Title: Career development looks at the longterm career effectiveness and success of organizational personne
1- Career development looks at the long-term
career effectiveness and success of
organizational personnel. A successful career
development program, in attempting to match
individual abilities and aspirations with the
needs of the organization, should develop people
for the long-term needs of the organization and
address the dynamic changes that will take place
over time.
2 Career development has been defined as the
interaction of psychological, sociological,
economic, physical and chance factors that shape
the sequence of jobs, occupations or careers that
a person may engage in throughout a lifetime.
- Career development is a major aspect of human
development. It includes ones entire life span
and concerns the whole person. Career
development involves a persons past, present and
future work roles. It is linked to a persons
self-concept, family life, and all aspects of
ones environmental and cultural conditions.
3Career Practices...
- 1. Selection and placement are crucial to
development. - 2. Lifelong learning depends on mobility.
- 3. Job assignments provide real time learning.
- 4. Mentoring, coaching and relationships are
integral to learning. - 5. People need information and support to
self-manage careers. - 6. Career moves should be valued.
- 7. Older workers need not be deadwood.
- Hall and Associates
4S.T.E.E.P. Impact on Career Development
- Sociological, e.g., women working outside the
home - Technological, e.g., development of powerful PCs
- Environmental, e.g., living in California
- Economic, e.g., significant growth of mutual
funds - Political, e.g., welfare reform act and states
emphasis
5- Employees and organizations alike engage in
essential career development activities to
improve the effectiveness of career development.
The amount of time spent and the degree of
importance placed on these activities together
enhance harmony between the employees and the
organization. This harmony is known as the area
of career development congruence.
6(No Transcript)
7Moving Up
Moving Across
Enlargement
Growing in Place
Relocation
Moving Down
8Organizational Career Development
INDIVIDUAL
INSTITUTIONAL
Career Management
Career Planning
9(No Transcript)
10- A. Career The sequence of a persons
work-related activities, behaviors and associated
attitudes, values and aspirations over the span
of ones life. - B. Organizational Career Development The
outcomes of the interaction between individual
career planning and institutional career
management processes. - C. Career Planning A deliberate process for
becoming aware of self, opportunities,
constraints, choices and consequences, for
identifying career-related goals, and for
programming of work, education and related
developmental experiences to provide the
direction timing and sequence of steps to attain
a specific career goal. - D. Career Management An ongoing process of
preparing, implementing and monitoring career
plans undertaken by the individual alone or in
concert with the organizations career system.
11- An organizational career development program
(as opposed to employee training) should have a
long term focus on increasing the organizations
effectiveness in managing its human resources.
Positive results accruing to a well-designed
career development program - Ensures needed talent will be available
- staff requirements identified
- employee identified to prepare for requirements
- Improve ability to attract and retain high talent
employees - cope with competition for needed talent
- reduce employee attrition
12- Ensure minorities and women get opportunities
- grown internal talent
- comply with affirmative action programs
- enhance cultural diversity
- Reduce employee frustration
- cope with downsizing, mergers, etc.
- increase morale (employability)
- Promote organizational Goodwill
13- Today many forces are encouraging
organization-sponsored career planning programs. - 1. Affirmative action programs.
- 2. Women, mid-career employees, and college
recruits are seeking career planning assistance. - 3. Highly talented candidates demand
organizations demonstrate that career
advancement opportunities exist. - 4. Corporate growth and development results in a
need for more qualified human resources. - 5. A competitive environment demands that top
companies/agencies support key personnel.
14Key Trends in Career Development Programming
- 1. Will return as company benefit
- 2. More extensive outplacement services
- 3. Development of Talent Alliance programs
- 4. Larger use of employee leasing programs
- 5. Convergence with general counseling (but now
stress, family problems and outgrowth of job) - 6. Limited RD, so limited empirical base
- 7. Increased use of inventories, aptitude tests,
surveys (will be controversial)
15- Organizational activities designed to enhance
career development include - (1) the establishment of a job posting
system, - (2) the development of mentoring activities,
- (3) the development of career resource
centers, - (4) the training of managers as career
counselors, - (5) the planning and implementing of career
development workshops, - (6) human resource planning and forecasting
- (7) utilizing performance appraisals, and
- (8) developing career pathing programs.
16Activities of the CD department
- Job posting systems (an open process)
- Employee request system (an emerging concept)
- Mentoring Systems
- a good mentor is open, perceptive, personable
- a good mentor has high status
- a good mentor is tolerant of disagreements,
different styles
17Activities of the CD department Contd.
- Career Resource Center
- educational and training info
- career planning
- personal growth activities
- job finding skills
- management/supervision
18A Five-Stage Approach to Career Development
19- The term career has been interpreted or defined
in various ways in the professional literature.
equating career with the sum of all life
experiences including education, work, leisure
activities, social and civic memberships and
responsibilities, and family membership. This
view holds that all life development is an aspect
of career.
20- According to Zenger (1981), the organization
maintains several fundamental responsibilities
regarding career development - 1. Agree that career pathing is a vital part of
the organization. - 2. Prepare career paths for employees.
- 3. Maintain an efficient, complete job posting
system. - 4. Train managers as career counselors.
- 5. Provide assessment testing.
- 6. Communicate the organizations philosophy.
- 7. Reward managers who develop people and
establish mentoring programs. - 8. Provide career workshops for employees to
explore career development issues. - 9. Establish a human resource forecasting
system. - 10. Develop an effective performance appraisal
process. - 11. Establish career resource centers.
21- Because of this vital relationship,
organizations tend to take two approaches when
establishing career development programs. They
employ career development specialists or
relinquish career development responsibilities
directly to managers and supervisors (Jones,
Kaye, Taylor, 1984). The latter alternative
appeals to many organizations because of its
simplicity and cost benefits. It can also be
argued that the supervisors impact on a workers
career is greater than any other organizational
factor.
22- In addition to job counseling, managers maintain
- eight different roles associated with career
development - 1. Communicator--one who promotes a two-way
exchange between him/herself and the employees. - 2. Appraiser--one who evaluates an employees
performance and provides feedback. - 3. Coach--one who gives instruction or skill
training. - 4. Mentor--one who serves as a sponsor to
facilitate an employees career growth. - 5. Advisor--one who directs and supports an
employees career growth. - 6. Broker--one who serves as an agent for the
employee. - 7. Advocate--one who intervenes on behalf of the
employee for benefits, promotions, and
elimination of obstacles. - 8. Referred Agent--one who identifies resources
to help an employee with a specific problem
(Leibowitz Schlossberg, 1986).
23Managers and supervisors...
- Benefit from having practical experience.
- Can make realistic appraisals of organizational
opportunities. - Can use information from past performance
evaluation to make realistic suggestions
concerning career planning. - Can evaluate external economic opportunities
pertaining to business - Have experienced similar career decisions and
can be empathetic toward the employee (Gilley
Moore, 1986).
24- In career development, the employee is
responsible for career planning and the
organization, more specifically the HRD
practitioner, is responsible for career
management. These two separate but related
processes combine to make up the organizational
career development process. Career planning is a
process of setting up employee career objectives
and developing activities that will achieve them.
Career management refers to specific human
resource activities, such as job placement,
performance appraisal, counseling, training, and
education.
25CAREER DEVELOPMENT WORKSHOPS AND SEMINARS
- A favored form of career development
enhancement is workshops and seminars designed to
encourage employees to take responsibilities for
their careers. Employees can reflect on their
present occupation in order to determine their
level of satisfaction.
Thus, workshops and seminars are excellent
vehicles for orienting employees to career/life
planning, a major component of career development.
26Prototype Career Workshop (Lawrence Livermore)
- Week 1--Orientation to career planning (4 hrs.)
- Week 2--Assessment of work values, personality
style, interests also training in career
decision making (16 hrs.) - Week 3--Individual interview--a structured
interview focusing on past achievement is
videotaped (1 hr) - Week 4--Mini seminars made up of small groups of
employees work to identify motivated
skills and effective work style (10 hrs.) - Week 5--Individual counseling session focuses on
developing and individual career development
plan (1 hr)
27Prototype Career Workshop (Lawrence Livermore)
(contd)
- Week 6--Individuals independently gather
information and work on career development
plan (varies) - Week 7--Each person presents the what, how, when,
and where of their career development plan to
other seminar participants (8 hrs.)
28Some HRD competencies in CD...
- Adult Learning and Development
- Career Development Theories
- Career Facilitation and Advising
- Electronic Systems Skills
- Job Design and Evaluation
- Training and Development Techniques
- Organizational and Management Understandings
- Project and Program Management
- Needs Assessment and Research
- Interpersonal and Group Skills
29Creating an Organization Career Development
Program
- 1. Start small and design a specific program in
response to particular institutional and
employee needs. Expand the program on a gradual
basis, identifying priorities and desired time
sequencing. - 2. Design the system to interface with other
ongoing personnel processes, such as performance
appraisal, human resource planning, and training
and development programs. - 3. Obtain top management support via policy,
physical presence, and budgetary provisions. - 4. Encourage line management ownership of
career development activities and utilize
personnel as third- party change agents. - 5. Establish indicators of programs
effectiveness and measure and communicate the
results.
30Creating an Organization Career Development
Program (Contd)
- 6. Promote voluntary employee participation in
the program. - 7. Provide a balance of individual and
organizational interventions.
8. Prepare and train employees and managers for
changes likely to occur as a result of system
implementation. 9. Be patient and provide time
for problem solving.