career path development

8/6/2019 Career Path Development

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CAREER PATHCAREER PATHDEVELOPMENTDEVELOPMENT

Presented by :

DIVINA GRACE U. SIANG



- is a sequence of job positions involving similar typesof work and skills that employees move through inthe company (Noe.2008).

CAREER PATH

Human Resource Management.Milkovich. 1994

- objective description of sequential work

experiences as opposed to subjective individualfeelings about career progress, personaldevelopment, status, or satisfaction.

Human Resource Planning.Walker. 1980

- is a sequence of job assignments that lead to amore responsibility, with raises and promotions.

Human Resource Mgt. : An Experential Approach. John Bernardin.2003



� Employees moved through patterned

sequence of positions or roles, usually

related to work content during their working

lives. (Walker.1980)

� Step by Step planned progression tied to

years of service



� Plan job moves for high potential employees

to place them in a particular target job.� The organizations future workforce depends

on the projected passage of individuals

through ranks.Individual Perspective

� Is a sequence of jobs that he or she desires to

undertake in order to achieve personal andcareer goals.



Various career movement options are

displayed in as paths.

� Traditional Career Path emphasized

upward mobility in a single occupation or

functional area.

� New Career paths consists of TWIST AND

TURNS, not STRAIGHT and NARROW.

- lateral movements- regular rotation among work roles



New or Alternative Path Characteristics :based on real world experiences and

individualized preferences.

1. They would include lateral and downward

possibilities as well as upward possibilities.

2. They would be tentative and responsive to changes

in organizational needs

3. They would be flexible enough to take into account

the qualities of individual

4. Each job along the paths would be specified in

terms of acquirable skills, knowledge, and other

specific attributes, not merely in terms of

educational credentials, age, or work experience.



� Lateral movements became important.

� Regular rotation among work roles including

downward and lateral moves is becoming a

norm.



Dual Career Path System

� - Enables the employees to remain in a

technical carrier path or move into

management career path.



Career Development

a.) Training

b.) OJT

c.) Occupational Orientation

b.) Understudy

c.) Work exposuree.) Apprenticeship



Training

� The term training refers to the acquisition of

knowledge, skills, and competencies as a result of

the teaching of vocational or practical skills and

knowledge that relate to specific usefulcompetencies.

� Some commentators use a similar term for

workplace learning to improve performance: training

and development.



� One can generally categorize such training as

on-the-job or off-the-job:

� On-the-job training takes place in a normal

working situation, using the actual tools

equipment, documents or materials that

trainees will use when fully trained.

- OJT has a general reputation as most

effective for vocational work. concepts andideas.



� Off -the-job training takes place away from

normal work situations. E.g. Lectures and

Conferences.

Off-the-job training has the advantage that it

allows people to get away from work and

concentrate more thoroughly on the training

itself. This type of training has proven more

effective in inculcating.



On-the-Job Training

� More useful for skills training.

� Impt. Part of the managerial and supervisory devt.

� Ind. May attain a realistic understanding of the

workplace and develop appropriate work habits.Major OJTMethods

- coaching

- rotations

- transfers

- understudy



Coaching� Involves frequent helping activities on the part of

a superior toward a subordinate.

� Coaches :

Are Managers who help employees growand improve their job competence on a day-

today basis.

Train employees to fill in during absences

and prepare them for promotion.



Job Rotations and Transfers

� Are designed to prepare managers to take on

additional responsibilities by providing them with

experience in different areas of the firm.

� Considered Lateral Promotions : the manager is

places in a position that carries similar authority and

responsibility, but in a different part of the firm.



Understudy

� Direct development undertaken from job rotation.

Its aim was to hone the skills of the employee in his

current field of expertise.

� Prepare of an associate to assume the

responsibilities of the manager, as a substitute or

replacement.

� Should be able to perform at about the same levelas the experienced manager.



Work Exposure

- to provide a unique learning experience in a real

workplace setting. The length of the work

placements vary depending on the program.

- Students are expected to learn, develop and

demonstrate the high standards of behavior and

performance.



Apprenticeship

DEFINED

Apprenticeship is a system of training a new

generation of practitioners of a skill.

Working in order to learn their trade, in

exchange for their continuing labour for

agreed period after they become skilled.

http://en.wikipedia.org/wiki/Apprenticeship



Job Shadowing

� job shadowing involves spending a period of time

with a seasoned expert, observing everything that he

or she does that is related to the work that is

expected to be accomplished as part of the dailyroutine of the job.

� Involving one new employee to act as the observer,

and one person to function as the demonstrator, this

allows the new hire a chance to get a handle of whatis involved in performing the tasks associated with

the work.



If you are going to besuccessful, you must have atotal commitment. Your job

doesnt end when everyone elseknocks off.

Bill Moss, Head of Banking and Property, Macquarie Bank

career path development

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