Group 11. Go, Ralph2. Mangalindan, Jenieryll Jomarie3. Orseno, Gel4. Rush, Gage5. Yu, Hazel Karen

Career DevelopmentMay 14, 2014

CAREER DEVELOPMENT

Is the lifelong process of managing learning, work, leisure, and transition in order to move toward a personally determined evolving preferred future[1].

1. Career Development - Wikipedia

In organizational development, the study of career development looks at[2]:

• how individuals manage their careers within and between organizations and,• how organizations structure the career progress of

their members , it can also be tied to succession planning within most of the organizations.

2. Career Development - Wikipedia

In personal development, career development is[3]:

• " ... the total constellation of psychological, sociological, educational, physical, economic, and chance factors that combine to influence the nature and significance of work in the total lifespan of any given individual.“

• The evolution or development of a career - informed by (1) Experience within a specific field of interest (with career, job, or task specific skills as by-product) (2) Success at each stage of development, (3) educational attainment commensurate with each incremental stage, (4) Communications (the capacity to analytically reflect your suitability for a given job), and (5) understanding of career development as a navigable process.

• "... the lifelong psychological and behavioral processes as well as contextual influences shaping one’s career over the life span. As such, career development involves the person’s creation of a career pattern, decision-making style, integration of life roles, values expression, and life-role self concepts."

3. Career Development - Wikipedia

COMMON APPROACH

AGILE CAREER DEVELOPMENT – LESSONS AND APPROACHES FROM IBM

L1 – Having the Right Skills in the Right Place at the Right Time

“There are some who might look upon the schoolhouse as additional expense, but we who have had experience in this business know it is a good investment. It is a source of extra profit, because through intelligent use of it we are going to educate people and make money out of our business.” Thomas J. Watson, 1933

L1 – HAVING THE RIGHT SKILLS IN THE RIGHT PLACE AT THE

RIGHT TIME

The most progressive and successful businesses have come to realize that career development is not just a nice-to-have adjunct program in Human Resources (HR). Rather, having an agile, flexible career development process in place has become a major aspect of business strategy because having the right people in the right jobs at the right time is one of the best ways to assure on-going client satisfaction.

L1 – HAVING THE RIGHT SKILLS IN THE RIGHT PLACE AT THE

RIGHT TIME

Education and learning have always been important at IBM, leading to a strong legacy in ensuring that employees were positioned to have the future skills and expertise needed to meet client requirements. An important part of this career development philosophy was the opportunity for employees to have a voice in their own personal career aspirations.

Why Career Development Is Paramount to a Company’s Strategy

• Companies need to make sure that they have people with the right skills, talent, knowledge, and expertise to carry out the business functions that deliver the value for which their clients are looking.

• In a competitive business environment, the edge goes to the company that has the products and services that its clients require.

• The company’s business strategy will determine the expertise and performance requirements needed to fulfill each business function. In other words, the business priorities determine the human capital requirements, including the learning and career development strategies.

LO 2- CAREER DEVELOPMENT IMPACTS THE BOTTOM LINE

Having people with the right expertise aligned with the needs of the organization is necessary for business effectiveness.

More engaged employees are also more likely to stay with their companies.

Engagement is about motivating employees to go the extra mile in the workplace. It is about encouraging employees to have a passion for their work and identifying the organization as more than a place to earn money.

Changing Dynamics & Impact on Growing Capability

Rapidly changing technology

Exiting baby boomers

Generation difference from new type of workers who will be replacing them

Unprecedented financial downturn that began in 2008

Globalization of labor market

Role Playing

Sustainable Career DevelopmentThroughout Working Life[4]:Republic of the Philippines

[4] - APEC Forum on Human Resource DevelopmentSustainable Career Development Throughout Working Life14-16 November 2007Chiba, JapanDirector Ma. Celeste M. ValderramaDepartment of Labor and Employment, Manila

Outline of Presentation

1. Concept, Strategy and Basic Policy

2. Career Development Status and Tasks: 3 views2.1 The Individual Worker2.2 The Enterprise (private sector)2.3 The Public Sector Support

3. Special Measures for the Informal Sector

Concept, Strategy and Basic PolicyCareer Development

Measures in the Philippines

“Human capital is the single biggest competitive edge of the Philippines and is expected to sustain and prosper the country’s competitiveness.”

- National Competitiveness Summit 2006

1. State policy

The Labor Code of the Philippines

“The State shall promote and maintain a state of full employment through improved manpower training, allocation and utilization.”

2. Strategies

The Medium Term Philippine Development Plan (2004 – 2010)

Employment generation: job creation measures Employment preservation: measures to

maintain industrial peace Employment enhancement: measures to

advance the quality of work life of workers while working

Employment facilitation: job matching and labor market information services

The Technical Education Skills and Development Act

“The State shall encourage active participation of various concerned sector particularly private enterprises being direct participants in the immediate beneficiaries of a trained and skilled workforce in providing technical education and skills development opportunities.”

The National Action Plan to Achieve Education for all by year 2015

Every child, youth and adult has the human right to benefit from education that will meet the basic learning needs including the full development of human personality

Functional literacy means having the complete range of skills and competencies which enables individuals to live and work as human persons, develop their potentials, make critical and informed decisions, and function effectively in society

The National Technical Education Skills Development Plan (NTESDP) 2005-2009

Continued enhancement of competencies through skills training. Industry and employers to support competency building by pursuing workplace-based HRD programs for their employees.

3. Concept

Sustainable Career Development are purposive activities during one’s working life that continuously enhance the competencies of an individual leading to one’s career growth, and consequently, towards full employment and development of his human potentials.

View 1:The individual worker

Confronted with drastically changing workplace requirements (technology, restructuring of organizations and jobs)

School-learnt skills are inadequate Faced with a short-term, rather than long term

employment Desire to earn more or work more (especially the

underemployed and informal sector) Attracted to high-paying overseas employment as a

career goal

The individual common course of action

Pursuing a higher education, a 2nd degree or techvoc course with in-demand job

Availing of livelihood seminars offered by techvoc institutions

Using self-help learning kits Seeking mentors or business counsellors

(entrepreneurs)

Challenge: Increasing access of unskilled and low-educated workers

to training and education

For the unskilled and low-educated workers, career growth is usually difficult because of inadequate qualifications and lack of funds to finance further skills training or education

View 2: The Enterprise(private sector)

Securing the best talent to achieve competitiveness Filling up current and future vacancies that are in-

demand and hard-to-fill Filling up of vacancies due to attrition Investing on people and retaining them due to

piracy

Measure taken at enterprise level Training, career development (job

redesign/crossposting/job rotation), performance and rewards systems

Encouraging career shifters, especially in BPO

Intensive OJT and in-company training tied up with wages or incentives

Challenge: Expanding career development activities in micro-

enterprises Much of the sophisticated training and career

development activities are in large companies comprising only .4% of total establishments

Many small to medium-sized and micro-enterprises participate in OJT, learnership and apprenticeship (enterprise-based TVET)

But the micro enterprises which comprise the majority would generally develop careers through mentoring (by owners) or self-learning (observing and practice)

View 3:Public Sector Support

1. Reducing jobs- and – skills mismatch2. Increasing the nation’s competitiveness3. Upgrading skills in growth sectors4. Continuing education and training

The driving forces for the developing career support measures:

Measures taken by the government

Technical Education and Skills Development Authority (TESDA)

VisionTESDA is the leading partner in the development of the

Filipino workforce with world-class competence and positive work values.

MissionTESDA provides direction, policies, programs and standards

towards quality technical education and skills development.

Informal sector workers comprise 44.6% (14.6 million) self-employed and unpaid family workers

Largely male, in the prime working age (25-24 years old) and with low education attainment

Majority are head other family and engaged in part-time employment

Current status of career development in the informal sector

A career development plan outlines the short- and long-term goals that align with an employee’s current and future jobs. It is recommended that all employees have a career development plan and that special attention be given to the development of high potential employees.

Creating Career Development Plans

• Highly personalized• Focused on specific development needs and

not just summaries of the issues• Practical• Rely on on-the-job learning experiences• “Owned” by the person who wants to develop• Are living documents• Strong emphasizes coaching and personal

feedback

Characteristics of Effective Development Plans

Initial Questions to Ask• What are the objectives or desired end

results?

• What are the criteria that can e measure to indicate whether the objective was achieved?

• How will the data be gathered, analyzed and reported on an on-going basis?

• Who are the appropriate people to gather the data and do the actual work?

• Are there resources available to collect, analyze and report data to make appropriate improvements?

Measuring Success

• Higher employee morale• Higher employee commitment / engagement• Enhanced work climate• Higher performance• Increased productivity• Increased customer satisfaction• Increased skills• Improved teamwork• Increased revenue• Lower delivery cost for education• Lower product / services cost• Reduced turnover and attrition

Measurement Opportunities

THANK YOU!