Employee Movements
Career Management
Organization’s Needs
Matching Individual and
Organizational Needs
Operational
Strategic
Career Management
Professional
Personal
Individual’s Needs
A Model of Career Development
Exploration Stage:
Characteristics
- Identify interests
and skills
- Fit between self
and work
- Engaged in Helping
and Learning
- Serves as Apprentice
Tasks
Activity
Relationship
to others
Exploration
Stage
30
AGE
A Model of Career Development
Establishment Stage:
Characteristics
Tasks
Establishment
Stage
Activity
Relationship
to others
30
45
AGE
- Advancement
- Growth
- Independent
contributor
- Become a Colleague
A Model of Career Development
Maintenance
Stage
Tasks
Maintenance Stage:
Characteristics
- Remain a contributor
- Trainer
- Sponsor
- Policy-maker
- Become a Mentor
Activity
Relationship
to others
30
45
AGE
60
A Model of Career Development
Disengagement
Stage
Characteristics
Tasks
Activity
- Retirement planning
- Change balance
between work & life
- Phase out of work
Relationship
to others
30
45
AGE
60
The Individual’s Role in Career
Development
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Accept responsibility for your own career.
Assess your interests, skills, and values.
Seek out career information and resources.
Establish goals and career plans.
Utilize development opportunities.
Talk with your manager about your career.
Follow through on realistic career plans.
High
Combinations of Career Interests
and Skills
Pursue
Avoid
Develop
Low
SKILLS
Explore
Low
High
INTERESTS
The Manager’s Role in Career
Development
• Provide timely performance feedback.
• Provide developmental assignments and
support.
• Participate in career development
discussions.
• Support employee development plans.
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The Organisation’s Role in Career
Development
Realistic job previews
Challenging first jobs
Training and development opportunities.
Career information and career programs.
Variety of career options.
Mentoring
Networking and interactions
Alternative Career Moves
Promotion
Exit
Transfer
Demotion
Managing Promotions
• Making promotion decisions
• Decision 1: Is Seniority or Competence
the Rule?
• Decision 2: How Should We Measure
Competence?
• Decision 3: Is the Process Formal or
Informal?
• Decision 4: Vertical, Horizontal, or
Other?
Managing Transfers
• Employees’ reasons for desiring transfers
•
•
•
•
Personal enrichment and growth
More interesting jobs
Greater convenience (better hours, location)
Greater advancement possibilities
• Employers’ reasons for transferring
employees
• To vacate a position where an employee is no
longer needed.
• To fill a position where an employee is needed.
• To find a better fit for an employee
• To boost productivity by consolidating positions.
Career Management Issues
• Career Plateau
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•
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•
•
– most likely during mid-career
Dual career paths
– technical / professional vs. managerial
Skills obsolescence
– continuous learning
Balancing work and family
Coping with job loss
– provide outplacement services
Retirement
– meet needs of older worker
– pre-retirement socialization
The Plateauing Trap
• Career Plateau
• Situation in which for either organizational or
personal reasons the probability of moving up
the career ladder is low.
• Types of Plateaus
• Structural plateau: end of advancement
• Content plateau: lack of challenge
• Life plateau: crisis of personal identity
Dual Career Tracks
Scientist
Senior Scientist
Section Leader
Research Associate
Department Head
Principal Scientist
Dual-Career Couples
• Dual-Career Partnerships
• Couples in which both members follow
their own careers and actively support
each other’s career development.
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Flexible work schedules
Adaptive leave policies
Work-at-home
On-premises day care
Job sharing
Career Development for Women
• The “Glass Ceiling”
• Artificial barriers based on attitudinal or
organizational bias that prevent qualified women
from advancing upward in their organizations
into management level positions.
• Eliminating Barriers to Advancement
• Development of women’s networks
• Diminishing stereotyping of women
• Presence of women in significant managerial
positions
Approaches to creating personal
job security
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Find passion in what you do.
Find excellence in what you do.
Become a life-long learner.
Be flexible
Focus on productivity
Be a team player
Market yourself to both internal
and external customers
Career Development Trends
• More horizontal “ladders” in middle
management
• More strategic focus on core competencies
• Careers as a series of projects, not upward
steps in an organization
• Career development now extends to all
employees
• Employees who change jobs and employers
frequently are now the norm.
• In “new career” era, the individual manages
own development, not the organization.
Retirement
• Pre-retirement practices include
counselling and help for
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Leisure time
Financial and investment
Health
Psychological counseling
Second careers
Keeping a Career in Perspective
• Maintaining Off-the-Job Interests
• Having a Healthy Marital and/or
Family Life
• Planning for Retirement
• Maintaining a Healthy Balance
THANK YOU