Career Management
Content
Career Management
1. Compare employers¶ traditional and career planningplanningoriented HR focuses. 2. Explain the employee¶s, manager¶s, and employer¶s career development roles. 3. Describe the issues to consider when making promotion decisions. 4. Describe the methods for enhancing diversity through career management. 5. Answer the question: How can career development foster employee commitment?
The Basics Of Career Management
Career Management Career Development
Employees¶ Careers
Career Planning
TABLE 10±1 Traditional Versus Career Development Focus
HR Activity Human resource planning Recruiting and placement Training and development Performance appraisal Compensation and benefits Traditional Focus Analyzes jobs, skills, tasks² present and future. Projects needs. Uses statistical data. Matching organization¶s needs with qualified individuals. Provides opportunities for learning skills, information, and attitudes related to job. Rating and/or rewards. Rewards for time, productivity, talent, and so on. Career Development Focus Adds information about individual interests, preferences, and the like to replacement plans. Matches individual and jobs based on variables including employees¶ career interests and aptitudes. Provides career path information. Adds individual development plans. Adds development plans and individual goal setting. Adds tuition reimbursement plans, compensation for non-job related activities such as United Way.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2008.
FIGURE 10±1 Employee Career Development Plan
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.
TABLE 10±2 Individual
Roles in Career Development Manager
Provide timely and accurate performance feedback. Provide developmental assignments and support. Participate in career development discussions with subordinates. Support employee development plans.
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.
Employer
Communicate mission, policies, and procedures. Provide training and development opportunities, including workshops. Provide career information and career programs. Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
TABLE 10±3 Possible Employer Career Planning and Development Practices Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths Career booklets/pamphlets Written individual career plans Career workshops Assessment Center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
The Employer¶s Role in Career Development
Realistic Job Previews
Networking and Interactions
Challenging First Jobs
Employer¶s Role
Mentoring Career-Oriented Appraisals
Job Rotation
Innovative Corporate Career Development Initiatives
1. 2. 3. 4. 5. 6. 7. 8. Provide each employee with an individual budget. Offer on-site or online career centers. onEncourage role reversal. Establish a ³corporate campus.´ Help organize ³career success teams.´ Provide career coaches. Provide career planning workshops. Utilize computerized on- and offline career ondevelopment programs.
9. ³Catch them young´
Managing Promotions and Transfers
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?
Handling Transfers
Employees¶ reasons for desiring transfers
Proximity to home town Better job prospects Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities
Employers¶ reasons for transferring employees
To fill positions in big cities where business is growing. 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.
Taking Steps to Enhance Diversity: Women¶s and Minorities¶ Prospects
Take Their Career Interests Seriously Institute Flexible Schedules and Career Tracks Eliminate Institutional Barriers
Eliminate the Glass Ceiling
Improve Networking and Mentoring
Career Management and Employee Commitment
Comparing Yesterday¶s and Today¶s Employee-Employer Contract
Old Contract:
³Do your best and be loyal to us, and we¶ll take care of your career.´
New Contract:
³Do your best for us and be loyal to us for as long as you¶re here, and we¶ll provide you with the developmental opportunities you¶ll need to move on and have a successful career.´
Career Management and Employee Commitment (cont¶d)
Commitmentoriented career development efforts
Career Development Programs
CareerOriented Appraisals
Career Management and Employee Commitment (cont¶d)
Career Development Programs
CommitmentOriented Career Development Efforts
CareerOriented Appraisals
Attracting and Retaining Older Workers
Create a Culture that Honors Experience
HR Practices for Older Workers
Offer Flexible Work
Offer Part-Time Work
Identify Your Career Stage
Growth Stage Exploration Stage Establishment Stage
Trial substage Stabilization substage Midcareer crisis substage
Maintenance Stage Decline Stage
FIGURE 10±A1 Choosing an Occupational Orientation
TABLE 10±A1
Realistic
Examples of Occupations that Typify Each Occupational Theme
Artistic Social Enterprising A Wide Range of Managerial Occupations, including: Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers Conventional
Investigative
Physicians Engineers Carpenters Psychologists Research and Development Managers
Identify Your Career Anchors
Technical/ Functional Competence
Security
Managerial Competence
Autonomy and Independence
Creativity
FIGURE 10±A7 CareerJournal.com
Source: Wall Street Journal by CareerJournal.com. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004.
1. Compare employers¶ traditional and career planningplanningoriented HR focuses. 2. Explain the employee¶s, manager¶s, and employer¶s career development roles. 3. Describe the issues to consider when making promotion decisions. 4. Describe the methods for enhancing diversity through career management. 5. Answer the question: How can career development foster employee commitment?
The Basics Of Career Management
Career Management Career Development
Employees¶ Careers
Career Planning
TABLE 10±1 Traditional Versus Career Development Focus
HR Activity Human resource planning Recruiting and placement Training and development Performance appraisal Compensation and benefits Traditional Focus Analyzes jobs, skills, tasks² present and future. Projects needs. Uses statistical data. Matching organization¶s needs with qualified individuals. Provides opportunities for learning skills, information, and attitudes related to job. Rating and/or rewards. Rewards for time, productivity, talent, and so on. Career Development Focus Adds information about individual interests, preferences, and the like to replacement plans. Matches individual and jobs based on variables including employees¶ career interests and aptitudes. Provides career path information. Adds individual development plans. Adds development plans and individual goal setting. Adds tuition reimbursement plans, compensation for non-job related activities such as United Way.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2008.
FIGURE 10±1 Employee Career Development Plan
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc., 141 Mill Rock Road East, Old Saybrook, CT © 2004.
TABLE 10±2 Individual
Roles in Career Development Manager
Provide timely and accurate performance feedback. Provide developmental assignments and support. Participate in career development discussions with subordinates. Support employee development plans.
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.
Employer
Communicate mission, policies, and procedures. Provide training and development opportunities, including workshops. Provide career information and career programs. Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
TABLE 10±3 Possible Employer Career Planning and Development Practices Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths Career booklets/pamphlets Written individual career plans Career workshops Assessment Center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
The Employer¶s Role in Career Development
Realistic Job Previews
Networking and Interactions
Challenging First Jobs
Employer¶s Role
Mentoring Career-Oriented Appraisals
Job Rotation
Innovative Corporate Career Development Initiatives
1. 2. 3. 4. 5. 6. 7. 8. Provide each employee with an individual budget. Offer on-site or online career centers. onEncourage role reversal. Establish a ³corporate campus.´ Help organize ³career success teams.´ Provide career coaches. Provide career planning workshops. Utilize computerized on- and offline career ondevelopment programs.
9. ³Catch them young´
Managing Promotions and Transfers
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?
Handling Transfers
Employees¶ reasons for desiring transfers
Proximity to home town Better job prospects Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities
Employers¶ reasons for transferring employees
To fill positions in big cities where business is growing. 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.
Taking Steps to Enhance Diversity: Women¶s and Minorities¶ Prospects
Take Their Career Interests Seriously Institute Flexible Schedules and Career Tracks Eliminate Institutional Barriers
Eliminate the Glass Ceiling
Improve Networking and Mentoring
Career Management and Employee Commitment
Comparing Yesterday¶s and Today¶s Employee-Employer Contract
Old Contract:
³Do your best and be loyal to us, and we¶ll take care of your career.´
New Contract:
³Do your best for us and be loyal to us for as long as you¶re here, and we¶ll provide you with the developmental opportunities you¶ll need to move on and have a successful career.´
Career Management and Employee Commitment (cont¶d)
Commitmentoriented career development efforts
Career Development Programs
CareerOriented Appraisals
Career Management and Employee Commitment (cont¶d)
Career Development Programs
CommitmentOriented Career Development Efforts
CareerOriented Appraisals
Attracting and Retaining Older Workers
Create a Culture that Honors Experience
HR Practices for Older Workers
Offer Flexible Work
Offer Part-Time Work
Identify Your Career Stage
Growth Stage Exploration Stage Establishment Stage
Trial substage Stabilization substage Midcareer crisis substage
Maintenance Stage Decline Stage
FIGURE 10±A1 Choosing an Occupational Orientation
TABLE 10±A1
Realistic
Examples of Occupations that Typify Each Occupational Theme
Artistic Social Enterprising A Wide Range of Managerial Occupations, including: Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers Conventional
Investigative
Physicians Engineers Carpenters Psychologists Research and Development Managers
Identify Your Career Anchors
Technical/ Functional Competence
Security
Managerial Competence
Autonomy and Independence
Creativity
FIGURE 10±A7 CareerJournal.com
Source: Wall Street Journal by CareerJournal.com. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center © 2004.
