Career planning and management
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  • In the 1970s, most organizations instituted career development programs to help meet organizational needs rather than to meet employees’ needs. Today, career development usually involves meeting employee and employer needs. This image shows how organizational and individual career needs can be linked to create a successful career development program.
  • Meeting the requirements necessary to move up in an organization can require a great deal of growth and self-improvement. The development phase, which involves taking actions to create and increase skills to prepare for future job opportunities, is meant to foster this growth and self-improvement. Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support. Employee coaching consists of ongoing, sometimes spontaneous, meetings between manages and their employees to discuss the employee’s career goals and development. Job rotation involves assigning employees to various jobs so that they acquire a wider base of skills. Organizations offer tuition assistance programs to support their employees’ education and development.
  • Effective career development is beneficial for an organization and its employees. These next two illustrations highlight steps that can be taken to help make career development an organizational priority.
  • When an employer does not routinely offer development programs, it is essential that employees work out their own development plan. Employees who neglect to do this risk stagnation and obsolescence. Planning for your career should include a consideration of how you can demonstrate that you make a difference to the organization. Shown here are key suggestions for fostering an employee’s self-development.
  • Student answers will vary to these questions.

Career planning and management Career planning and management Presentation Transcript

  • Career Planning and Management 9
  • This chapter will help you-
    • Understand basic terms in career management
    • Value of effective career development
    • Stages in one’s career
    • Career development techniques
  • 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 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.
  • Career Path
    • Possible directions
    • and career
    • opportunities,
    • steps and timetable…
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D.
  • Career Development
    • An ongoing, formalized
    • effort that focuses on
    • developing enriched
    • and more capable workers.
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D.
  • Career Anchors
    • Career anchors are distinct patterns of self-perceived talents, attitudes, motives and values that guide an stabilize a person’s career after several years of real world experience and feedback.
    • Managerial competence
    • Technical competence
    • Security
    • Creativity
    • Autonomy
    • Dedication to a cause
    • Pure Challenge
    • Life-style
  • Balancing Individual and Organizational Needs Copyright © 2004 South-Western. All rights reserved. Figure 7. 2
  •  
  • Value of effective career development
    • Ensures talent will be available when needed
    • Assisting in attracting and retaining personnel
    • Ensuring growth opportunities for all
    • Reduces employee frustration
  • Roles in C
    • 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.
    • The Manager
      • • Provide timely performance feedback.
      • • Provide developmental assignments and support.
      • • Participate in career development discussions.
      • • Support employee development plans.
    • The Organization
      • • Communicate mission, policies, and procedures.
      • • Provide training and development opportunities.
      • • Provide career information and career programs.
      • • Offer a variety of career options.
    Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56. Roles in career development
  • Stages in a Career Performance Age exploration high low establishment mid career decline late career 25 30 70 50 ? ?
  • © 2004 by Prentice Hall Terrie Nolinske, Ph.D. Stage 5: Late Career (ages 55–retirement): Remain productive in work, maintain self-esteem, prepare for effective retirement. Stage 4: Mid career (ages 40–55): Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive. Stage 3: Early Career (ages 25–40): Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals. Stage 2: Organizational Entry / Establishment (ages 18–25): Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information. Stage 1: Preparation for Work/Exploration (ages 0–25): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education. Stage 6: Decline (retirement): Out of limelight and have to give a major component of identity, few responsibilities and life less structured Career Stages
  • Career Development techniques
    • Challenging initial jobs
    • Disseminating of career option information –
      • Understanding career option
      • Job postings
      • Assessment centers
      • Career counseling
    • Career development workshops
    • Continuing education and training
    • Periodic job changes
    • Sabbaticals
  • Career Development Organizational Priority
    • Communicate commitment to career development
    • Make career development a priority for all
    • Provide appropriate training
    • Make development a collaborative effort
    • Review personal career goals (quarterly) and progress towards achievement
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D.
  • Career Development Organizational Priority (cont’d)
    • Add written examples and comments to performance appraisals
    • Provide support to managers so they can support their staff
    • Encourage employees to attend continuing education
    • Encourage managers to develop collaborative relationships with staff
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D.
  • Suggestions for Self-Development
    • Create your own mission statement.
    • Take responsibility for your own growth.
    • Make enhancement your priority, not advancement.
    • Talk to people in positions to which you aspire; get suggestions on how to proceed.
    • Make investment in yourself a priority.
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D.
    • Does what you’re doing at work match
    • your values?
    • What work do you find meaningful?
    • How does your organization treat you?
    • Does your manager support career
    • growth?
    • Are you satisfied with your quality of
      • life?
    © 2004 by Prentice Hall Terrie Nolinske, Ph.D. Career Self Assessment