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Career & Talent Management


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Short presentation on the range, purpose & techniques …

Short presentation on the range, purpose & techniques
career management and guidance
the workplace

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  • “ The growth of such systems has been strongly encouraged by the voluntary Investors in People programme, in which employers can be kitemarked if they meet certain specifications – including opportunities for development reviews” (Tony Watts, 1998)
  • Handouts: Eli Lilly Case Study & NBP examples, Career Planning Sheet
  • Refer to CIPD 2009 survey key findings re-uptake of activities
  • “ All of us do not have equal talents, but all of us should have an equal opportunity to develop our talents.” ( John F. Kennedy )
  • Transcript

    • 1. The Range, Purpose & Techniques forCareer Management and Guidance in the Workplace Presentation by Ann Sullivan Saturday 5th December 2009
    • 2. Career v Career Management?Lifelong, self-monitored process of career planning thatinvolves choosing and setting personal goals, and formulatingstrategies for achieving them.(Business“Can be defined as the sequence of jobs that a person hasduring his or her working life”(King, Z 2004 Career Management, CIPD)Handling different aspects of a career activity successfully,usually in the form of meeting pre-established activityobjectives. Career management usually refers tomaintenance of all aspects of the career planning anddevelopment processes.(“We need to redefine it as the individual’s lifelongprogression in learning and in work.”(Tony Watts, 1998 Reshaping Career Development for the 21st century)“An individuals "course or progress through life (or a distinctportion of life)“(Oxford English Dictionary)“A blend of formal and informal activities that should bepursued throughout one’s working life”(Greenhaus, JH & Callanan, C (1994) Career Manaagement)
    • 3. What is Career Management in the Workplace? Balancing the individual & organisational perspective Employee Employer There is a clear business case for career management ‘developing resources from within is critical for future growth and sustained competitive advantage’ (CIPD – Career Management 2004, p10)
    • 4. The Wider Context of Career Management EconomicTechnological Career Political Management Socio- Cultural
    • 5. Effective Career Management Senior Management Commitment Line ManagersMore investment Activities aligned taking career in knowledge, with real management skills & tools business needs seriously EFFECTIVE CAREER MANAGEMENT
    • 6. The Components of Career ManagementThe range of practices, processes and techniques that arepart of the wider ‘people management’ strategy andwhich can be used to balance the career priorities andaims of individual employees with those of theorganisation. Adapted from CIPD’s ‘Managing Employee Careers’ Survey (2003)
    • 7. Career Planning & Support• Induction – Personal Development Plans• Appraisal• Regular developmental reviews with line manager• Mentor Support• Career discussions• Career resources hip 3-w To guide & ers ay support the rtn pa individual to take Career rtn pa responsibility for Management ers their own ay 3-w hip development
    • 8. Career Information, Advice & Guidance• In house career information/advice – drop in centre,one to one, electronic resources• Career counselling or coaching• Career workshops/courses Pros & Cons• often only used in crisis situations eg restructuring,pre-retirement• employees may develop unrealistic aspirations /expectations or decide they want to leave• individuals encouraged to take responsibility for theirdevelopment & to consider a broader range ofopportunities in the organisation• IAG can be both formal & informal
    • 9. Internal Job Markets & Job Posting Systems • Internal job market • Online job posting or vacancy boards • Use of web-based systems Pros Self development culture Savings in recruitment costs Cons Equal ops Challenges Good candidates may not apply
    • 10. Development Activities & Programmes Higher level types of developmental activities/programmesBuild capability & maximise individual’s potential in line with business needs Supports the organisation to aspire to greater success & strategically enhances the L&D functionKey Activities• Secondments• Work Shadowing/Placement• Industrial Updating• Coaching• Mentoring• Knowledge transfer/sharing best practice initiatives Managers play a key role!
    • 11. Initiatives Aimed at Specific Groups• High-potential development schemes – “Hipos”• Succession planning• Graduate entry schemes• Development or assessment centres• Career moves managed by the organisation
    • 12. Evaluating & Implementing Changes toCareer Management Activities/Programme HOLISTIC“Human capital.... reflects a view of people as value creatingassets rather than primarily as costs.”“Organisations of all kinds exist only to provide value fortheir stakeholders. It is people and their capability that isthe foundation stone of the value chain. Nothing can be morestrategic than maximizing the capability of people.”(Mayo, A 2004 Creatiing A Learning & Development Strategy) PRACTICAL“There has been very little research done to sufficientlyinvestigate the impact of career management practices, inspite of the evidence that these practices are capable ofmaking a positive contribution.”(Jacowski,T 2007 Career Management Defined)Monitoring & Evaluation• Organisational perspective• Individual perspective• HR/L&D perspective
    • 13. Career Management v Talent Management Career Management • Ideally ‘holistic,’ all embracing and a key component of the HR strategy Talent Management • Depends on the perception of ‘talent’ • Tends to have a narrower focus than career management & is just one aspect of HR strategy • A talent management strategy is more often focused on particular groups of staff and specifics such as succession planning and potential high flyers, talent pools The Future.... A forward thinking approach may be to focus on the knowledge, skills & ‘talents’ of the whole organisation to develop the widest possible pool of talent “Releasing talent for business benefit requires organisations to understand individuals in their totality as much as it requires identifying potential successors for business critical roles” (Mce J, 2008 Talent Management: What Does It Really Mean?)
    • 14. Become the CEO of Your Career!“Nothing can ever replace the commitment of the individual to the career management process” Greenhaus, JH & Callanan, C (1994) Career Manaagement (p387)