Career Career Development Development

Career Career Development Development

Career Development Learning Objectives Explain Integration of Individual and Organizational Needs Describe Conditions leading to success Discuss Matching Jobs with Individual’s Desires Describe Methods used in C.D.

Career Development for Professional Staff Sequence of Jobs for Management and Professionals Benefits to: Individual Management Goals: Make Best Use of Skills and Talents for all Job 5 Job 4 Rank and Earning s Job 3 Job 2 Job 1

Career Paths Lines of advancement in an occupational field within an organization.

Career Plateau Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Promotion Change of assignment to a job at a higher level in the organization.

Transfer Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

Career Development Policies Transfers Promotions Demotions/Termination Relocation Services Outplacement Services Development Opportunity Announcements “Promotion of CD Opportunities”

Impacts from Economic Situation Equal Employment Right-sizing Restructuring Promotion Competition Technology and Innovation Layoffs/Firings

Two-Way Support: Career Development/HR Development and Reward Training, Development, and Education Compensation Benefits and Job Descriptions Job Posting Career Development Process Job Acquisition and Movement Organizational Information and Planning Strategic Planning Forecasting Succession Planning Skills Inventories Individual Information and Planning Recruitment/Transfer/ Promotion Policies Performance Appraisal Career Path

The Career Development Program Who is Responsible? Organizati on Employee ? Partnershi p

The Career Development Program MATCHING INDIVIDUAL AND ORGANIZATIONAL NEEDS ORGANIZATIONAL NEEDS Staffing Development Leveling off Restaffing INDIVIDUAL NEEDS Making career/job choice Making contributions Fitting into organization Using experience

Creating Favorable Conditions for Career Development Management Participation – Provide top management support – Provide collaboration between line managers and HR managers – Train managerial personnel Setting Goals – Plan human resources strategy Changing HR Policies – Provide for job rotation – Provide outplacement service Announcing Program – Explain its philosophy

INVENTORY JOB OPPORTUNITIES Job Competencies – Base on job analysis and evaluation – Identify knowledge and skills required Job Progressions – Design career paths for individuals Training Needs – Identify needs beyond one-the-job training

DETERMINE EMPLOYEE POTENTIAL Career Planning Workbooks – Stimulate thinking about careers, strengths/limitations, development needs Career Planning Workshops – Discuss and compare attitudes, concerns, plans Career Counseling – Discuss job, career interests, goals Web-based Career Development – Products, services, and confidentiality

Mentors Executives who coach, advise, and encourage individuals of lesser rank.

Mentoring WHO Senior Managers Peer Groups Role Models HOW Advise Coach Encourage

Why Develop a Mentoring Program? Generate Management Visibility Build Bridges Between Management and Employees Create Culture Awareness Increase Networking Foster People-Developers

Mentoring Functions Inside an Organization Sponsorship Exposure and visibility Coaching Protection Challenging assignments Advocate Internally Outside Environment Role modeling Acceptance Counseling/ Advising Friendship

Mentoring Functions Functions concerned with the career advancement and psychological aspects the person being mentored.

Fast-Track Program Program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

Mentors Proteges Communicators Learn the Ropes Old Boys' Network Internal Politics Career Ladders Partnering-Teams Avoid Discrimination

Special Interest Groups Needs Assistance Women Families/Child Care Nepotism Deficient Interns Minorities Dual Careers Handicapped/ Challenged Intrapreneurs

Entrepreneur and Intrapreneurs One who starts, organizes, manages, and assumes responsibility for a business or other enterprise.

Assessment Center Process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called upon to handle on the job.

Evaluating Employee Development Needs Servicing the Career Development Needs Career Planning Workshops Career Planning Workbooks Career Counseling Development Testing for Employees Extensive Web-Based Products/Services

Career Development Aids for Self-Assessment Values Assessments Interest Inventories Personal Characteristics Instruments Skill Development and Ability Tests

Career Development BPO Self-Assessmen ts Career Resources

Career Counseling Process of discussing with employees their current job activities and performance, their personal job and career goals, their personal skills, and suitable career development objectives.

Stages of Career Development STAGE 1: Preparation for Work Typical Age 0-25 Range: Major Tasks: Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education. STAGE 2: Organizational Entry Typical Age 18-25 Range: Major Tasks: Obtain job offer(s) from desired organization(s), select appropriate job based on accurate info. STAGE 3: Early Career Typical Age 25-40 Range:

Stages of Career Development STAGE 4: Mid-career Typical Age 40-55 Range: Major Tasks: Reappraise early career and early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive in work. STAGE 5: Late Career Typical Age 55-retirement Range: Major Tasks: Remain productive in work, maintain selfesteem, prepare for effective retirement.

Specific Career Development Activities Career Counseling Career Pathing Inventory Skills Transfers Training Job Posting Promoting Lateral Development

Holland's Self-Directed Search Types Realistic Investigative Artistic Social Enterprising Conventional

Matching to Career Individual Personality Types Relationship to Working Environments

SELF-ASSESSMENTS MBTI Personality types CareerLeader

Basic Skills of successful Career Management 1. Develop a positive attitude 2. Take responsibility for your own career. 3. Establish goals. 4. Be aware of success factors. 5. Present yourself in a positive manner. 6. Be in the right place at the right time. 7. Establish a relationship with a mentor or guide. 8. Adopt the mind-set of your superiors.

Career Development Terms to Identify Transfer Relocation Services Outplacement Services Job Progressions Career Paths Career Counseling Assessment Center Fast-track program Mentors Mentoring functions Dual-career couples Self-Assessment Instruments

Organizational Purposes Advantages Disadvantage s WHY?

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