PEOPLE RESOURCING

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PEOPLE RESOURCING

• CAREER PLANNING AND MANAGEMENT
• Norma Heaton October 2006

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Career planning and management session
objectives

• To review a range of theories on career
• To understand the changing context for career
  planning and management
• To examine emerging trends in HR careers
• To consider the implications of career management
  for HR practices

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What is a career?

• Career can be defined as the sequence of jobs
  that a person has during his or her working life
  (CIPD, 2004)
• Careers can be examined from psychological and
  sociological perspectives and from individual and
  organisational points of view
• The ways in which the relationship is managed,
  so that both individual and organisations and
  aspirations can be realised, is a fundamental
  issue within HRM (Cohen, 2001)

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Career management

• Career management aims to find an optimal, rather
  than a perfect, fit, between the organisations
  and the individuals perspective

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Reconciling organisational and individual
perspectives
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Understanding career external and internal
theories

• Sociological approaches see career as something
  organisationally based, planned and progressive
• Literature explores occupational paths, labour
  markets
• Based on the notion of career as objective
• Career development theorists (eg Super) have
  studied
• personality traits and occupational choice
• the ways in which careers develop over the span
  of an individuals life

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Career stages

• Exploration
• Developing ideas, entering occupation
• Establishment
• Settling in, making oneself secure
• Maintenance
• Retaining position, finding new ways to approach
  tasks
• Disengagement
• Reducing workload, planning for retirement,
  retirement
• Ref Super 1985 (cited Cohen, 2001 and Baruch,
  2004)

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Career forms (Kanter 1989)

• Bureaucratic careers
• Growth is equated with promotion up the hierarchy
• Professional careers
• Growth means the opportunity to take on more
  rewarding assignments
• Entrepreneurial careers
• Growth occurs through the creation of new value
  or new capacity

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Your career

• Draw a timeline for your own career in whatever
  form you think appropriate
• List the factor that have influenced your career
  choices and career changes
• Identify the factors that brought/encouraged you
  into HR

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Careers changing contexts

• Increased female participation
• Aging labour force
• Increase in part-time and temporary work
• Organisational changes delayering and
  downsizing
• The boundaryless organisation which breaks down
• Vertical barriers
• Horizontal barriers
• External barriers
• Geographical barriers

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The boundaryless career

• Opportunities for lateral, cross functional moves
• Frequent job changes and temporary moves
• Shift from a relational contract
• relational contract implies an ongoing
  relationship between employer and individual
• locus of responsibility on employer
• Shift to a transactional contract
• Implies a monetary exchange for specific tasks
  delivered
• locus of responsibility on individual

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Traditional v transformed deals (Baruch 2004)
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Traditional v transformed deals ctd
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New careers?

• High inter-firm mobility
• High inter-functional mobility
• Horizontal as well as vertical moves
• Individuals identify with profession or industry
  rather than organisation
• Individuals take initiatives to accumulate
  marketable skills
• Employers see responsibility as providing
  opportunities for continuous learning

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The changing context for HR

• HR, a predominantly female profession
• Thomson et al (2001) found HR careers changing
  towards a market driven focus
• Survey of 500 HRD practitioners
• Only 1/3 organisations provided a planned career
  structure
• Traditional pyramid structure giving way to a
  3 legged design based on business partnering

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Traditional Personnel/HR career structure
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New model for HR? (Tamkin et al, 2006)

• Corporate HR
• ?
• ?
• Centres of expertise/ Strategic/business
• excellence ?-----------------------? partn
  er
• ?
• Shared service
• (in-house or outsourced)

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Evidence on HR careers

• CIPD (2005) survey of HR careers noted
• Shared service centres/call centres a
  significant barrier to career progression
• Moving between organisations seen as important in
  progressing a career in HR
• Staying in one organisation perceived as a career
  barrier

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Changes in HR

• How might the new model for HR impact on the
  careers of HR practitioners?
• Have you seen or experienced the changes
  identified above?

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Is there a business case for career management?

• CIPD (2004) argues that career management
  contributes to effective individual and
  organisational performance by
• Developing the widest pool of talent
• Reconciling individual and organisational
  objectives
• Engaging employees with their work
• Accommodating and supporting employees
  obligations to their home lives

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Career management practices (Baruch)
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Career management components

• CIPD (2004) propose five components of career
  management
• Career planning and support activities
• Career information and advice
• Developmental assignments
• Internal job markets and posting systems
• Initiatives aimed at specific populations

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Career planning and support activities

• Setting objectives through PDPs
• Formal appraisal
• Informal appraisal and developmental feedback
• Informal career support
• Developmental programmes

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Career information, advice and counselling

• Career counselling by trained individuals
• Career workshops or courses
• Career coaching
• Career information on the internet

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Developmental assignments

• External secondments
• Managed career break schemes
• Internal secondments, project assignments
• International assignments

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Internal job markets and posting systems

• Internal job market
• Online job posting or vacancy boards
• Web-based systems for cvs and applications

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Initiatives aimed at specific populations

• High-potential development schemes
• Succession planning
• Graduate entry schemes
• Development or assessment centres
• Managed career moves

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Effectiveness of career management interventions

• Lack of consensus on impact
• Evidence that internal advertising, mentoring and
  career path information are increasingly common
• Suggested benefits are increased commitment and
  satisfaction, strategic development of staff,
  socialisation of employees into the organisation

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Effectiveness ctd

• Cohen (2006) reports that
• Career management interventions are most likely
  to have impact where there is openness and trust
• Goals of career management must be clear and
  explicit
• Management should be appraised on how they carry
  out career interventions
• Career management interventions should be
  available to all

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Questions to consider

• What changes are taking place in HR careers?
• How might outsourcing affect HR careers?
• What career management practices are appropriate
  in todays organisations?

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References and further reading

• Arnold,J (1997) Managing careers into the 21st
  century. London Chapman
• Baruch, Y. (2003) Managing careers theory and
  practice. London FT/Prentice Hall
• Boxall,P. and Purcell,J. (2003) Strategy and
  human resource management. London Palgrave
• CIPD (2004) Career management a CIPD guide.
  London CIPD
• CIPD (2005a) Career discussions at work
  practical tips for HR, managers and employees.
  LondonCIPD

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References ctd

• CIPD (2005b) HR Where is your career headed?.
  London CIPD
• Cohen,L. and El-Sawad,A (2006) Careers in
  T.Redman and A.Wilkinson (eds) Contemporary Human
  Resource Management.London Prentice Hall
• Guest,D. and King,Z. (2005) Management
  development and career development in S. Bach
  (ed) Managing Human Resources. OxfordBlackwell
• Tamkin,P., Reilly,P. and Hirsh,W. (2006)
  Managing and developing HR careers. London
  CIPD

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References ctd

• Thomson,A. et al (2001) Changing Patterns of
  Management Development. Oxford Blackwell
• Torrington,D., Hall,L. and Taylor,S. (2005)
  Career development in Human Resource
  Management. FT/Prentice Hall