MANAGING CAREERS

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MANAGING CAREERS
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The Basics of Career Management

• Career
• The occupational positions a person has had over
  many years.
• Career management
• The process for enabling employees to better
  understand and develop their career skills and
  interests, and to use these skills and interests
  more effectively.
• Career development
• The lifelong series of activities that
  contribute to a persons career exploration,
  establishment, success, and fulfillment.

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The Basics of Career Management

• Career planning
• The deliberate process through which someone
  becomes aware of personal skills, interests,
  knowledge, motivations, and other
  characteristics and establishes action plans to
  attain specific goals.
• Careers today
• Careers are no simple progressions of employment
  in one or two firms with a single profession.
• Employees now want to exchange performance for
  training, learning, and development that keep
  them marketable.

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Traditional Versus Career Development Focus
HR Activity Traditional Focus Career Development Focus
Human resource planning Analyzes jobs, skills, taskspresent and future. Projects needs. Uses statistical data. Adds information about individual interests, preferences,.
Recruiting and placement Matching organizations needs with qualified individuals. Matches individual and jobs based on variables including employees career interests and aptitudes.
Training and development Provides opportunities for learning skills, information, and attitudes related to job. Provides career path information.Adds individual development plans.
Performance appraisal Rating and/or rewards. Adds development plans and individual goal setting.
Compensation and benefits Rewards for time, productivity, talent, and so on. Adds tuition reimbursement plans, compensation for non-job related activities
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Roles in Career Development
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The Individual

• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.

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The Manager

• Provide timely performance feedback.
• Provide developmental assignments.
• Participate in career development discussions.
• Support employee development plans.
• Give a realistic picture of the career
  opportunities available in the organization

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The Organization

• Develop policies to support in individual
  goals
• Provide training and development opportunities.
• Provide career information and career
  programs.
• Offer a variety of career options.
• Job posting- organized process that allows
  employees to apply for open positions within the
  organizations.
• Can conduct career counseling workshops
• To clearly publish the path to a particular post
• Job rotation

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Choosing a Mentor

• Choose an appropriate potential mentor.
• Dont be surprised if youre turned down.
• Be sure that the mentor understands what you
  expect in terms of time and advice.
• Have an agenda.
• Respect the mentors time.

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Managing Promotions in an organization

• Promotions and transfers are integral parts of
  most peoples careers.
• Promotions traditionally refer to advancements to
  positions of increased responsibility
• transfers are reassignments to similar positions
  in other parts of the firm

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• Most working people look forward to promotions,
  which usually mean more pay, responsibility, and
  (often) job satisfaction.
• For employers, promotions can provide
  opportunities to reward exceptional performance,
  and fill open position with tested and loyal
  employees.
• Yet the promotion process is not always a
  positive experience for either employee or
  employer.
• Unfairness, arbitrariness, or secrecy can
  diminish the effectiveness of the process for all
  concerned.

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Bases for promotions

• Seniority or Competence-
• promotion based on competence is the superior
  motivator.
• Competence is the bases in Private sector
• In the advancement of employees to higher paid
  jobs when ability, merit, and capacity are equal,
  employees with the highest seniority will be
  given preference.
• Public Organization still stress seniority
  rather than competence
• Most employers use prior performance as a guide
  for measuring competence
• Many take tests and interview

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• Formal or informal
• Are their any set parameters or guidelines or
  policy of Promotion or is it informal by the
  Boss.
• Gives rise to flattery autocracy
• Promotion policy should also contain alternatives
  to promotion when deserving candidates are not
  promoted due to lack of vacancies at higher
  level. These alternatives include up gradation,
  re- designation, sanctioning of higher pay or
  increments or allowances assigning new and varied
  responsibilities to the employee by enriching the
  job or enlarging job.

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Managing Transfers

• Employees reasons for desiring transfers
• Personal enrichment and growth
• More interesting jobs
• Greater convenience (better hours, location)
• Greater advancement possibilities

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• Employers reasons for transferring employees
• To vacate a position where an employee is no
  longer needed.
• To fill a position where an employee is needed.
• To find a better fit for an employee within the
  firm.
• To boost productivity by consolidating positions.

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Managing Diversity

• Take career of minority seriously
• Improve mentoring for minority
• Bring in flexible schedule
• Change the overall policy in order to ensure
  diversity

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Linda Noonan, an auditor with Deloitte Touche
left to join a smaller accounting firm after
trying to balance a 70 hour workweek with her
responsibilities as a new mother. Her situation
also illustrates what a employers can do to
resolve such work family conflicts. When Deloitte
instituted a new flexible work schedule, Nooman
went back to work there. She signed an agreement
to work 80 of the hours normally expected of her
position. She also arranged to work more hours
from January to March (when the workload is
heaviest) and to take more time off the rest of
the year to spend with her two daughters.
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Career Management and Employee Commitment

• The New Psychological Contract
• Old contract Do your best and be loyal to us,
  and well take care of your career.
• New contract Do your best for us and be loyal
  to us for as long as youre here, and well
  provide you with the developmental opportunities
  youll need to move on and have a successful
  career.

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Retirement

• Retirement
• The point at which one gives up ones work,
  usually between the ages of 60 and 65.
• Preretirement practices
• Explanation of Social Security benefits
• Leisure time counseling
• Financial and investment counseling
• Health counseling
• Psychological counseling
• Counseling for second careers
• Counseling for second careers inside the company

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Stages in career
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Stage Age Characteristic Motivated by
Exploration stage- 20-30 Unsure of the surroundings Support, constant feedback and appreciation, encouragement, job enlargement, fringe benefits
Establishment stage 30-40 Focus is now on achieving Promotion and salary
Maintenance stage 40-50 Focus is on maintaining the current status Leadership position, mentor ship
Disengagement stage 50-60 Preparing for retirement, complacent Difficult to motivate
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Examples of Occupations that Typify Each
Occupational Theme
Realistic Investigative Artistic Social Enterprising Conventional
Engineers Carpenters Physicians Psychologists Research andDevelopmentManagers AdvertisingExecutives PublicRelationsExecutives Auto SalesDealers School Administrators A Wide Range of Managerial Occupations, including Military Officers Chamber ofCommerce Executives Investment Managers Lawyers Accountants Bankers CreditManagers