Basics of Career Management
Career
– A series of job positions that people have
held during their working life
Career management
– The process for enabling employees to
better understand and develop their career
skills and interests, and to use these skills
and interests more effectively.
10–1
Career planning
– The process through which a person sets
work-related goals, acquires the necessary
skills, and seeks opportunities to achieve
these career goals.
Career development
– The lifelong series of activities that
contribute to a person’s career exploration,
establishment, success, and fulfillment (such
as attending courses).
.
10–2
Traditional Versus Career
Development Focus
HR Activity
Traditional Focus
Career Development
Focus
Human resource
planning
Analyzes jobs, skills,
and tasks – present
and future. Uses
statistical data.
Adds information about
individual preferences,
and the like to data.
Training and
development
Provides opportunities
for learning skills,
information, and
attitudes relate to job.
Provides career path
information. Adds
individual growth
orientation.
Performance appraisal
Rating and/or rewards
Adds development
plans and individual
goal settings.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees
Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
10–3
Traditional Versus Career
Development Focus
HR Activity
Traditional Focus
Career Development
Focus
Recruiting and
placement
Matching organization’s Matches individual and
needs with qualified
jobs based on a
individuals.
number of variables
including employees’
career interests.
Compensation and
benefits
Rewards for time,
Adds non-job-related
productivity, talent, and activities to be
so on.
rewarded.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees
Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
10–4
Roles in Career Development
The Individual
– 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.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers
(Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
.
10–5
Roles in Career Development
The Manager
– Provide timely performance feedback.
– Provide developmental assignments and
support.
– Participate in career development
discussions.
– Support employee development plans.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers
(Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
10–6
Roles in Career Development
The Organization
– Communicate mission, policies, and
procedures.
– Provide training and development
opportunities.
– Provide career information and career
programs.
– Offer a variety of career options.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers
(Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
10–7
Innovative Corporate Career
Development Initiatives
 Provide each employee with an individual budget for
personal development.
 Let employees work in different positions to help them
discover their occupational strengths and weaknesses.
 Encourage small groups of employees to meet and
support one another in achieving their career goals.
 Offer career development materials and career
workshops on related topics.
 Provide career planning workshops.
.
10–8
Continuation: Innovative Corporate Career Development
Initiatives
Establish a “corporate campus.”
Help organize “career success teams.”
Provide career coaches.
Utilize computerized on- and offline career
development programs
 Establish a dedicated facility for career development




10–9
Managing Your Career
 Identify Your Career Stage
10–10
Managing Your Career
 Identify your career stage:
– Growth stage (Birth to 14 years old)
– Exploration stage (15 to 24 years old)
– Establishment stage (24 to 44 years old)
• Trial substage
• Stabilization substage
• Midcareer crisis substage
– Maintenance stage (45 to 65 years old)
– Decline stage (after 65 years old)
10–11
Choosing an Occupational
Orientation
.
10–12
Personality Dimension
 Realistic – physical activity
 Investigative – cognitive activity
 Social – Interpersonal
 Conventional – Structured; rule regulated
 Enterprising – risk-taking
 Artistic – Self expression; creative
.
10–13
Example of Some Occupations that
May Typify Each Occupational Theme
10–14
Identify Your Skills
Successful performance depends on
motivation as well as ability
Skills needed for specific occupations
such as accountants or bankers
A person’s aptitudes, such as intelligence
and mathematical ability, are measured
for planning purposes
10–15
Identify Your Career Anchors
Career anchor
– A concern or value that you will not give up if a
[career] choice has to be made.
Typical Career Anchors
– Technical/functional competence
– Managerial competence – Analytical, Interpersonal
& Emotional Competences
– Creativity
– Autonomy and independence
– Security
10–16
Making Promotion Decisions
Decision 1: Is Seniority or
Competence the Rule?
10–17
Continuation: Making Promotion Decisions
Decision 2: How Should We
Measure Competence?
10–18
Continuation: Making Promotion Decisions
Decision 3: Is the Process Formal
or Informal?
10–19
Continuation: Making Promotion Decisions
Decision 4: Vertical or Horizontal?
10–20
Managing Promotions and
Transfers
 Handling Transfers
– Employees’ reasons for desiring transfers
•
Personal enrichment and growth
•
More interesting jobs
•
Greater convenience (better hours, location)
– Company’s 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 within the firm.
•
To boost productivity by consolidating positions.
10–21
Career Management and
Employee Commitment
“New Psychological Contract”
– Companies to decide how to maintain
employee commitment to minimize voluntary
resignation and maximize employee effort
10–22