who match their criteria

Advantages:Advantages: can be especially helpful for big can be especially helpful for big companies and those that are companies and those that are geographically geographically dispersed;dispersed; does not require prior relationship; often does not require prior relationship; often provides several options; does not require as high a provides several options; does not require as high a level of third-party involvement; often saves $$level of third-party involvement; often saves $$

Disadvantages:Disadvantages: mentors may not be trained or may mentors may not be trained or may be inappropriate; protégés may not know what they be inappropriate; protégés may not know what they need; lacks “human touch” and expertiseneed; lacks “human touch” and expertise

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Managing Careers: Managing Careers: Disengagement StageDisengagement Stage

Disengagement StageDisengagement Stage: Employees are trying : Employees are trying to disengage psychologically. Organizations to disengage psychologically. Organizations may use incentives to ease (and possibly may use incentives to ease (and possibly speed up) the transition. May be especially speed up) the transition. May be especially helpful for plateued workers.helpful for plateued workers.

1.1. Early retirementEarly retirement – may involve “adding years” (age – may involve “adding years” (age and tenure) to allow employees to get more benefits and tenure) to allow employees to get more benefits from retiring, earlier than they might otherwise. from retiring, earlier than they might otherwise. Don’t make this too attractive!Don’t make this too attractive!

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Concepts, Cont. Concepts, Cont. (if time)

1.1. What does your career concept tell you about What does your career concept tell you about how you are likely to experience the career how you are likely to experience the career development stages (e.g., how frustrating or development stages (e.g., how frustrating or fulfilling will they be)?fulfilling will they be)?

2.2. How could a mentor best help you succeed How could a mentor best help you succeed with your chosen career concept?with your chosen career concept?

3.3. Discuss your answers with people of different Discuss your answers with people of different career conceptscareer concepts

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Wrap-UpWrap-Up

While there has been a shift in responsibility in While there has been a shift in responsibility in career management towards the individual, career management towards the individual, organizations must still play a roleorganizations must still play a role

Career management will vary by your concept Career management will vary by your concept and your career stageand your career stage

Mentoring is critical for your own career as well Mentoring is critical for your own career as well as your organization (e.g., some estimate that as your organization (e.g., some estimate that most companies will lose half of their senior most companies will lose half of their senior management teams by 2010)management teams by 2010)

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Questions?Questions?