REPORT ON MANAGING CAREERS OF SUB -HUMAN RESOURCE MANAGEMENT
PROF: I.BANERJEE [H.R.M] XISS DR. CAMIL BULCKE PATH RANCHI
1
PREPARED BY MARKETING -1 SUB -HUMAN RESOURCE MANAGEMENT 2ND TRIMESTER
SUSMITA BOSE -
1
KUNDAN KRISHNA -
2
CHANDRAJIT SINHA-
!
NEEHARIKA SAHU -
2"
SHARAN SABOO -
#2
2
ABSTRACT
The career management process involves career exploration, development of career goals, and use of career strategies to obtain career goals. The relationship between differe diff erent nt aspects aspects of the career career manageme management nt process process and employe employee e develop development ment beha be havi viou ourr and and perf perfor orma manc nce e was was exam examin ined ed in this this stud study y. Empl Employ oyee ees s prov provid ided ed information concerning their personal characteristics, career management strategies, theirr manage thei manager's r's support support for career career develop development ment,, and willing willingness ness to particip participate ate in development activities. Managers provided ratings of each employee's job performance and an d
deve develo lopm pmen enta tall
beha behavi viou ourr.
Posi Positi tion on,,
mana manage ger' r's s
su supp ppor ortt
for for
deve develo lopm pmen ent, t,
environmental environ mental exploration, and distance from career goal explained significant variance in employees' willingness to participate in development activities and developmental behavior. behavio r. areer areer manageme management nt was not signific significant antly ly related related to performa performance nce ratings ratings.. !esearch and practical implications of the study findings are discussed.
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INDEX
TOPIC
PAGE NUMBER
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INTRODUCTION
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MEANING OF CAREER:A MEANING CAREER:A Career Career has been defined defined as the sequence sequence of a person's person's experiences experiences on different jobs oer the period of ti!e" It is ie#ed as funda!enta$$% a re$ationship bet#een one or !ore or&aniations and the indiidua$" (o so!e a career is a carefu$$% #or)ed out p$ans for se$f adance!ent to others it is a ca$$in&*$ife ro$e to others it is a o%a&e to se$f discoer% and to sti$$ others it is $ife itse$f" A career is a sequence of positions+jobs he$d b% a person durin& the course of his #or)in& $ife" Accordin& to Ed#in ," F$ippo- .A career is a sequence of separate but re$ated #or) actiities that proide continuit%- order and !eanin& to a person/s $ife0" Accordin& to Garr% 1ess$er 1ess$er-- .(he occupationa$ occupationa$ positions positions a person has had oer !an% %ears0 %ears0 "Man% of toda%'s e!p$o%ees hae hi&h expectations about their jobs" (here has been a &enera$ increase in the concern of the qua$it% of $ife" 2or)ers expect !ore fro! their jobs than just inco!e" A further i!petus to career p$annin& is the need for or&aniations to !a)e the best possib$e use of their !ost a$uab$e resources the peop$e in a ti!e of rapid techno$o&ica$ &ro#th and chan&e"
What is Career Management Career !ana&e! Career !ana&e!ent ent is define defined d as: 34$annin 34$annin& & and shapin shapin& & the pro&re pro&ressi ssion on or !o !oe!e e!ent nt of indiidua$s #ithin an or&anisation b% a$i&nin& e!p$o%ee preferences- ta$ent and potentia$ #ith or&anisationa$ resourcin& needs both no# and in the future"
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Oer the past t#o decades the notion of 3career/ has chan&ed dra!atica$$%" As the shape of or&anisations has chan&ed- so has the pattern of careers" Fro! a $ar&e$% or&anisation*drien 3route/ throu&h the hierarchica$ run&s of !ana&e!ent- career paths in !an% or&anisations hae !orphed into ta$ent pipe$ines #ith the e!phasis on capabi$it%*bui$din& and broadenin& s)i$$s to dee$o de e$op p f$exib f$exibi$i i$it% t%-- enab$i enab$in& n& peop$e peop$e to be redep$ redep$o% o%ed ed quic)$ quic)$% % in respons responsee to eer* eer*chan chan&in &in& & !ar)et conditions" Concepts such as the 3boundar% $ess career/- 3i&a& careers/ and 3project* based careers/ hae beco!e a rea$it% and career decisions are no# $ar&e$% drien b% indiidua$s and their desire to achiee their potentia$ rather than a paterna$istic e!p$o%er offerin& a 3crad$e to &rae/- #e$$*si&nposted career !ap" (he research reported in this pub$ication #as desi&ned to &ie an insi&ht as to ho# career !ana&e !an a&e!en !entt can be used used as a too$ too$ to !ana&e !ana&e chan&echan&e- dri drie e capabi$ capabi$it% it% and or&ani or&anisat sation iona$ a$ f$exibi$it% and contribute to perfor!ance throu&h enhanced en&a&e!ent and productiit%" It a$so identifies a nu!ber of issues and potentia$ contradictions around career !ana&e!ent #ith re&ard to both practice and attitudes- #hich are discussed #ith i!p$ications for practitioners"
Chapter 1
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CAREER DEVELOPMENT Career dee$op!ent- both as a concept and a concern is of recent ori&in" (he reason for this $ac) of concern re&ardin& career dee$op!ent for a $on& ti!e- has been the care$ess- unrea$istic assu!ption about e!p$o%ees functionin& s!ooth$% a$on& the ri&ht $ines- and the be$ief that the e!p$o%ees e!p$o% ees &uide the!se$es the!se$es in their careers" careers" 5ince the e!p$o%ees e!p$o%ees are educated- trained for the job- and appraised- it is fe$t that the dee$op!ent fund on is oer" Modern personne$ ad!inistration has to be futuristic- it has to $oo) be%ond the present tas)s- since neither the require!ents of the or&anisation nor the attitudes and abi$ities of e!p$o%ee share constant" It is too cost$% cost$% to $eae $eae 'caree 'career' r' to the t%rann% t%rann% of ti!e ti!e and casua$t% casua$t% of cir circu! cu!sta stances nces-- for it is so!ethin& so!et hin& #hich requires to be hand$ed hand$ed carefu$$% carefu$$% throu&h s%ste!ati s%ste!atisatio sation n and professiona$ professiona$ pro!otin&" Fortunate$%Fortunate$%- there has $ate$% been so!e appreciation of the a$ue of career p$annin& and acceptance of a$idit% of career dee$op!ent as a !ajor input in or&anisationa$ dee$op!ent Career dee$op!ent refers to set of pro&ra!s desi&ned to !atch an indiidua$/s needs- abi$itiesand career &oa$s #ith current and future opportunities in the or&aniation" 2here career p$an sets career path for an e!p$o%ee- career dee$op!ent ensures that the e!p$o%ee is #e$$ dee$oped before he or she !oes up the next hi&her $adder in the hierarch%"
The purpose of Career Management 6o# ca 6o# care reer erss are are !ana& !ana&ed ed in $a $ar& r&ee or&a or&ani nisa sati tion onss has has a fa far* r*re reach achin in& & ef effe fect ct on bo both th th thee or&anisations and their e!p$o%ees" ,ut career dee$op!ent is a prob$e!atic subject for !ana&ers and 6R professiona$s" 2h%7 Or&anisations are er% nerous of raisin& expectations around pro!otion- and a$so fee$ uncertain about #hat the future ho$ds" (he resu$t is that !ost $ar&e or&anisations &ie their staff no c$ear or positie !essa&e about careers" 'Career dee$op!ent' is not a sin&$e interention %ou can i!p$e!ent easi$%" It re$ies on a ran&e of actiities- ino$in& seera$ core 6R processes- and requires these to be carefu$$% inte&rated" As a resu$t- considerab$e confusion preai$s about #hat career dee$op!ent rea$$% is- #ith a consequent $ac) of confidence in ho# to de$ier it" Career dee$op!ent is seen b% 6R peop$e and !ost !ana&ers as 'nice to hae' rather than as an essentia$ part of peop$e !ana&e!ent8 it is a$#a%s the aspect of 6R that the% are &oin& to &et round to #hen the% hae the ti!e" (he recent CI41 sure% on 3Mana&in& E!p$o%ee Careers/ 9;;<= supports this rather &$oo!% ie#" (he respondents to this sure% 9#ho #ere 6R professiona$s= sho#ed a desire to i!proe career dee$op!ent for a$$ e!p$o%ees- but in practice !ost of the effort #ent into re$atie$% s!a$$ &roups of senior or hi&h potentia$ e!p$o%ees" On$% a quarter of respondents had a strate&% for career dee$op!ent coerin& a$$ e!p$o%ees- and on$% a third fe$t that senior !ana&ers #ere fir!$% co!!itted co!!itted to career !ana&e!ent !ana&e!ent actiities" actiities" In this report #e #i$$ ar&ue that: 7
>"2e need to be c$ear about #hat #e !ean b% 'career dee$op!ent'- and #h% it !atters ? both to indiidua$s and or&anisations" "2e need to understand the context in #hich #e $oo) at careers ? not just the or&anisationa$ context- but #ider econo!ic and socia$ trends " <"2e need to send c$earer and !ore positie !essa&es about careers and career dee$op!ent for a$$ e!p$o%ees throu&h a career dee$op!ent strate&% " @" 2e need better #a%s of thin)in& thin)in& about and i!p$e!entin& i!p$e!entin& career dee$op!ent processes processes and practices " " 4art of i!proin& practice is about c$arif%in& #ho does #hat in career dee$op!ent ? the issue of ro$es and responsibi$ities" B" (he fina$ section of the paper offers so!e su&&estions for i!proin& practice- and hi&h$i&hts so!e future cha$$en&es" E$een or&anisationa$ case studies underpin this paper and i$$ustrate stra strate te&i &ies es an and d prac practi tices ces"" A$$ the the ca case se st stud% ud% or&a or&ani nisa sati tion onss ha hae e a #i #ide de ra ran&e n&e of ca care reer er dee$op!ent dee$o p!ent initiaties initiaties and actiities actiities"" (he i$$ustrations i$$ustrations &ien here are b% no !eans a co!p$ete co!p$ete description of #hat the% are doin&" (he% are intended as se$ected i$$ustrations of interestin& pro&ressie or unusua$ approaches"
CAREER PLANNIN Career 4$annin& is a re$atie$% ne# personne$ function" Estab$ished pro&ra!s on Career 4$annin& are sti$$ sti$$ rare rare except except in $ar&er $ar&er or !ore !ore pro&re pro&ressi ssie e or&ani or&aniat ation ions" s" Career Career 4$anni 4$annin& n& ai!s ai!s at identif%in& persona$ s)i$$s- interest- )no#$ed&e and other features8 and estab$ishes specific p$ans to attain attain specif specific ic &oa$s" &oa$s" Ai!s Ai!s and Object Objectie iess of Career Career 4$anni 4$annin&: n&: Career Career 4$anni 4$annin& n& ai!s ai!s at !atchin& indiidua$ potentia$ for pro!otion and indiidua$ aspirations #ith or&aniationa$ needs and opportunities" Career 4$annin& is !a)in& sure that the or&aniation has the ri&ht peop$e #ith the ri&ht s)i$$s at the ri&ht ti!e" In particu$ar it indicates #hat trainin& and dee$op!ent #ou$d be necessar% for adancin& in the career a$terin& the career path or sta%in& in the current position" Its focus focus is on future future needs needs and opportu opportunit nities ies and re!oa$ re!oa$ of st sta&na a&natio tionn- obs obso$e o$esce scence nce-dissatisfaction of the e!p$o%ee"
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O!"ECTIVE O# CAREER PLANNIN (o attract attract and retain the ri&ht t%pe of o f person in the or&aniation" (o (o !ap !ap ou outt caree careerr of e!p$ e!p$o% o%ees ees su suit itab$ ab$ee to thei theirr ab abi$ i$it it% % an and d thei theirr #i #i$$ $$in in&n &nes esss to be trained and dee$oped for hi&her positions" (o hae a !ore stab$e #or)force b% reducin& $abour turnoer and absenteeis!" It contributes to !an po#er p$annin& as #e$$ as or&aniationa$ dee$op!ent and effectie achiee!ent of corporate &oa$s" (o increasin&$% increasin&$% uti$ie the !ana&eria$ ta$ent aai$ab$e at a$$ $ee$s #ithin the or&aniation" (o i!proe e!p$o%ee !ora$e and !otiation b% !atchin& s)i$$s to job require!ent and b% proidin& opportunities for pro!otion" It he$ps e!p$o%ee in thin)in& of $on& ter! ino$e!ent #ith the or&anisation" (o proide proide &uidance and encoura&e e!p$o%ees to fu$$ fi$$ their potentia$s" (o achiee hi&her productiit% and or&aniationa$ dee$op!ent" d ee$op!ent" (o ensure better use of hu!an resource throu&h !ore satisfied and productie e!p$o%ees" (o !eet the i!!ediate and future hu!an resource needs of the or&anisation on the ti!e$% basis"
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NEED #OR CAREER PLANNIN
(o desire to &ro# and sca$e ne# hei&hts" Rea$ie and achiee the &oa$s" 4erfor!ance !easure" 6i&h e!p$o%ee turnoer" (o educate the e!p$o%ees It !otiates e!p$o%ees to &ro#" It !otiates e!p$o%ees to aai$ trainin& and dee$op!ent" It increases e!p$o%ee $o%a$t% as the% fee$ or&aniation care/s about the!"
ADVA ADV ANTA NTAE$ E$ O# CARE CAREER ER PLAN PLANNIN NIN AND DEVEL DEVELOPMENT OPMENT In fact both indiidua$s and the or&aniation are &oin& to benefit fro! career p$annin& and dee$op!ent" 5o the adanta&es are described be$o#: For Indiidua$s >" (he process of career p$annin& he$ps the indiidua$ to hae the )no#$ed&e of arious career opportunities- his priorities etc"" (his )no#$ed&e he$ps hi! se$ect the career that is suitab$e to his $ife st%$es- preferences- fa!i$% eniron!ent- scope for se$f*dee$op!ent etc"<" It he$ps the or&ani or& aniat ation ion identi identif% f% intern interna$ a$ e!p$o% e!p$o%ees ees #ho can be pro!ot pro!oted" ed"@" @" Int Intern erna$ a$ pro!ot pro!otion ionss- up &radat &ra dation ion and transf transfers ers !otia !otiate te the e!p$o% e!p$o%eesees- boost boost up their their !ora$e !ora$e and a$so a$so resu$t resu$t in increased incre ased job satisfact satisfaction"" ion"" Increased job satisfact satisfaction ion enhances enhances e!p$o%ee e!p$o%ee co!!it!en co!!it!entt and creates a sense of be$on&in&ness and $o%a$t% to the or&aniation"B" E!p$o%ee #i$$ a#ait his turn of pro!otion rather than chan&in& to another or&aniation" (his #i$$ $o#er e!p$o%ee turnoer"D" It i!proes e!p$o%ee/s perfor!ance on the job b% tapin& their potentia$ abi$ities and further e!p$o%ee turnoer"" It satisfies e!p$o%ee estee! needs"
Wh% &areer 'e(e)opment matters to organisations Careers Caree rs are ho# hi&her hi&her*$ *$ee ee$$ and busine business ss*sp *speci ecific fic s)i$$s s)i$$s and )no#$e )no#$ed&e d&e are acquir acquired" ed" E!p$o%ees underta)in& sequences of #or) experiences pro&ressie$% &ro# those s)i$$s" e% #riters on careers in or&anisations see careers and $earnin& as inextricab$% $in)ed " 10
Careers are ho# s)i$$s and )no#$ed&e are dep$o%ed and spread in or&anisations- as e!p$o%ees !oe fro! one job to another in response to #here the% are needed" 5uch dep$o%!ent and )no#$ed&e sharin& is critica$ to or&anisationa$ f$exibi$it%" f$exibi$it%" Car Caree eerr !oe! !oe!ent ent is a$ a$so so ho ho# # cu cu$t $tur uree an and d a a$u $ues es ?t ?the he '&$u '&$ue' e' of th thee or or&a &ani nisa sati tion on ? ar aree trans!itted- and ho# persona$ net#or)s are extended and stren&thened" Corporate cu$ture and net#or)s are often )e% to rapid and effectie action" Caree Careerr dee$o dee$op!e p!ent nt is a !ajor !ajor too$ too$ for attracti attractin&n&- !otia !otiatin tin& & and retain retainin& in& &ood qua$it% qua$it% e!p$o%ees" 4urce$$ et a$" 9;;<= found that proidin& career opportunities is one of e$een )e% practices that inf$uence or&anisationa$ o r&anisationa$ perfor!ance" (he Career Innoation Research Group has sho#n the $in) bet#een the extent to #hich hi&h f$%ers experience career support and their intention to sta% #ith their e!p$o%er 92inter and ac)son- >HHH="
Wh% &areer 'e(e)opment matters to in'i(i'ua)s our career is %our o#n $ife stor%8 ho# %ou !a)e sense of %our #or)in& $ife and ho# %ou achiee so!e sense of direction and pro&ression in #or) and inside %ourse$f" our career is ho# %ou !ana&e %our #or)in& $ife to earn inco!e- and a$so ho# %ou ba$ance #or) #ith %our other interests and responsibi$ities" Career dee$o Career dee$op!e p!ent nt is about about bein& bein& fu$$% fu$$% a#a a#are re of %our %our #or) #or) opport opportuni unitie tiess- and !a)in& !a)in& conscious and proactie choices about the )ind of #or) %ou do" Career dee$op!ent is ho# %ou dee$op %our s)i$$s and CJ- and thereb% i!proe %our chances of future e!p$o%abi$it% and aoid $on&*ter! une!p$o%!ent" 5o- careers !atter and or&anisations shou$d see the! as a centra$ aspect of the e!p$o%!ent re$ationship- not an optiona$ extra" Career dee$op!ent is of direct benefit to or&anisations- and shou$d not be seen in ter!s of 'bein& nice nice' to staff"
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Chapter * 12
PROCE$$E$ #OR MANAIN CAREER$ CAREER PLANNIN AND DEVELOPMENT PROCE$$
Career p$annin& K 1ee$op!ent process
Identif%in& Identif%i n& indiidua$ indiidua$ needs and aspiration aspirations: s: It/ It/ss necessar% necessar% to identif% identif% and co!!unicate co!!unicate the career &oa$s- aspiration and career anchors of eer% e!p$o%ee because !ost indiidua$s !a% not hae a c$ear idea about these" For this purpose- a hu!an resource inentor% of the or&aniation and e!p$o%ee potentia$ areasconcerned""Ana$%in& career opportunities" (he or&aniationa$ set up up-- futu future re p$an p$anss an and d ca care reer er s% s%st ste! e! of the the e!p$ e!p$o% o%ees ees ar aree ana$% ana$%e ed d to id iden enti tif% f% th thee caree career r opportunities aai$ab$e #ithin it" Career paths can be deter!ined for each position" It can a$so necess nec essar% ar% to ana$% ana$%e e career career de!and de!andss in ter!s ter!s of )no#$e )no#$ed&e d&e-- s)i$$s)i$$- experie experience nce-- aptitu aptitude de etc"<"I etc "<"Ident dentif% if%in& in& !atch !atch and !is!a !is!atch tch :A !echani !echanis! s! to identi identif%i f%in& n& con&rue con&ruence nce bet#een bet#een indiidua$ current aspirations and or&aniationa$ career s%ste! is dee$oped to identif% and co!pare specific areas of !atch and !is!atch for different cate&ories of e!p$o%ees"@"For!u$atin& and i!p$e!entin& strate&ies: A$ternatie action p$ans and strate&ies for dea$in& #ith the !atch and !is!atch are for!u$ated and i!p$e!ented""Reie#in& career p$ans: A periodic reie# of the career p$an is necessar% to )no# #hether the p$an is contributin& to effectie uti$iation of hu!an resources b% !atchin& e!p$o%ee objecties to job needs" Reie# #i$$ a$so indicate to e!p$o%ees in #hich direction the or&aniation is !oin&- #hat chan&es are $i)e$% to ta)e p$ace and #hat s)i$$s are needed to adapt to the chan&in& needs of the or&aniation 13
CAREER PLANNIN + DEVELOPMENT $TAE$ >"Exp$oration A$!ost a$$ candidates #ho start #or)in& after co$$e&e education start around !id* t#enties" Man% a ti!e the% are not sure about future prospects but ta)e up a job in anticipation of risin& hi&her up in the career &raph $ater" Fro! the point of ie# of or&aniation- this sta&e is of no norr e$e& e$e&anc ancee be becau cause se it ha happ ppens ens prio priorr to the the e!p$ e!p$o% o%!e !ent nt"" 5o!e 5o!e ca cand ndid idat ates es #ho #ho co co!e !e fro! better econo!ic bac)&round can #ait and se$ect a career of their choice under expert"" &uidan &ui dance ce fro! fro! parent parentss and #e$$*# #e$$*#is isher hers" s" Estab$ Estab$ish ish!en !entt this this career career sta&e sta&e be&ins be&ins #ith #ith the candidate &ettin& the first job &ettin& ho$d of the ri&ht job is not an eas% tas)" Candidates are $i)e$% to co!!it !ista)es and $earn fro! their !ista)es" 5$o#$% and &radua$$% the% beco!e responsib$e to#ards the job" A!bitious candidates #i$$ )eep $oo)in& for !ore $ucratie and cha$$en&in& jobs e$se#here" (his !a% either resu$t in !i&ration to another job or he #i$$ re!ain #ith the sa!e job because of $ac) of opportunit%" <"Mid*Car <"Mid* Career eer sta&e" sta&e" (his (his career career st sta&e a&e repres represent entss fastes fastestt and &ainfu &ainfu$$ $eap $eap for co!pet co!petent ent e!p$ e! p$o% o%ees ees #ho #ho are are co!!o co!!on$% n$% ca ca$$ $$ed ed .c .c$i $i!b !ber ers0 s0"" (her (heree is co cont ntin inuou uouss i! i!pr pro oe! e!ent ent in perfor!ance" On the other hand- e!p$o%ees #ho are unhapp% and frustrated #ith the job- there is !ar)ed deterioration in their perfor!ance" In other to sho# their uti$it% to the or&aniatione!p$o%ees !ust re!ain productie at this sta&e" .c$i!bers0 !ust &o on i!proin& their o#n perfor!ance" Authorit%Authorit%- responsibi$it%responsibi$it%- re#ards and incenties are hi&hest at this sta&e" E!p$o%ees tend to sett$e do#n in their jobs and .job hoppin&0 is not co co!!on" !!on" @"Late*Career sta&e" (his career sta&e is p$easant for the senior e!p$o%ees #ho $i)e to surie on the past &$or%" (here is no desire to i!proe perfor!ance and i!proe past records" 5uch e!p$o%ees enjo% p$a%in& the ro$e of e$der statesperson" (he% are expected to train %oun&er e!p$o% e!p $o%ees ees and earn earn respect respect fro! fro! the!" the!""1e "1ec$i c$ine ne sta&e" sta&e" (his (his career career sta&e sta&e repres represent entss the co!p$etion of one/s career usua$$% cu$!inatin& into retire!ent" After decades of hard #or)- such e!p$o%ees hae to retire" E!p$o%ees #ho #ere c$i!bers and achieers #i$$ find it hard to co!pro!ise #ith the rea$it%" Others !a% thin) of .$ife after retire!ent0 CURRENT PRACTICE A sound strate&% for career dee$op!ent is on$% the first step" 4ractica$ processes for de$ierin& career dee$op!ent dee$op!ent are a$so crucia$" crucia$" Man% 6R processes processes can be ino$ed in !ana&in& !ana&in& careersand that is part of the prob$e!" (here are a nu!ber of usefu$ reie#s of career dee$op!enti$$ustratin& a #ide ran&e of practices- for exa!p$e Arno$d 9>HHD=- in& 9;;@=- Gratton and 6ai$e% 9>HHH=- I15 9>HHH= and ,aruch 9;;@=" 6o#eer- it is c$ear fro! the recent CI41 sure% 9;;<= that or&anisations !ost$% re$% on: career p$annin& discussions that are supposed to ta)e p$ace as part of for!a$ appraisa$ 9or so!eti!es dee$op!ent reie#= #ith the $ine !ana&er 14
interna$- open job acanc% s%ste!s that a$$o# e!p$o%ees to see and app$% for acant posts a ran&e of p$annin& !echanis!s and dee$op!ent sche!es for e!p$o%ees re&arded as bein& of particu$ar a$ue a $ue ? succession p$annin& and hi&h potentia$ or &raduate dee$op!ent pro&ra!!es are the !ost co!!on of these" (his set of processes is a partia$ so$ution to the prob$e! of ho# to !ana&e careers- but it does hae so!e i!portant #ea)nesses: open job !ar)ets on$% he$p career dee$op!ent if e!p$o%ees a$read% hae a rea$istic career p$an and )no# the )ind of job the% are $oo)in& for" (he infor!ation and career adice to &et e!p$o%ees to this point are often $ac)in&" One consequence of this is the ris) of so!e e!p$o%ees beco!in& 3job app$icant jun)ies/ ? e!p$o%ees #ho spend a $ot of their #or) ti!e app$%in& for jobs for #hich the% are not suited re$%in& on the i!!ediate $ine !ana&er to &ie career infor!ation and adice in an appraisa$ interie# inter ie# has t#o #ea)nesses: #ea)nesses: firstfirst- the appraisa$ appraisa$ process and second- the indiidua$" For an e!p$o%ee- this is se$f*a#areness of boss" (e$$in& e!p$o%ees to discuss their career once a %ear at the end of a $on& ne&otiation about pa% rare$% does the tric)" In a stud% of effectie career discussions- on$% D occurred in appraisa$s 96irsh et a$"- ;;>= this stud% a$so sho#ed that oer*re$iance on the boss is a prob$e!" Mana&ers often hae a $i!ited ie# of career options and e!p$o%ees often do not #ish to roc) the boat #ith their o#n !ana&er b% raisin& the possibi$it% of a career !oe" Lots of peop$e hae periods #ithout a bossor the% hae a boss the% hate- or a er% re!ote re!ote boss- or the% hae a rapid succession succession of bossesnone of #ho! the% &et to )no# #e$$" corporate career p$annin& for 'specia$ &roups' is often better conceied- a$thou&h rare$% #e$$ and consis con sisten tent$% t$% i!p$e! i!p$e!ent ented ed for an% $en&th $en&th of ti! ti!e" e" (here (here is often often ins insuff uffici icient ent dia$o& dia$o&ue ue #ith #ith indii ind iidua$ dua$ss- and dee$o dee$op!e p!ent nt sche!e sche!ess in ear$% ear$% or !id*ca !id*caree reerr can co!e co!e to an end #ithout #ithout preparin& e!p$o%ees adequate$% for !ana&in& the next sta&e of their careers" Fro! processes to purposes ?&ettin& a c$earer ie# In reie#in& or redesi&nin& redesi&nin& career dee$op!ent dee$op!ent processesprocesses- it can be he$pfu$ he$pfu$ to thin) first about #hat purposes a set of processes needs to address" (he !ode$ is based on si!p$e ideas $on& used in career &uidance that are re$ated to brin&in& toðer a )no#$ed&e of the indiidua$ and their career options- for!in& a p$an and then ta)in& action" (he !ode$ is app$icab$e #hether #e are $oo)in& at ho# to support e!p$o%ees in !ana&in& their o#n careers- or at corporate$%*!ana&ed career actiities" (he fie !ain e$e!ents of the !ode$ are as fo$$o#s: E!p$o%ee s)i$$s and aspirations E!p$o%ee aspirations is about understandi understandin& n& the indiidua indiidua$" $" For an e!p$o%ee- this is se$f*a#areness of his or her a$ues and aspirations" (his is supported b% feedbac) fro! the or&anisation on perceied perfor!ance- s)i$$s and potentia$" In or&anisationa$ career p$annin&-
15
this is about the 'supp$%' of e!p$o%ees and their interests and preferences- as #e$$ as their capabi$ities and experience" " ,usiness needs and career options are about career paths and $ee$s of opportunit%" For the indiidua$- it is about understandin& the career structure of the or&anisation and the )inds of jobs that !i&ht be open to the!" In or&anisationa$ career p$annin&- it is the 'de!and' side ? the nu!bers and )inds of peop$e needed- and shorta&es or surp$uses" <"Career p$annin& is about usin& the first t#o infor!ation inputs aboe to fra!e career p$ans" For the e!p$o%ee- the career p$annin& actiit% often ino$es hain& discussions and &ettin& adice fro! fro ! ariou ariouss source sources8 s8 identif% identif%in& in& and required required to brin& a career p$an to fruition fruition exp$or exp$orin& in& option opt ions8 s8 fra!i fra!in& n& p$ans8 p$ans8 and possib possib$% $% ne&oti ne&otiati atin& n& around around so!e so!e thin&s thin&s for #hich #hich the% the% need need or&anisationa$ support 9e& &ettin& so!e trainin&- an interna$ second!ent- a side#a%s career !oe into another depart!ent- etc=" In or&anisationa$ career p$annin&- succession p$annin& inc$udes sh shar arin in& & info infor! r!at atio ionn- fra! fra!in in& & p$an p$anss and ne ne&ot &otia iati tionon- bo both th a!on a!on& & se seni nior or !ana& !ana&er erss an anddincreasin&$%-- #ith the indiidua$ e!p$o%ees ino$ed" increasin&$% @"2or) experiences and job !oes is about the a$$ i!portant processes that !a)e job !oes happen" (hese can be e!p$o%ee* or e!p$o%er*$ed" (he% can a$so inc$ude #a%s of doin& ne# thin&s thin&s #ithout #ithout necessa necessari$ ri$% % !oin& !oin& jobjob- e& job rotati rotationon- #or) #or) shado# shado#in& in&-- project project #or)in #or)in&&second!ents and assi&n!ents" "5)i$$$ dee$o "5)i$ dee$op!e p!ent nt ia for!a$ for!a$ traini trainin& n& and educat education ion-- and a$so a$so #or)*b #or)*base ased d $earni $earnin& n& 9e& co coac achi hin& n&== is often often re requi quired red to brin& brin& a career career p$an p$an to fr frui uiti tion" on" As a ru ru$e $e of th thu! u!bb- an or&anisation needs so!e #a% of attendin& to each of these fie !ain co!ponents" 2ith this fra!e#or) in !ind- #e #i$$ no# $oo) at so!e of the processes that can be used to support careers" < sho#s just so!e of these" 2e can see that quite a fe# processes are used !ost$% for $i!ited popu$ations #hose careers are bein& !ore corporate$% !ana&ed" E!p$o%ees ta)in& responsibi$it% for their o#n careers use !ost$% #hat #e !i&ht ca$$ 'core 6R processes' ? especia$$% appraisa$trainin& and the job fi$$in& process" (he ne#er processes- i$$ustrated b% seera$ of the case stud% or&anisations- are often ai!ed at i!proin& access to career infor!ation and adice" Re$atie$% infor!a$
Corporate)%,manage' &areers As #e disc discus usse sed d in 5e 5ect ctio ion n <- !u !uch ch ef effo fort rt &o &oes es in into to !ana& !ana&in in& & th thee ca care reer erss of se se$e $ect cted ed popu$ations- especia$$%: er% senior peop$e- those seen as hain& the potentia$ to reach senior $ee$s $e e$s-- and so!e so!e entr% entr% &roups &roups 9espec 9especia$ ia$$% $% &raduat &raduatee tr train ainees ees=" =" 5pecia 5pecia$$ career career*! *!ana ana&e! &e!ent ent processes tend to be used for these &roups" 16
(a$ent (a$ent !ana&e !ana&e!ent !ent (he processes for !ana&in& hi&h potentia$ and senior peop$e need to coer a$$ fie purposes and be stron&$% inte&rated" (he% often inc$ude specia$ assess!ent processes 9e& assess!ent or dee$op!ent centres- <B;* de&ree feedbac)= that feed into succession p$annin& and the se$ection of staff for hi&h potentia$ or acce$erated dee$op!ent pro&ra!!es" (he fashionab$e ter! 'ta$ent !ana&e!en !ana&e !ent' t' is used used to descri describe be a co!bin co!binati ation on of succes successio sion n p$anni p$annin& n& and hi&h hi&h potent potentia$ ia$ dee$op!ent actiities- #hi$e the ter! 'ta$ent pipe$ine' is used to cone% the need for 'ta$ented' peop$e at different career sta&es and often inc$udes &raduate recruit!ent as its start point" Exp$an Exp $anato ator% r% account accountss of suc succes cessio sion n and ta$ent ta$ent !ana&e! !ana&e!ent ent proces processes ses inc$ud inc$udee those those b% the " Corporate Leadership Counci$ 9>HHD=- Charan et a$" 9;;>=- 6o$beche 9>HH=- IR5 9>HHD= and 6irsh 9;;;=" Corporate Corpor ate$% $%*!an *!ana&e a&ed d career career proces processes ses are a$so a$so charact characteri erised sed as a co$$ec co$$ecti tiee proces processs #here #here assess!ent asses s!entss- business business needs and possib$e career p$ans are shared bet#een bet#een &roups of !ana&ers" !ana&ers" (he% often bui$d in considerab$e dia$o&ue #ith indiidua$s to find out their needs and aspirations" Enrich Enr iched ed s)i$$ s)i$$ dee$o dee$op!e p!ent nt is often often part part of the dea$ dea$ for these these &roups &roups-- de$ie de$iered red throu& throu&h h $eadership dee$op!ent pro&ra!!es and- increasin&$%- throu&h the persona$ support of !entors and coaches" (he caree (he careerr !oe !oess of se se$e $ect cted ed indi indii idu dua$ a$ss ar aree us usua ua$$ $$% % en en&i &ine neer ered ed to so so!e !e ex exte tent nt b% th thee or&anisation" Corporate career p$annin& can easi$% beco!e a paper process in #hich the senior !ana&ers ino$ed beco!e bored and disen&a&ed" (he ,arc$a%s case stud% 9pa&e ;= sho#s an exa!p$e of re*ini&or re*in i&orated ated ta$ent ta$ent !ana&e!ent" !ana&e!ent" Corporate career dee$op!ent dee$op!ent is er% difficu$t difficu$t for so!e or&anisations" In the pub$ic sector- for exa!p$e- career !oes are often fro! one or&anisation to another in nationa$ job !ar)ets" For exa!p$e- this is the case in
The En(ironment- Career Issues an' Tren's In the curren currentt econo!i econo!icc eniron! eniron!ent ent-- educat education ion is beco!i beco!in& n& increa increasin sin&$% &$% cri criti tica$ ca$ to career career success" 2hi$e e!p$o%!ent rose for Canadians #ith uniersit% and co$$e&e educations- B>-;;; fe#er jobs existed existed for those peop$e #ithout hi&h schoo$ qua$ificati qua$ifications" ons" ne!p$o%!ent ne!p$o%!ent rates in the "5" exceed >; for those #ith $ess than a hi&h schoo$ dip$o!a and approxi!ate$% " for co$$e&e &raduates" >" 2hen professio professiona$ na$ desi&nati desi&nations ons 9i"e"9i"e"- accountin&accountin&- en&ineerin&= en&ineerin&= are are ta)en into accountaccount- the data on e!p$o%abi$it% and inco!e is s)e#ed in faour of the professiona$- re$atie to those #ho possess possess on$% a post secondar% educationa$ educationa$ bac)&round" 6o#eer6o#eer- in order to !aintain a co!petitie ed&e- indiidua$s !ust continue to inest in their dee$op!ent throu&h thr ou&hout out their their career careers" s" 5pecif 5pecifica ica$$% $$%-- #ith #ith respec respectt to the future future for busine business ss and accountin& account in& positions positions-- .&ro#th .&ro#th due to the increasin& increasin& nu!ber and co!p$exit% co!p$exit% of business business operati oper ations ons #i$$ #i$$ be offset offset so!e#ha so!e#hatt b% corpor corporate ate restru restructu cturin rin& & and do#nsi do#nsiin& in& of 17
!ana&e!ent- resu$tin& in aera&e &ro#th for executie- ad!inistratie and !ana&eria$ occupations"",ecause these #or)ers are e!p$o%ed throu&hout the econo!%- differences in rate of expansion for indiidua$ industries #i$$ produce ar%in& rates of e!p$o%!ent chan&e job see)ers #ith preious #or) experience- specia$ied trainin&- or &raduate stud% hae an adanta&e in co!petition for jobs"0 " Cons Conseq equen uent$ t$% %- a co co!b !bin inat atio ion n of ed educ ucat atio ion n an and d exper experie ienc ncee fi fi&ur &uree pr pro! o!in inen ent$ t$% % in an indiidua$/s abi$it% to co!pete" nti$ recent$%- education preceded practica$ experience" No#- the popu$arit% of concurrent co!p$etion of education and practica$ experience is &ro#in &ro #in&" &" For exa!p$ exa!p$ee- unier uniersit sities ies offer offer pro&ra pro&ra!s !s #hich #hich co!bin co!binee educati education on #it #ith h practica$ experience and !an% or&aniations are reco&niin& the i!portance of for!a$ trainin&" (he CMA pro&ra! is an exa!p$e of for!a$ trainin&- co!bined #ith practica$ experience" Considerin& the i!portance of education in an indiidua$/s abi$it% to co!pete in the job !ar)et- $ife$on& $earnin& is critica$"
Ana)%.ing an' A'apting to the $hifts in the "o/ En(ironment In addition to a base and experienceeffectie career !ana&e!ent requires ana$%sis of chan&es in of theeducation job eniron!ent and an abi$it% to adapt to !eet the chan&in& needs an of or&aniations" Gien the or&aniationa$ chan&es that hae occurred in recent %ears 9do#nsiin&de$a%e de$ a%erin rin&&- decent decentra$ ra$ia iatio tionn- reor& reor&ani aniat ation ion-- cost*r cost*reduc eductio tionn- I( innoa innoatio tionn- co!pet co!petenc% enc% !easure!ent- and perfor!ance re$ated !easure!ent=- and their potentia$ ne&atie ps%cho$o&ica$ i!pacts 9anxiet%- $o#ered se$f*estee!- co!petitie behaiours- frustration- stress- $o#ered se$f* efficac%- and $o# trust behaiours=- a positie fra!e#or) is required for approachin& the future" Nicho$son offers a positie a$ternatie for career !ana&e!ent based on: tea!#or)8 the dee$o de e$op!e p!ent nt of co!pet co!petenci encies8 es8 pa%!ent pa%!ent based based on output outputs8 s8 a contra contract ct of e!p$o% e!p$o%abi$ abi$it% it% and f$exibi$it%8 and a !oe to se$f*!ana&ed careers" Fo$$o#in& Nicho$son/s fra!e#or) fra!e#or) !ini!ies the ps%cho$o&ica$ i!pacts noted aboe" Four funda!enta$ funda!enta$ trends !ust be unders understood tood in order for CMAs to effectie effectie$% $% !ana&e their careers: job !ar)ets are beco!in& externa$ to or&aniations8 technica$ exce$$ence is no $on&er sufficient8 a ne# contract exists bet#een e!p$o%er and e!p$o%ee8 and .safet%0 co!es fro! ris) ta)in&" Chan&e is no# constant- necessitatin& $ife $on& $earnin&" >" Exte Extern rna$ a$ o ob b Mar) Mar)et etss As or&aniations beco!e $eaner and p$ace &reater re$iance on se!i*per!anent a$$iancesthe the i! i!po port rtan ance ce of .$ .$oc oca$ a$00 )n )no# o#$e $ed& d&ee 9the 9the parti particu cu$a $arr #a%s #a%s in #hic #hich h an% in indi dii idua dua$$ or&aniation #or)s= di!inishes" 1iersit% of experience substitutes for depth #ithin one particu$ar or&aniation" Or&aniations co!pete b% obtainin& the best expertise for a $i!ited period rather than the !ost $o%a$ fo$$o#er for their entire career" CMAs cannot $i!it their understandin& to the particu$ar intricacies of an% one or&aniation" Mer&ers or a$$iance shifts !a% require ne# approaches approaches to contro$ contro$ s%ste!s8 s%ste!s8 or ne# techno$o&ies techno$o&ies !a% supersede supersede and+or dea$ue dea $ue the )no#$ed )no#$ed&e &e of prior prior s% s%ste ste!s !s"" As or&ani or&aniat ation iona$ a$ hierar hierarchi chies es f$ f$att attenen- career career 18
!oe!ent #i$$ be $atera$- bet#een functions- bet#een steps and sta&es in processes- and bet#een or&aniations" (hese trends necessitate a focus on externa$ job !ar)ets b% !ana&e!ent accountants" " (e (echnica chnica$$ Expertise Expertise ,eco!es ,eco!es Outdated Outdated Puic)e Puic)err and Puic)er Puic)er (echnica$ expertise- once acquired- beco!es obso$ete #ith increasin& rapidit%" For exa!p$eauto!ated data hand$in& too$s and processes can substitute soft#are for peop$e" Contro$ procedures are increasin&$% auto!ated" Accordin&$% ne# technica$ co!petencies are required in the the areas areas of or&a or&ani nia ati tion ona$ a$ st stru ruct ctur uree an and d desi& desi&n n an and d st stra rate te&i &icc p$ p$an anni nin& n&"" 4e 4ers rson ona$ a$ co!petencies !ust no# enco!pass both interpersona$ and se$f*!ana&e!ent s)i$$s as #e$$ as prob$e!*so$in& and s%nthesiin& s)i$$s" Indiidua$s !ust !oe be%ond a narro#$% defined ie# of traditiona$ technica$ expertise- and e!brace those areas required b% the e!er&in& co!petitie eniron!ent" <" (he 4ortfo 4ortfo$io $io Contract Contract Rep$ac Rep$aces es the the .ob0 .ob0 Contra Contract ct 4rojects- tas)s and contracts are rep$acin& the traditiona$$% defined .job0" Indiidua$s !ust unde unders rsta tand nd that that a$ a$th thou ou&h &h the% the% ca can n $ose $ose thei theirr jo jobs bs-- th the% e% do no nott $o $ose se th thei eirr s)i$ s)i$$s $s or co!petencies" .job0 contract #as contract based onisthe descriptionsa$ar%" Lo%a$t%6istorica$$%#as re#ardedthe #ith tenure" (he ne# based on a$ue position added in and the serices perfor!ed" It is the app$ication of a portfo$io of s)i$$s to the require!ents of a portfo$io of c$ients
@" 5afet% Co!es Fro! Ris) (a)in& Indiidua$s !ust !oe fro! a traditiona$ contro$ orientation to one that a$ues ca$cu$ated ris) ta)in&" Ris) ta)in& forces indiidua$s to push the!se$es be%ond co!fortab$e boundaries into ne# $earnin& experiences" Learnin& throu&h repeated atte!pts and fai$ures prior to success #i$$ a$$o# indiidua$s to adapt as the eniron!ent de!ands" (he future re!ains uncertain uncert ain but interpretab$e interpretab$e patterns patterns do e!er&e" e!er&e" Effecti Effectiee career !ana&e!ent !ana&e!ent requires requires an indii ind iidua$ dua$ to decipher decipher the e!er& e!er&in& in& patter patternsns- and adapt adapt their their thin)i thin)in&n&- att attitu itudes des-- s)i s)i$$ $$ssabi$ities- and behaiour in response" "(rends in Or&aniationa$ For!s In addition to the eniron!enta$ trends out$ined aboe- indiidua$/s require an understandin& of specif specific ic or& or&ani aniat ation iona$ a$ trends trends"" One si&nif si&nifica icant nt or&ani or&aniat ation ion trend trend is that that of the ne# or&ani or& aniat ation iona$ a$ for!s" for!s" ob !ar)e !ar)ets ts shift shift in ter!s ter!s of indust industr% r% and de!and de!and for differ different ent serices- but or&aniations are a$so si!u$taneous$% transfor!in& in ne# structures" C$assica$ or&aniation for!s are bein& rep$aced b% te!porar% a$$iances and net#or) or&aniations" Or&aniations are under co!petitie pressures to focus on the actiities the% do best and to outsource the re!ainder" 5upp$ier partnerships a$$o# or&aniations to focus on those tas)s #heree the% #her the% hae hae co!pet co!petit itie ie adant adanta&e a&e"" In order order to re!ain re!ain co!peti co!petiti tiee- !ana&e! !ana&e!ent ent accountants !ust understand the stren&ths and #ea)nesses of these ne# structura$ for!sdee$op needed co!petencies and persona$ stren&ths- and be prepared to faci$itate their use#here appropriate" 19
Chapter 0
CAREER DEVELOPMENT $TRATE
QA de$iberate search for a p$an of action that #i$$ dee$op a business's co!petitie adanta&e and co!pound it" For an% co!pan% the search is an iteratie process that be&ins #ith a reco&nition of #here %ou are and #hat %ou hae no#" our !ost dan&erous co!petitors are those that are !ost 20
$i)e %ou" (he differences bet#een %ou and %our co!petitors are the basis of %our adanta&e" If %ou are in business and se$f*supportin& %ou a$read% hae so!e )ind of co!petitie adanta&e no !atter ho# s!a$$ or subt$e" Other#ise %ou #ou$d hae &radua$$% $ost custo!ers faster than %ou &ained the!" (he objectie is to en$ar&e the scope of %our adanta&e #hich can on$% happen at so!eone e$se's expense"Q A career in strate strate&ic &ic p$anni p$annin& n& ino$ ino$es es he$pin he$pin& & a corpor corporati ation on desi&n desi&n a path path to &ro#th &ro#th and profitabi$it% a!idst co!petition and constant chan&e" (he strate&ic p$anner's ro$e consists of he$pin& the or&aniation to &ather- ana$%e and or&anie infor!ation" (he% trac) industr% and co!pet co! petiti itie e trends trends-- dee$o dee$op p forecas forecastin tin& & !ode$s !ode$s and scenar scenario io ana$%s ana$%sisis- exa!ine exa!ine str strate ate&ic &ic perfor!ance- spot e!er&in& !ar)et opportunities- identif% business threats- $oo) for noe$ strate&ic so$utions- and dee$op creatie action p$ans" 5trate&ic p$annin& ino$es understandin& #hat the or&aniation/s current strate&% is- #hat has been tried in the past and a$so #hat it #i$$ be in the future 9.5trate&ic intent0=" 5trate&ic 5trate &ic p$anne p$anners rs ana$% ana$%ee and ea$ua ea$uate te intern interna$ a$ busine business ss p$ans" p$ans" (his (his ino$ ino$es es financi financia$ a$ forecastin&- !ar)et ana$%sis- co!petitie inte$$i&ence ana$%sis- $oo)in& at MKA proposa$s and feasibi$it% ana$%sis" (here is a$so substantia$ focus on endor re$ations- $o&istics and supp$% chain issues and &eo&raphic expansion" (here is a $ot of co!!on sense .&ut fee$0 #or) h here ere too" Cou$d an or&aniation i!p$e!ent p$an7 Can oda) shift fro!ban)7 producin& fi$! to di&ita$ ca!eras7rea$$% es" Can es" Mor&ana5tan$e% rea$$% startrea$$% to act !a)e $i)e athe co!!ercia$ ban) 7 Ma%be not" 5trate&% jobs are ie#ed as so!e of the !ost desirab$e in a $ar&e corporation because the% proide access to the oera$$ picture- the ision and the !ain issues that deter!ine a$ue in an or&aniation" It is not unco!!on for an 5J4 of 5trate&ic 4$annin& to ta)e the CEO job next" o ou u #i$$ be in frequent contact #ith senior !ana&e!ent and #i$$ &et the opportunit% to see ho# decisions rea$$% &et !ade in %our or&aniation" At the entr% $ee$- %ou #ou$d #or) as a strate&ic p$annin& associate or !ana&er" ou ou #ou$d #or) on assi&n!ents directed b% !ore senior !e!bers of %our &roup" our #or) #ou$d focus on co$$ect co$ $ectin& in& datadata- puttin puttin& & toð toðer er presen presentat tation ionss- ta$)in ta$)in& & to !e!ber !e!berss of the or&ani or&aniat ation ion to understand a prob$e!" As %ou adance %ou #i$$ &et !ore opportunit% to direct strate&% and to interact #ith senior !ana&e!ent that proides assi&n!ents to %our &roup" 5trate&ic p$anners need to dra# on !u$tip$e discip$ines inc$udin& finance and particu$ar$% the bud&etin& process" (he hi&h $ee$ bud&etin& process in so!e corporations reports to strate&% and is ca$$ed F4KA 9financia$ p$annin& and ana$%sis=" Another i!portant discip$ine is !ar)etin&" It/s )e% to focus on custo!ers- !ar)ets and techno$o&ies to dee$op ne# strate&ies that capita$ie on the &ro#th opportunities that $ie ahead" And- of course- there is a dee$oped discip$ine of strate&% itse$f" (his is tau&ht #e$$ at top business schoo$s and schoo$s and there are !an% boo)s on corporate strate&% that desere a carefu$ read" 5trate&ic p$anners can often #or) on specific assi&n!ents as interna$ !ana&e!ent consu$tants" It !a% be that the &rain business in China isn/t doin& #e$$ &ien a chan&in& co!petitie d%na!ic" our job #ou$d be to understand the !ar)et carefu$$%- #or)in& #ith $oca$ !ana&e!ent and to reco!!end a strate&% to reita$ie &ro#th" 21
et- strate&ic p$anners are different than !ana&e!ent consu$tants consu$tants insofar insofar as the% #or) inside an or&aniation and #i$$ often be responsib$e for brin&in& in externa$ consu$tin& he$p" Another re$a re $ate ted d ro$e ro$e is busin busines esss dee$ dee$op! op!ent ent or corpor corporat atee dee$ dee$op! op!ent ent"" ,usi ,usine ness ss de dee e$o $op! p!ent ent professiona$s hae a focus on specific steps required to i!p$e!ent a strate&% #hether it be !er&ers- acquisitions- ne# !ar)et opportunities- $icensin& dea$s or a$$iances" A &ood business dee$o de e$op!e p!ent nt profes professi siona$ ona$ is expert expert at !a)in& !a)in& connect connection ionss #ith #ith extern externa$ a$ potent potentia$ ia$ busine business ss partners and is stron& in contract discussions and ne&otiations" ne&otiations" obs in strate&ic p$annin& are not eas% to find and often &o to !id*career personne$ or to persons #ho hae had preious strate&ic consu$tin& experience" et- a nu!ber of $ar&e co!panies recruit specifica$$% into strate&ic p$annin& ro$es and #i$$ often tar&et the best and bri&htest students fro! top M,A pro&ra!s" At its best- these entr% $ee$ strate&% positions can be a &reat $ead*in to a successfu$ strate&ic p$annin& career" ,ut at its its #orst- a strate&ic p$annin& job can !ean %ou: 9>= spend a $ot of ti!e on ideas that neer &et i!p$e!ented9= don/t &et the $ine experience that is often crucia$ for $ater pro!otions and 9<= #or) $on& hours" $ti!ate$%- strate&ic p$anners differ fro! other discip$ines #ithin the or&aniation insofar as the% $ti!ate$%dee$op fra!e#or)s for &ro#th and profitabi$it%" (he% focus on the structure of !ar)ets and the or&aniation/s ro$e in shapin& those !ar)ets rather than on the specific tactica$ steps required to operate in those !ar)ets" 2e inite %ou to $earn !ore about this d%na!ic- cerebra$ business opportunit%" Fee$ free to reie# the !ateria$s be$o# as %ou exp$ore %our opportunit% in a strate&ic p$annin& career"
Career 'e(e)opment ro)es an' organisationa) &apa/i)it% Much has been Much been #ritt #ritten en about about the benefit benefitss to be derie deried d fr fro! o! !axi!i !axi!iin in& & or&ani or&aniat ation iona$ a$ capabi cap abi$it $it% % as a !eans !eans of increa increasin sin& & co!pet co!petiti itie e adanta adanta&e&e- estab$ estab$ish ishin& in& hu!an hu!an resour resource ce functions as a strate&ic strate&ic partner and i!proin& sta)eho$der sat satisfaction" isfaction" 6o#eer- there is is er% $itt$e $itt $e in the research research on ho# or&ania or&aniations tions bui$d their their or&aniat or&aniationa$ iona$ capabi$it capabi$it% %" (his paper paper proposes a Mode$ of Or&aniationa$ Capabi$it% based on three do!ains ? the 5trate&ic IntentOr&aniat Or&a niationa$ iona$ 5tructures 5tructures and Indiidua$ Indiidua$ no#$ed&e" no#$ed&e" (he Mode$ exp$ores exp$ores ho# s%ste!s s%ste!s and processes can be a$i&ned to !axi!ie or&aniationa$ capabi$it%" (he !ode$ can be used b% researcher resea rcherss to exa!ine exa!ine the forces that bui$d or&aniati or&aniationa$ ona$ capabi$it% in or&aniati or&aniationsons- and deter!ine deter! ine critica$ critica$ success factors" factors"
4ractitio 4ractitioners ners #ishin& #ishin& to !axi!ie !axi!ie their or&aniatio or&aniationa$ na$ 22
ca capa pabi bi$i $it% t% ca can n dra# dra# on the the Mode Mode$$ an and d su&& su&&es este ted d st step epss- to as assi sist st th the! e! to ex exp$ p$or oree th thee or&aniationa$ capabi$it% a&enda for their business"
Much has been #ritten about the benefits and i!pacts of or&anisationa$ capabi$it% 9OC= in the #or)p$ace" (he ro$e OC can p$a% in in or&anisations has been descr described ibed as: Increasin& co!petitie Increasin& co!petitie adanta&e adanta&e throu&h throu&h basin& basin& strate&% strate&% on an understandi understandin& n& of the stren&ths stren&ths and #ea)nesses of the #or)force 9,arne% >HH>8 Grant >HH>=" Estab$ishin& the 6u!an Resources 1ee$op!ent function as a strate&ic partner partner"" In this #a% OC actss as a $inchpi act $inchpin n bet#ee bet#een n strate strate&% &% and hu!an hu!an resources resources 96R=96R=- theref therefore ore 6R beco!es beco!es a proactie source of co!petitie adanta&e- rather than reactie in focusin& on o n perfor!ance &aps 9$ric) and La)e >HH>8 Luo!a ;;;=
23
1riin& or&anisati 1riin& or&anisationa$ ona$ outco!esoutco!es- such as sta)eho$der sta)eho$der satisfaction and custo!er custo!er satisfaction satisfaction 9$ric) and La)e >HH>8 eun& eun& and ,er!an >HHD=" I!proin& I!pro in& person person*or *or&an &anisat isation ion fit fro! fro! se$ecti se$ection on process processeses- !ore !ore faour faourab$ ab$ee e!p$o% e!p$o%ee ee att attitu itudesdes- and reinforc reinforce!e e!ent nt of approp appropria riate te or& or&ani anisati sationa ona$$ desi&n desi&n 9,o#en 9,o#en-- Ledfor Ledfor et a$" >HH>=Co!!unicatin& a$ued behaiours- raisin& co!petenc% $ee$s and reinforcin& positie a$ues 9Fine&o$d- La#$er III et a$" >HH=" (here is er% $itt$e offered in the $iterature on ho# an or&anisation !a% bui$d its OC" A$thou A$t hou&h &h 4raha$ 4raha$ad ad 9>HH= 9>HH= identi identifies fies that that OC dee$o dee$op!e p!ent nt needs needs to be !ana&e !ana&ed d at the indiidua$- tea! and or&anisationa$ $ee$- he does not offer an approach for dee$opin& desired OC" OC" (his point point is c$ear$% !ade !ade b% Fine&o$dFine&o$d- La#$er La#$er III et a$" 9>HH9>HH- p" >= #ho su&&est that .there are sti$$ no operationa$ s%ste!s that #ou$d a$$o# an or&anisation to &o direct dir ect$% $% fro! fro! a str strate& ate&% % ca$$in ca$$in& & for partic particu$a u$arr co!pet co!petenci encies es to or&ani or&aniati ationa ona$$ s% s%ste! ste!ss in #hich particu$ar co!petencies cou$d be dee$oped0"
Chapter 2 24
Definition of Organi.ationa) Organi.ationa) Capa/i)it%
OC accordin& to Leonard*,ar Leonard*,arton ton 9>HH- p" >><*@= >><*@= .is the )no#$ed&e )no#$ed&e set that distin&uish distin&uishes es and proides proides co!petitie co!petitie adanta&e0" adanta&e0" (his su&&ests su&&ests that pursuit of &reater or&aniati or&aniationa$ ona$ )no#$ed&e )no# $ed&e is a centra$ !otiator !otiator for or&aniation or&aniationss see)in& to dee$op dee$op their OC" Nona)a Nona)a 9;;== defines 9;; defines )no#$ed&e )no#$ed&e as 3justified 3justified true be$ief/" 1e$aha%e 9forthco!in 9forthco!in&= &= su&&ests su&&ests a four tier hierarch% of )no#$ed&e )no#$ed&e that reinforces the si&nificance si&nificance of the indiidua$ indiidua$ in the bui$din& bui$din& of )no#$ed&e in or&aniations" or&aniations" 6is hierarch% bui$ds fro! data #ith no ! !eanin& eanin& on its o#n8 infor!ation hain& si!p$e !essa&es 9for exa!p$e- #ithin the !anua$ of procedures of an or&aniation=8 inert )no#$ed&e &iin& considered opinion 9for exa!p$e- #ithin textboo)s=8 throu&h to e!bodied )no#$ed&e- he$d #ithin the !inds of indiidua$s- that can be accessed at arious ti!es dependin& on conscious and sub*conscious cues"
(he depth of understandin& of ho# indiidua$ expertise is dee$oped proides usefu$ insi&hts for OC" (axono!ies (axono!ies of ho# indiidua$s $earn proposed b% seera$ #riters 94err% >HD8 ,i&&s and Co$$is Co$$is >H8 5tephenson 5tephenson >HH8 >HH8 5eib% 5eib% >HHD= su&&est su&&est that expertise expertise is at the u$ti!ate $ee$ #hen the )no#$ed&e- s)i$$s and abi$ities of the indiidua$ a$$o# the! to operate in ne# contex con texts ts and ne# #a%s- thus de!onst de!onstrati ratin& n& innoatio innoation n and f$exibi f$exibi$it% $it%""
(he (he &oa$s &oa$s of
innoation and f$exibi$it% identified for indiidua$s can be app$ied equa$$% to or&aniations"
(herefore- this paper defines OC as the e!bodied )no#$ed&e set that supports co!petitie adant ad anta&e a&e throu& throu&h h innoa innoatio tion n and f$exib f$exibi$it i$it% % &ained &ained b% bui$di bui$din& n& a$i&n!e a$i&n!ent nt bet#ee bet#een n the experti exp ertise se of the strate& strate&ic ic direct direction ion-- the or&ani or&aniati ationa ona$$ structu structure re and the )no#$e )no#$ed&e d&e and
expertise of the indiidua$s in the #or)force"
25
(o assist or&aniations to bui$d their OC- this paper proposes a Mode$ of Or&aniationa$ Capabi$it% 9MOC=- based on a reie# of the $iterature" A !ode$ can be a po#erfu$ ehic$e for dee$opin& &reater understandin& of the critica$ do!ains and enab$ers that constitute OC"
Three Domains of Organi.ationa) Capa/i)it%
(he MOC su&&e su&&este sted d in this this paper paper is based based on three do!ain do!ainss or spheres spheres of inf$uenc inf$uencee ? strate&ic strate& ic intent- or&aniation or&aniationa$ a$ structure and indiidua$ indiidua$ )no#$ed&e" )no#$ed&e" 5i!i$ar 5i!i$ar do!ains hae a$so been identified as necessar% for bui$din& )no#$ed&e and or&aniationa$ perfor!ance 9,o%atis >H8 Leonard*,arton >HH8 4raha$ad >HH=" $trategi& Intent Domain
(he 5trate& 5trate&ic ic Intent 1o!ain 1o!ain is the first do!ain do!ain of the MOC" (his (his do!ain do!ain exp$or exp$ores es the strate&ic direction of the or&aniation in ter!s of the Resource ,ased (heor% of the Fir! 9R,(F= perspectie of strate&% dee$op!ent 9,arne% >HH>8 Grant >HH>="
(he traditiona$ traditiona$ approaches approaches to strate&ic strate&ic p$annin& assu!e resources #i$$ be readi$% sourced sourced in the !ar)et- #hereas the R,(F p$aces an unequioca$ a$ue to the or&aniation/s hu!an capita$- and sees the stren&ths of the #or)force as the startin& point for strate&% dee$op!ent" R,(F ac)no#$ed&e ac)no#$ed&ess the strate&ic a$ue of the intan&ib$e intan&ib$e resources of the or&aniationor&aniation- and bases strate&% dee$op!ent on the characteristics and qua$ities of these resources 96a%es
>H8 4raha$ad and 6a!e$ >HH;8 $ric) and La)e >HH>8 (eece- 4isano et a$" >HH8 Luo!a ;;;="
(he focus on hu!an hu!an resourc resources es and intan&ib intan&ib$e $e assets assets is suppor supported ted b% researc research h on $ar&e $ar&e innoatie fir!s" (his research has sho#n that successfu$ or&anisations #ere ab$e to id identif% entif% their core stren&ths- and then use this understandin& to deter!ine a iab$e strate&ic direction 26
94raha$ad and 6a!e$ >HH;8 4aitt 4aitt >HH>8 (eece(eece- 4isano et a$" >HH=" (he chan&e in thin)in& thin)in& about the strate&% strate&% dee$op! dee$op!ent ent approach is c$ear$% stated b% 6a%es 9>H- p" >> >>= = .1o not dee$op p$ans and then see) capabi$ities- instead- bui$d capabi$ities and then encoura&e the dee$op!ent of p$ans for exp$oitin& the!0"
(he R,(F offers the fo$$o#in& desired characteristics for the 5trate&ic Intent 1o!ain:
•
Exp$icit direction
Or&aniatio Or&an iations ns need to !a)e exp$icit state!ents state!ents about their direction- or at $east describe de$ierab$es in strate&ic p$ans 96and% >HH@8 eun& eun& and ,er!an >HHD8 5chn ;;=" In !ost strate&ic p$ans this exp$icit direction is proided b% the !ission state!ent 91aidson and Griffin ;;<="
•
Pua$ities of #or)force
(his requires an understandin& of a #or)force/s qua$ities- rather than !ere$% bud&etar% focused profi$in& infor!ation 9Grant >HH>8 4aitt >HH>8 (eece- 4isano et a$" >HH=" 5uch an under understa standi ndin& n& cou$d cou$d be found found in a )no#$e )no#$ed&e d&e audit audit report report-- or indirec indirect$% t$%-- in job
descriptions"
•
Infor! or&aniationa$ processes
(his inc$udes !ana&e!ent processes such as or&aniationa$ structures and hierarchiestechnica$ s%ste!s and the a$ues and nor!s of the or&aniation 9Leonard*,arton >HH="
•
Infor! future direction
27
C$ear$% definin& probab$e future direction enab$es focused infor!ation*sharin& across boundaries- and tri&&ers the dee$op!ent of future expertise that indiidua$s !a% need to dee$op to &ie the or&aniation opti!u! f$exibi$it% and direction for innoation 96a%es >H=" 5uch future direction shou$d be proided in the strate&ic p$an- especia$$% in the exp$icit strate&ies and the strate&ic objecties"
In su!!ar% su!!ar%-- the 5trate 5trate&ic &ic Intent Intent 1o!ain 1o!ain shou$d shou$d c$ear$% c$ear$% define define the capabi capabi$iti $ities es of the #or)force- infor! or&aniationa$ processes and infor! future direction
Organisationa) $tru&tures Domain
(he second second do!ain do!ain ref$ects ref$ects the Or&ani Or&aniati ationa ona$$ 5truct 5tructure ures" s"
(his (his do!ain do!ain represent representss the
traditiona$ 6R strate&ies and processes" (he MOC identifies the fo$$o#in& characteristics characteristics of the or&aniationa$ structures do!ain:
•
Meanin&fu$ job ro$es
ob ro$es need to be sufficient$% a$i&ned #ith the strate&ic intent to anticipate chan&es" (his a$$o#s both the or&anisation and indiidua$s to be !ore f$exib$e in ho# the% respond to !oe!ents in the do!ains 9Nan)eris- Co!pton et a$" >HH<8 6and% >HH@8 5hipp!ann- Ash Ash et a$" ;;;8 ,rannic) and Leine ;;="
S Guided perfor!ance !ana&e!ent exp$icit$% describes ho# jobs and or&anisationa$ processes support the strate&ic intent- and can be used as a ehic$e for or&anisationa$ chan&ee and $earnin& 9Mohr!an nr and 6ohr!an >HH8 (urner chan& (urner and Cra#ford Cra#ford >HH8 >HH8 5cotts >HHH8 1e$aha%e ;;;=" 28
In'i(i'ua) 3no4)e'ge Domain (he third do!ain of the MOC MOC is the Indiidua$ no#$ed&e no#$ed&e 1o!ain" Eer% indiidua$ #ho is part of the or&aniation has their o#n unique )no#$ed&e- s)i$$s and abi$ities 95A= that the% brin& to the or&aniation" (hese 5A ref$ect the #ho$e person- of #hich their #or) ro$es are ar e but on$% one facet" (hese 5A are seen as bein& context free- #ith a specific attribute hain& a fixed !eanin& in itse$f- and thus can be adopted in a ran&e of #or) actiities actiities 95andber& 95andber& >HH@=" For exa!p$e- co!!unication co!!unication s)i$$s can re$ate to a ariet% of #o #or) r) contexts"
(he characteristics of the Indiidua$ no#$ed&e 1o!ain are as fo$$o#s:
•
C$ear$% defined core 5A
(his assists the or&anisation to dee$op the opti!u! #or)force for the future b% creatin& &reater stabi$it% and career opportunities 95andber& >HH@8 5eib% >HHD="
•
Current and future )no#$ed&e net#or)s
no#$ed&e net#or)s need to support both current job contexts and future potentia$ innoation inno ations" s"
Attention Attention to supportin& supportin& both proides proides the or&anisatio or&anisation n #ith added
f$exibi$it% in respondin& to chan&es in the defined core capabi$ities" (hese are seen as inc$udin& both tacit and exp$icit )no#$ed&e net#or)s 9Leonard*,arton >HH="
Mo'e) of Organi.ationa) Capa/i)it%
(he !ode$- as sho#n in Fi&ure >- has three !ajor sections ? the three do!ains of strate&ic intent- or&aniationa$ structures and indiidua$ )no#$ed&e- a$read% discussed8 three enab$ers 29
that are for!ed b% the intersection of the three do!ains8 and Core OC- at the centre of the !ode$ and for!ed b% the intersection of the three enab$ers"
Fi&ure >: Mode$ of Or&aniationa$ Capabi$it%
Organisationa) Capa/i)it%
(he interse intersecti ctions ons of the three three do!ain do!ainss of strate& strate&ic ic intent intent-- or&ani or&aniat ation iona$ a$ structu structures res and indiidua$ )no#$ed&e identif% the enab$in& s%ste!s and processes that bui$d the s%ner&% and a$i&n!ent bet#een the do!ains" (he three enab$ers of or&aniationa$ s%ste!s- )no#$ed&e net#or)s and job context beco!e the basis for bui$din& OC" (hese enab$ers are: 30
•
Organisa Org anisationa tionall Systems Systems Enablers Enablers
fro! fro ! the 5trate 5trate&ic &ic Intent Intent and Or&ani Or&aniat ation iona$ a$
5tructures 5truct ures 1o!ains" (hese are the or&anisationa or&anisationa$$ s%ste!s s%ste!s that i!bed the strate&ic strate&ic intentt into the or&anisati inten or&anisationa$ ona$ structures 9Leonard*,ar 9Leonard*,arton ton >HH8 5eib% 5eib% >HHD=>HHD=- and inc$ude: •
!ana&e!ent processes such as business p$annin& and #or)force p$annin&8
•
technica$ processes that support the business8
•
or&anisationa$ a$ues and nor!s8 and
•
inert )no#$ed&e s%ste!s- such as career path p$annin&"
For exa!p$e- in uniersit% facu$ties- the #or)force p$annin& process cou$d be seen as an
or&anisatio or&a nisationa$ na$ s%ste! enab$er" (his enab$er enab$er inc$udes inc$udes infor!ation infor!ation about the profi$e profi$e and expertise of the #or)force that $in)s the strate&ic direction of the uniersit% #ith the or&anisationa$ structures"
S
Knowledge Networks Enablers fro! the 5trate&ic Intent and Indiidua$ no#$ed&e 1o!ains"
(he no#$ed&e Net#or)s Enab$ers ref$ect the 5A an indiidua$ possesses that can direct$% direct$ % contribute contribute to the or&anisation or&anisation/s /s strate&ic strate&ic purpose" (hese are the 5A a person has that a$i&ns !ost c$ose$% to the strate&ic intent of the or&aniation- #ith the sie of this oer$ap oer$a p a stron& stron& indicator indicator of of the suitabi$i suitabi$it% t% or fit of the #or)fo #or)force" rce" It is ref$ected ref$ected b% processes that encoura&e !u$ti*discip$inar% exchan&es of tacit and exp$icit infor!ation sharin& shar in& 9,arne 9,arne% % >HH>8 >HH>8 Grant Grant >HH>8 >HH>8 5eib% 5eib% >HHD=" >HHD=" For exa!p exa!p$e$e- unier uniersiti sities es co$$ect co$$ect info infor! r!ati ation on on th thee resear research ch in inte teres rests ts an and d &ran &rants ts pr prof ofi$ i$ee of ac acad ade! e!ic ic staff staff""
(his (his
31
infor!ation $in)s the strate&ic focus of the uniersit% #ith the )no#$ed&e of indiidua$ acade!ics"
S
Job Context Enablers fr fro! o! the the Or&a Or&ani niat atio iona$ na$ 5tru 5truct ctur ures es an and d In Indi dii idu dua$ a$ no#$ed&e 1o!ains"
(hee ob (h ob Cont Contex extt Enab Enab$e $ers rs repr represe esent nt th thee e$e!e e$e!ent ntss of an in indi dii idu dua$/ a$/ss jo job b th that at ar aree reinforced b% the or&aniation/s structure" 6o# the or&aniation defines the #or) ro$es and or&aniationa$ structures- &uides staff as to #hich of their 5A are !ost a$ued" Indiidua$s natura$$% brin& a #ide ran&e of 5A to the ro$es the% perfor! * on$% a sub* set of these #i$$ re$ate direct$% to the strate&ic context at an% &ien ti!e" (herefore$earnin& and dee$op!ent pro&ra!s need to use job contexts to bui$d the !ost re$eant expertise of the indiidua$" Extensie research sho#s that job contexts that support $earni $ea rnin& n& and dee$o dee$op!e p!ent nt pro&ra pro&ra!s !s increas increasee the $earni $earnin& n& of staff staff 9Gonc 9Goncii >HHH8 >HHH8 Chappe$$Chap pe$$- Gonci Gonci et a$" ;;;8 5andber& 5andber& ;;;a8 ;;;a8 5andber& 5andber& ;;;b8 ;;;b8 5chn ;;=" ;;=" For exa!p$eexa!p $e- uniersitie uniersitiess define the ro$es and co!petencie co!petenciess required required of senior acade!ics" acade!ics" (his defines for the acade!ic #hich of their 5A !ost direct$% re$ate to their job ro$eand as such- are ref$ected in the or&anisationa$ structure"
In su!!ar% su!!ar%-- the three three enab$e enab$ers rs of or&ani or&anisat sation iona$ a$ s%ste!s s%ste!s-- )no#$e )no#$ed&e d&e net#or net#or)s )s and job contextconte xt- support the or&anisation or&anisation to bui$d its or&anisationa or&anisationa$$ capabi$it% capabi$it%"" ,rin&in& ,rin&in& the three do!ains toðer proides the co!p$ete MOC" OC is bui$t in or&anisations b% a$i&nin& the or&anisationa$ s%ste!s and processes represented in the !ode$- to !axi!ie the a$i&n!ent of 32
the enab$ers" enab$ers" C$ear$%C$ear$%- the &reater the oer$ap bet#een bet#een these three do!ains- the stron stron&er &er the
!atch bet#een the expertise of the indiidua$ and the or&anisationa$ structures that support and reinforce the strate&ic direction"
Core Organisationa) Capa/i)it%
(he or&anisation/s core capabi$ities capabi$ities are represented represented at the union of the three enab$ersenab$ers- and proide the centra$ focus for the MOC" (he intersection of the three enab$ers for!s the Core OC- #hich is supported b% the dee$op!ent of or&anisationa$ capabi$it% throu&h the three enab$ers"
App$%in& 4raha$ad and 6a!e$ 9>HH;- p" <*@= tests for or&anisationa$ core co!petence and capabi$it% capabi $it%-- #hich re$ates direct$% to the Core OC discussed discussed in this paper- he$ps he$ps to c$arif% the difference bet#een OC and a Core OC" (heir criteria are as fo$$o#s:
•
•
proide potentia$ access to a #ide ariet% of !ar)ets !a)e a si&nificant contribution to the custo!er's perceied benefit of the product are difficu$t for co!petitors to i!itate- and
•
are broad$% based across the or&anisation and are !ore isib$e to custo!ers than co!petitors 96a!e$ and 4raha$ad >HH="
(o c$arif% the difference bet#een OC and Core OC- the uniersit% exa!p$es of enab$ers- can sho# ho# s%ste!s and processes can differentiate bet#een those aspects that are part of broader OC- and those that !ore direct$% he$p to bui$d the Core OC of the or&anisation" (he exa!p$es be$o# focus on a Core OC of securin& fundin& for uniersit% research pro&ra!s:
33
•
Or&anisationa$ 5%ste!s Enab$ers ? 2or)force p$annin& infor!ation is i!portant to uniersities- #ho can spend in the icinit% of ; of their bud&et on staff re$ated costs" (he estab$ish!ent $istin& sho#in& sho#in& staff nu!bers nu!bers b% $ee$ is part part of this infor!ation- and assists facu$ties prepare bud&ets- but does not support the Core OC" 6o#eer- the staffs/ experience and perfor!ance in securin& research fundin& and estab$ishin& strate&ic a$$iances #ith industr%- support the Core OC"
•
no#$ed&e Net#or)s Enab$ers ? (he uniersit% database of staff's/ research interest can he$p to support infor!ation*sharin& on issues of co!!on interest to acade!i acad e!icscs- but does does not support support the Core OC"
6o#ee 6o#eerr- records records of curren currentt
research pro&ra!s #i$$ support sharin& of )no#$ed&e bet#een discip$ines that bui$d Core OC"
•
ob ob Cont Contex extt Enab Enab$e $ers rs ? A$$ or or&a &ani nisa sati tion onss ne need ed to de defi fine ne th thee ro ro$e $ess an and d expectation expect ationss of indiidua$ indiidua$s" s" (hese ro$es ro$es are then reinforced reinforced b% or&anisati or&anisationa$ ona$ structures and defined in job descriptions and ro$e state!ents" Most acade!ics need to underta)e underta)e teachin& teachin& and $earnin&- and conduct conduct research" 6o#eer6o#eer- the Core OC re$ates to an acade!ic's abi$it% to bui$d a$$iances to secure on&oin& fundin&"
(his does not i!p$% that the broader OC processes and s%ste!s are not i!portant- but the% do not direct$% bui$d bui$d the co!petitie co!petitie adanta&e adanta&e to the sa!e extent as the Core OC s%ste!s s%ste!s and processes 9Leonard*,arton >HH="
A$thou&h the Core OC is the intersection of a$$ three 1o!ains- the need for innoation and f$exibi$it% requires the supportin& enab$er/s s%ste!s and processes to be !ore broad$% based" ,% hain& supportin& s%ste!s and processes- the or&anisation can fine*tune their ie# on Core OC #ith !ini!a$ chan&e in focus to the or&aniation/s s%ste!s and processes" (he 34
adanta&e of an OC a&enda is the added f$exibi$it% of bein& ab$e to respond to these chan&es b% incre!enta$ !oe!ents in the enab$in& s%ste!s and processes that support the MOC" (his !iti&ates the need for !ore radica$ chan&es that !i&ht other#ise be required if !ore quantu! chan&es in )no#$ed&e #ere seen as required b% the or&anisation"
Imp)i&ations for !ui)'ing Organisationa) Capa/i)it%
An or&anisation #ith an effectie MOC &ies indiidua$s a c$ear !essa&e of #hat 5A the or&anisati or&a nisation on a$ues no#no#- and in the foreseeab$e future" future" ,% stren&thenin stren&thenin& & the enab$ers to support the Core OC- at $east three additiona$ benefits can be achieed:
•
5tron&er co!petitie adanta&e and reduced ris)s * &reater f$exibi$it% and innoation to respond to chan&in& externa$ inf$uences. inf$uences.
•
(he )no#$ed&e )no#$ed&e net#or)snet#or)s- job contexts contexts and or&anisationa$ or&anisationa$ s%ste!s can be a$i&ned a$i&ned to dee$op dee$ op an appropriate appropriate depth of Core OC- based on a &reater &reater $ee$ of or&anisati or&anisationa$ ona$ )no#$ed&e"
•
Greater stabi$it% * or&anisations are better p$aced to !a)e !easured chan&es #hen their do!ains are #e$$ a$i&ned"
2hen the enab$ers are oert$% a$i&ned- adjust!ents that !a% be necessar%- due to ch chan an&e &ess in Core Core OC can be !ore !ore re read adi$% i$% !ade !ade""
It is fa farr ea easie sierr to !odi !odif% f% the
a$i&n!ent of existin& processes and s%ste!s than to create ne# ones"
•
Indiidua$s are !ore infor!ed and e!po#ered" (he #or)f #or)forc orcee can ta)e ta)e respons responsibi ibi$it% $it% for their their o#n careerscareers- as expect expectatio ations ns are
exp$icit" 35
(he MOC offers researchers and practioners a fra!e#or) for definin& and dee$opin& OC" (he MOC can be used b% researchers to exa!ine the forces that bui$d OC in or&anisationsand co!pare the approaches approaches of different different or&anisations or&anisations-- to deter!ine critica$ success factors" factors" 4ractioners #ishin& to adopt an OC a&enda can dra# on the MOC to assist the! to:
•
1efine their Core OC to proide a c$ear focus for dee$opin& the enab$in& s%ste!s and processes"
•
1efine 1ef ine their their 1o!ains 1o!ains of 5trate 5trate&ic &ic Intent Intent-- Or&ani Or&anisati sationa ona$$ 5truct 5tructure uress and Indiidua$ no#$ed&e"
•
Exa!ine the a$i&n!ent of enab$in& s%ste!s and processes to bui$d their OC"
(o !axi!ie !axi!ie their Core OC- or&anisations need to focus on the fo$$o#in&:
desired Core OC based on an understandi understandin& n& of the qua$ities qua$ities of the three $tep 15 1efine the desired 1o!a 1o !ain inss of th thee st strat rate& e&ic ic in inte tent nt-- or or&a &ani nisa sati tion ona$ a$ str struc uctu tures res an and d )n )no# o#$e $ed& d&ee of indiidua$s indi idua$s in the #or)force" #or)force" (his can be achieed achieed in a nu!ber nu!ber of #a%s- dependin& dependin& on the nature of the or&anisatio or&anisation" n" 5ta)eho$de 5ta)eho$derr foru!s- ana$%sis ana$%sis of strate&ic p$ansfocus &roups #ith senior !ana&ers- and eniron!enta$ ana$%sis can proide usefu$ sources sou rces of infor!ati infor!ation" on"
4raha$ 4raha$adK adK 6a!e$'s 6a!e$'s 9>HH; 9>HH;== criteri criteriaa is a usefu$ usefu$ &uide &uide to
distin dis tin&ui &uishi shin& n& bet#een bet#een OC and Core Core OC" Once Once identi identifie fiedd- these #i$$ need to be reie#ed to acco!!odate chan&es in the three 1o!ains"
$tep *5 Reie# the characteristics of the three 1o!ains and the de&ree of oer$ap in current
s%ste!s and processes" processes" Maxi!u! oer$ap can be achieed b%:
•
5trate&ic p$annin& processes based on R,(F perspecties for!u$atin& strate&ies that bui$d on the intan&ib$e assets of the #or)force" 36
•
,ui$din& or&anisationa$ processes that support a con&ruent !essa&e of the future direction of the or&anisation- for exa!p$e:
•
•
•
perfor!ance !ana&e!ent processes focusin& on Core OC8
#or)force p$annin& processes based on Grant's 9>HH>= !ode$8
pro!ote a cu$ture- a$ues and a nd nor!s of the t he or&anisation based on perfor!ance- open sharin& of infor!ation and se$f e!po#er!ent8 and
•
)no#$ed&e !ana&e!ent approaches that i!bed the Core OC b% bui$din& the tacit and exp$icit )no#$ed&e of the or&anisation"
•
1ee$o 1e e$opin pin& & the opti!u opti!u! ! #or)fo #or)force rce b% en&a&i en&a&in& n& and pro!o pro!otin tin& & staff staff #ith #ith the ex expe perti rtise se ne need eded ed no no# #- an and d in th thee fu futu ture re"" 1efin 1efinin in& & jo job b ro ro$e $ess th that at supp suppor ortt th thee dee$op!ent of 5A to bui$d an or&anisation/s or&anisation/s co!petitie co!petitie adanta&e" (his can be achieed b% behaioura$ co!petenc% based recruit!ent and se$ection- and tar&eted $earnin& and dee$op!ent strate&ies"
37
Chapter 6
#a&ing the future
Impro(ing Pra&ti&e Is an A&hie(a/)e
Goa$ as this paper has out$ined- career dee$op!ent practice in !an% $ar&e or&anisations is sti$$ re$atie$% !udd$ed and consequent$% #ea)" ,ut thin&s are on the !oe" (he case stud% exa!p$es sho# the benefits of adoptin& a c$earer and !ore positie approach" (he% a$so sho# thatt co!par tha co!parati atie$% e$% s!a$$ s!a$$ a!ount a!ountss of concen concentrat trated ed att attent ention ion can ast$% ast$% i!pro i!proee career career dee$op!en dee$ op!entt support support in or&anisations" or&anisations" I!proin& I!proin& practice is both about #hat %ou do 9ie the content of strate&% and the desi&n of processes= and ho# %ou do it 9ie the approach %ou ta)e to !ana&in& this for! of or&anisationa$ chan&e=" Top tips for impro(ing &areer 'e(e)opment •
5tart #ith an audit of the processes %ou a$read% use for !ana&in& careers- and an ana$%sis of business needs for career dee$op!ent and %our e!p$o%ees/ )e% career issues"
•
2or) #ith business $eaders to co!!it the or&anisation to a rea$istic and positie
!essa&e for a$$ staff about career dee$op!ent" Exp$ain the dea$ ? #hat e!p$o%ees hae to do and #hat %ou offer the!" •
4roide a si!p$e exp$anation of the t%pes of #or) in the or&anisation and the broad career paths aai$ab$e"
•
Gie one- fair$% senior- person at the corporate centre the c$ear responsibi$it% for career dee$op!ent strate&%- and the dee$op!ent of career support for a$$ staff" (he% shou$d #or) c$ose$% #ith business $eaders and a ran&e of e!p$o%ees"
•
,e c$ear and rea$istic about the $ine !ana&er/s ro$e in career dee$op!ent and train a$$ !ana&ers for it" Ensure the% a$$ understand the processes the% are bein& as)ed to use" 6e$p !ana&ers #or) co$$ectie$% on the career issues of their staff"
38
•
4roide so!e for! of off*$ine career adice on request for a$$ e!p$o%ees and proide !ore in*depth trainin& for those ta)in& !ore expert ro$es- e& as career adisers- career #or)shop faci$itators- career coaches or !entors"
•
E!po#er and encoura&e e!p$o%ees to see) infor!a$ career adice fro! an%one the% fee$ can he$p" As) senior !ana&ers to ro$e !ode$ &iin& infor!a$ career support- and tr% $eain& the 6R office door open"
•
Ensure opport Ensure opportuni unitie tiess ? throu& throu&h h nor!a$ nor!a$ job fi$$in fi$$in& & or intern interna$ a$ second! second!ent entss ? for e!p$o%ees #ho are see)in& to !a)e $atera$ !oes into #or) the% hae not done before- but #hich the% can $earn quic)$%" quic)$%"
•
,e a#are that so!e &roups of e!p$o%ees 9e& #o!en returners- part*ti!ers- !inorit%
•
ethnic &roups= are often disadanta&ed in interna$ $abour !ar)ets just as the% are in the externa$ $abour !ar)et" 4rocesses need to be desi&ned to ensure that these &roups can pro&ress their careers a$on&side their #or) co$$ea&ues"
•
•
If %ou identif% peop$e for corporate career dee$op!ent throu&h succession p$ans or dee$op!en dee$ op!entt sche!essche!es- !a)e sure this process process is ri&orous- ensure the% &et the career experience %ou identif% for the! and trac) their careers" 4ic) a s!a$$ 4ic) s!a$$ nu!ber nu!ber of career career dee$o dee$op!e p!ent nt process processes es and chec) the% are #e$$* #e$$* ba$anced across the fie under$%in& purposes: e!p$o%ee s)i$$s+feedbac)8 business needs+career options8 adice and p$annin&8 job !oe!ent and experience8 and s)i$$ dee$op!ent" Ai! to i!p$e!ent a fe# thin&s #e$$ rather than atte!pt too !an%
interentions" •
5tic) #ith it" C$arif% an approach that fits %our business- co!!unicate it re$ent$ess$% and a$$o# it to adjust and eo$e- but don't &ie it $ess than fie %ears to #or)"
Thorn% issues
5o!e )e% cha$$en&es #i$$ be about i!p$e!entin& thin&s #e can a$read% see as $i)e$%: 5ustainin& a se&!ented 5ustainin& se&!ented career strate&% strate&%" 6o# successfu$ #i$$ or&anisati or&anisations ons be in supportin& supportin& se$f !ana&ed careers for the !ajorit% of e!p$o%ees a$on&side !ore corporate$%*!ana&ed careers for se$ected &roups7 (his co!bination is probab$% a rationa$ response to the career context and see!s un$i)e$% to &o a#a%- but different career dea$s for different #or)force &roups present cha$$en&es of both co!!un co! !unicat ication ion and i!p$e! i!p$e!enta entatio tion n 9Jin 9Jine% e% et a$" a$"-- >HHD=" >HHD=" In practic practica$ a$ ter!ster!s- operati operatin& n& !ana&ed job !oes for the fe# in an open- interna$ job !ar)et for the !an% is a tric)% business" ,ein& a re$iab$e career partner" Or&anisations see)in& to de$ier hi&her productiit% throu&h &reaterr or&anisati &reate or&anisationa$ ona$ co!!it!ent #i$$ be dra#n to#ards stron&er career partnership partnershipss #ith their e!p$o%ees" ,ut ho# #i$$ or&anisations $earn to !a)e and )eep career pro!ises- een oer short periods of ti!e- #hen $ine !ana&e!ent !ana&e!ent re$ationships re$ationships are often so frai$ and short* $ied7 2ho exact$% can indiidua$s 'stri)e their career dea$' #ith7
39
Re!ote career adice" (he next fe# %ears #i$$ see or&anisations $earnin& ho# to !a)e the best use of re!ote e$ectronic and te$ephone career support a$on&side face*to*face career adice" Infor!ation proided inside or&anisations #i$$ be co!petin& #ith hu&e a!ounts of e$ectronic e$ectro nic infor!ation infor!ation fro! outside ? !ost of it pitched at attractin& attractin& e!p$o%ees e!p$o%ees to #or) for so!eone e$se" p s)i$$in& career support" Ne# ro$es for proidin& career adice and &uidance inside e!p$ e! p$o% o%in in& & or&a or&ani nisa sati tion onss ar aree e! e!er er&i &in& n&-- #i #ith th di diff ffer eren entt pu purp rpos oses es an and d a ar% r%in in& & s) s)i$ i$$$ require!ents" ,etter trainin& is c$ear$% needed for those in such ro$es- but #i$$ the fu$$ parapherna$ia of ne# professiona$ bodies- standards- qua$ifications and accreditation he$p or stif$e the dee$op!ent of the capabi$it% to offer better career support7 2i$$ pub$ic po$ic% eer subsidise the cost of in*depth career &uidance for e!p$o%ed adu$ts7
#uture &ha))enges As raised in 5ection - chan&es in business- de!o&raph% and socia$ attitudes #i$$ raise !ore funda!enta$ cha$$en&es for !ana&in& careers in or&anisations: Mana&in& !obi$it% as the &eo&raphica$ !oe!ent of #or) to peop$e and peop$e to #or) #i$$ increa inc rease" se" (he (he freer freer f$o# f$o# of peop$e peop$e intern internatio ationa$ na$$% $% and increas increasin& in& &$oba$ &$oba$isat isation ion of $ar&e $ar&e
co!panies #i$$ present indiidua$s and e!p$o%ers #ith ne# opportunities- but a$so !an% cha$$e cha $$en&e n&ess- especi especia$$% a$$% as $ar&e $ar&e or&ani or&anisat sation ionss reach reach for &$oba$ &$oba$ rather rather than than co$oni co$onia$ a$ career career !ode$s 9(ro!penaars- >HH<=" It see!s $i)e$% that or&anisationa$ careers #i$$ contain ar%in& periods of &eo&raphica$ !obi$it% rather than the 'a$$ or nothin&' !obi$it% co!!it!ents that or&anisations hae often as)ed for in the past" 2or)*$ife ba$ance is un$i)e$% to &o a#a% as a tension" In !an% or&anisations- it is possib$e to access !ore f$exib$e #or)in& patterns- but on$% if %ou sacrifice career a!bition" (ac)$in& the ti!e de!ands of senior ro$es is $on& oerdue 9od et a$"- ;;="(he careers of o$der peop$e see! $i)e$% to present both the bi&&est cha$$en&es and bi&&est opportunities 9Moc)$er- ;;=" (he unspo)en career dea$ for senior peop$e in !an% $ar&e or&anisations is that %ou #or) unreasonab$% hard- but &et out in %our ;s #ith a &ood pension- and then '&et a $ife'" 1e!o&raphics- s)i$$ shorta&es and the state of pension funds #i$$ see this dea$ d%in& a#a% for a$$ but the hi&hest*paid" Lar&e or&anisations hae a hu&e opportunit% to pace careers betterredesi&n jobs and offer f$exib$e #or)in& options to o$der #or)ers as a !eans of both retainin& and dee$opin& their s)i$$s" 1iersit% is the essentia$ cha$$en&e of the future" (his is not just in conentiona$ ter!s of a&e&ender &en der-- ethnic ethnicit% it%-- disabi$ disabi$it% it%-- socia$ socia$ bac)&r bac)&roun oundd- re$i&i re$i&ionon- sexua$ sexua$ orient orientatio ationn- etc" etc" (he #or)force #i$$ a$so be increasin&$% dierse in ter!s of educationa$ and career experiencesattitudes and aspirations" Ri&id career assu!ptions about #hat )inds of peop$e hae access to #hat t%pes of job and at #hat a&es are not sustainab$e" sustainab$e" An i!portant i!portant part of the response to these chan&es is around around dee$opin& dee$opin& !ore f$exib$e f$exib$e career and e!p$o%!en e!p$o%!entt opportuni opportunities" ties" E!p$o%ers #ou$d &ain enor!ous$% in ter!s of e!p$o%ee co!!it!ent and a$so retain scarce s)i$$s fro! !a)in& f$exib$e #or)in& arran&e!ents !ore #ide$% aai$ab$e" F$exibi$it% inc$udes ti!e and p$ace of #or) and a better #or)*$ife ba$ance 9e& f$exiti!e- #or)in& fro! ho!eannua$ ann ua$ hourshours- etc= etc= but a$so f$exib f$exibi$i i$it% t% in !obi$it !obi$it% %- the pace pace of career career pro&re pro&ressio ssion n and a$ternatie career paths"
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(his f$exib$e career !ana&e!ent is a$$ about continuous$% adjustin& the #or) that e!p$o%ees underta)e oer ti!e to !eet chan&in& business and indiidua$ needs" It is in !ar)ed contrast to the /s !uch*di !uch*discus scussed sed 'f$exib 'f$exib$e $e $abour $abour !ar)et !ar)et'' that that re$ies re$ies on hirin& hirin& and firin& firin& to resource chan&in& business needs" 5uch f$exibi$it% !a% be crucia$ in so!e circu!stances- but can a$so be an inefficient and $a% #a% of dep$o%in& the #or)force/s s)i$$s and ta$ents" If diersit% and f$exibi$it% are the require!ents of future careers- then the or&anisations that can rea$$% respond to the ar%in& needs of each e!p$o%ee oer ti!e #i$$ attract and retain the best peop$e- and a$so &et the best fro! the!" 4ositie career dee$op!ent #i$$ be about a bout this abi$it% to respond to #hat each indiidua$ can offer- and e!p$o%ee co!!it!ent #i$$ be the prie for or&anisations that rise to this cha$$en&e"
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LIMITATION$ O# CAREER MANAEMENT 1espite p$annin& the career- e!p$o%ees face certain career prob$e!s" (he% are: >"1ua$ Career Fa!i$ies:*2ith the increase in career orientation a!on& #o!en- nu!ber of fe!a$e e!p$o%ees is on increase" 2ith this- the dua$ career fa!i$ies hae a$so been on increase" Consequent$%- one one of those fa!i$% !e!bers !i&ht face the prob$e! of transfer" (his