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Chp 7 career dev & plg.
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Chp 7 career dev & plg.

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  • 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.
  • Transcript

    • 1. Chapter 7 CAREER DEVELOPMENT AND PLANNING
    • 2. •Introduction •Business environment competitive and complex •Ambiguity and uncertainty- career dev •Career growth crossed boundaries •Needs of the individuals are changing •Restructuring, down sizing, lay offs etc •Need for employability of individuals. Career Development and Planning
    • 3. Definition •Career is a sequence of positions occupied by persons during the course of his life •Career Vs Job •Importance of career planning •Increasing educational levels/slow economic growth and reduced opportunities for advancement •Occupational aspirations •Concern for personal life planning and quality of work life
    • 4. Career Planning •Is a deliberate attempt by an individual to become aware of his skills, interests, values, opportunities, choices and consequences •Career planning is also done by the organizations •Identifying career related goals and establishing plans •Concern of the organizations is to identify and relate the needs of the employees •Multi-skilling and cross functional experiences have become necessary •Need to plan career smoothly, calculated and progressively
    • 5. CP – Individual perspective •Choosing a field of employment •Regard every position and job with value and potential •Be prepared for lateral moves or shifts jobs if they are providing opportunity for career growth •Assess your current performances and obtain feedback from top management •Become sensitive to the stage of diminished utility •Assess indicators of job change
    • 6. Planning your exit Other indicators of job: •Career advancement is blocked, organization is poorly managed, company is loosing its market share, reward structure does not suit us etc. •Organize your exit •Establish networking relationships •Leave with good terms and not in questioning situations •Do not leave a job until you find another one
    • 7. CP-Organizational perspective •Provide opportunities and tools to enhance their skills •Create a supporting environment for learning and development •Provide opportunities for self assessment and training •Managers may also act as coaches and mentors to assist employees •Use reward systems that support organizational career development strategy •Make sure that career programs are integrated with other HR programs
    • 8. Theories of Career development •Super’s theory of career development •Roe’s theory of Career choice •Ginzberg’s theory of career choice •Crite’s model of career maturity
    • 9. Super’s Theory • 5 stages – childhood growth (up to the age of 14) – search and inquiry (up to the age of 25) – establishment (up to age 45) – continuity or maintenance (up to age 56) – decline or disengagement • age  career stage • age  social roles: child, student, leisure seeker, citizen, worker, home-maker
    • 10. Career Stage • Super, Savickas and Super (1996) give the description of Super’s stages (1) – growth stage dealing with the tasks associated with becoming concerned about the future, increasing control over one’s own life, committing to school and work, acquiring competent work habits and attitudes – exploration stage encounter crystallizing, specifying and implementing occupational choice
    • 11. Career Stage • Super, Savickas and Super (1996) give the description of Super’s stages (2) – establishment stage beginning of one’s career; the tasks are stabilizing, consolidating and advancing in one’s occupational position – maintenance stage concerned with issue of middle crisis; the tasks of holding on , keeping up and innovating. (career plateau) – disengagement stage phasing out and retirement
    • 12. Stages in Career development In our study, we focus on professional life with specific stages of • exploration • establishment • Mid career • Late career • Decline
    • 13. 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 High Low P E R F O R M A N C E ? ? Exploration Establishment Mid-Career DeclineLate Career AGE STAGES IN CAREER DEVELOPMENT
    • 14. Career development system Career development system integrates individual career planning and organizational career management activities involving employees management and organization
    • 15. Career Development Development Phase • Mentoring • Role modeling • Coaching • Job Rotation • Tuition Assistance
    • 16. Career Development - Issues •Positive relationship between first job and later career success •Managing employees in mid career •Managing dual career jobs •Managing VRS employees •Career dev in down sized organizations
    • 17. Suggestions for Effective Organizational Career Development • Challenging Initial jobs • Dissemination of Career Option Information • Job Postings • Assessment Centres • Career Counseling • Career Development Workshops • Periodic Job changes • Sabbaticals
    • 18. Career development system Career development system integrates individual career planning and organizational career management activities involving employees management and organization •Entry level •Individual – developing the career •Org- socialization and induction programs •Providing mentors •Culture carriers •Behavioral modifications
    • 19. Career Development - Issues •Positive relationship between first job and later career success •Managing employees in mid career •Managing dual career jobs •Managing VRS employees •Career dev in down sized organizations
    • 20. Career Success •Linking of HR programs and career programs •Competency development programs •Management development programs •Expertise and position •Generalist and specialist

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