career plans

8/13/2019 career plans

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McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 11 - 1

11Chapter

Careers and CareerManagement


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Introduction (1 of 2)

Career development is important for companies tocreate and sustain a continuous learning environmentThe biggest challenge companies face is how to

balance advancing current employees careers withsimultaneously attracting and acquiring employeeswith new skills

The growing use of teams is influencing the conceptof careerse.g., project careers


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Introduction (2 of 2)

Changes in the concept of career affect:employees motivation to attend training programs

the outcomes they expect to gain from attendance

their choice of programs

how and what they need to know


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What Is Career Management?

Career management is the process throughwhich employees:

Become aware of their own interests, values,

strengths, and weaknessesObtain information about job opportunities within thecompany

Identify career goalsEstablish action plans to achieve career goals


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Why Is Career Management Important?(1 of 2)

From the companys perspective , the failure tomotivate employees to plan their careers canresult in:

a shortage of employees to fill open positionslower employee commitmentinappropriate use of monies allocated for training and

development programs


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7/26 McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 11 - 7

Career Management and Career Motivation(1 of 2)

Career motivation refers to:Employees energy to invest in their careers Their awareness of the direction they want their

careers to takeThe ability to maintain energy and direction despite barriers they may encounter

Career motivation has three aspects:Career resilienceCareer insightCareer identity



Career Management and Career Motivation(2 of 2)

Career resi l ience the extent to whichemployees are able to cope with problems thataffect their workCareer insight involves:

how much employees know about their interests, skillstrengths, and weaknessesthe awareness of how these perceptions relate to theircareer goals

Career identi ty the degree to which employeesdefine their personal values according to theirwork



The Value of Career Motivation

Components of Career Motivation

Career Resilience Company Value Innovation Employees adapting to unexpected changes Commitment to company Pride in work

Employee Value Be aware of skill strengths and weaknesses

Participate in learning activities Cope with less than ideal working conditions Avoid skill obsolescence

Career Insight

Career Identity



What Is A Career?

Traditional Career

Sequence of positions held within an occupationContext of mobility is within an organization

Characteristic of the employeeProtean Career

Frequently changing based on changes in the person andchanges in the work environment

Employees take major responsibility for managing theircareersBased on self-direction with the goal of psychologicalsuccess in ones work



Comparison of Traditional Careerand Protean Career:

Dimension Traditional Career Protean CareerGoal Promotions

Salary increasePsychological success

Psychological contract Security for commitment Employability for flexibility

Mobility Vertical Lateral

Responsibility forManagement

Company Employee

Pattern Linear and expert Spiral and transitory

Expertise Know how Learn how

Development Heavy reliance on formaltraining

Greater reliance on relationshipsand job experiences



Millennium(0 to early 20s)

Generation X(mid-20s toearly 40s)

Baby Boomers(mid-40s tomid-50s)

Traditionalists(late 50s toearly 80s)

Different generations of employees havedifferent career needs and interests:



A Model of Career Development

Career development is the process by whichemployees progress through a series of stagesEach stage is characterized by a different set ofdevelopmental tasks, activities, and relationshipsThere are four career stages:

ExplorationEstablishmentMaintenanceDisengagement



A Model of Career Development (continued)

Exploration Establishment Maintenance DisengagementDevelopmentaltasks

Identify interests,skills, fit betweenself and work

Advancement,growth, security,develop lifestyle

Hold on toaccomplishments,update skills

Retirementplanning,change balancebetween workand non-work

Activities HelpingLearningFollowingdirections

Makingindependentcontributions

TrainingSponsoringPolicy making

Phasing out ofwork

Relationships

to otheremployees

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 10years

More than 10years



The career management process:

Self-Assessment

RealityCheck

Goal Setting ActionPlanning



Components of the Career ManagementProcess: (1 of 2)

Self-AssessmentUse of information by employees to determine theircareer interests, values, aptitudes, and behavioral

tendenciesOften involves psychological tests

Reality Check

Information employees receive about how thecompany evaluates their skills and knowledge andwhere they fit into company plans



Components of the Career ManagementProcess: (2 of 2)

Goal SettingThe process of employees developing short- and long-term career objectives

Usually discussed with the manager and written into adevelopment plan

Action Planning

Employees determining how they will achieve theirshort- and long-term career goals



Design factors of Effective CareerManagement Systems: (1 of 2)

1. System is positioned as a response to a business needor supports a business strategy

2. Employees and managers participate in development of

the system3. Employees are encouraged to take active roles in

career management

4. Evaluation is ongoing and used to improve the system5. Business units can customize the system for their own

purposes



Design factors of Effective CareerManagement Systems: (2 of 2)

6. Employees need access to career information sources7. Senior management supports the career system8. Career management is linked to other human resource

practices such as training, recruiting systems, andperformance management

9. System creates a large, diverse talent pool10. Information about career plans and talent is accessible

to all managers



Elements of Career Management Websites

User Access Website Features

Self-assessment tools Jobs database

Training resources Employee profile database

Job data Matching engineSalary information Tools and services Assessment,

online

Career management advice Training programs, developmentresources



Shared Responsibility:Roles in Career Management

Manager

Employees

Company

HR Manager



Employees Role in CareerManagement

Take the initiative to ask for feedback frommanagers and peers regarding their skill strengthsand weaknesses

Identify their stage of career development anddevelopment needsSeek challenges by gaining exposure to a range oflearning opportunitiesInteract with employees from different workgroups inside and outside the companyCreate visibility through good performance



Managers Role in Career Management

Roles ResponsibilitiesCoach Probe problems, interests, values, needs

ListenClarify concernsDefine concerns

Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs

Advisor Generate options, experiences, and relationships

Assist in goal settingProvide recommendations

Referral agent Link to career management resourcesFollow up on career management plan



HR Managers Role in CareerManagement

Provide information or advice about training anddevelopment opportunitiesProvide specialized services such as testing todetermine employees values, interests, and skills Help prepare employees for job searchesOffer counseling on career-related problems



Companys Role in CareerManagement

Companies are responsible for providingemployees with the resources needed to besuccessful in career planning:

Career workshopsInformation on career and job opportunitiesCareer planning workbooks

Career counselingCareer paths


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Evaluating Career ManagementSystems

Career management systems need to be evaluatedto ensure that they are meeting the needs ofemployees and the business

Two types of outcomes can be used to evaluate:Reactions of the customers (employees and managers)who use the career management system

Results of the career management systemEvaluation of a career management system should

be based on its objectives

career plans

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