This is the first chapter of Career Management course that I taught in Bangladesh University of Professionals in Jan-June 2020 semester.

1. Course: Career Management
Introduction to Career
Management
By
Prof. Nazrul Islam, PhD
Canadian University of Bangladesh
Management
7-1Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

2. After studying this chapter,After studying this chapter,
you should be able to learn:you should be able to learn:
After studying this chapter,After studying this chapter,
you should be able to learn:you should be able to learn:
1. What is Career Management?
2. Basics of Career Management
3. Career Management and Career Motivation
4. Traditional Vs Career Development Focus
5. Matching Individual and Organizational Needs
1. What is Career Management?
2. Basics of Career Management
3. Career Management and Career Motivation
4. Traditional Vs Career Development Focus
5. Matching Individual and Organizational Needs5. Matching Individual and Organizational Needs
6. Roles in Career Development
7. Organizational Vs Individual Perspective of Career MGT
8. Creating Favorable Conditions for Career Development
9. Choosing a Mentor
10. The Employer’s Role in Career Development
5. Matching Individual and Organizational Needs
6. Roles in Career Development
7. Organizational Vs Individual Perspective of Career MGT
8. Creating Favorable Conditions for Career Development
9. Choosing a Mentor
10. The Employer’s Role in Career Development
7-2Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

3. What Is Career Management?
•• Career managementCareer management is the process through
which employees:
–Become aware of their own interests, values,
strengths, and weaknessesstrengths, and weaknesses
–Obtain information about job opportunities
within the company
–Identify career goals
–Establish action plans to achieve career goals
7-3Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

4. 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,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
person’s career exploration, establishment, success, and
fulfillment.
7-4Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

5. • 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
Basics of Career Management, Contd.,
• 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.
7-5Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

6. Traditional Career Vs. Protean
Career
• Traditional Career
– Sequence of positions held within an occupation
– Context of mobility is within an organization
– Characteristic of the employee– Characteristic of the employee
• Protean Career
– Frequently changing based on changes in the person and
changes in the work environment
– Employees take major responsibility for managing their
careers
– Based on self-direction with the goal of psychological
success in one’s work
7-6Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

7. Comparison of Traditional Career
and Protean Career
DimensionDimension Traditional CareerTraditional Career Protean CareerProtean Career
Goal Promotions
Salary increase
Psychological success
Psychological contract Security for commitment Employability for flexibility
Mobility Vertical LateralMobility Vertical Lateral
Responsibility for
Management
Company Employee
Pattern Linear and expert Spiral and transitory
Expertise Know how Learn how
Development Heavy reliance on formal
training
Greater reliance on relationships
and job experiences

8. Millennium
(0 to early 20s)
Generation X
(mid-20s to
early 40s)
Different generations of employees have
different career needs and interests
early 40s)
Baby Boomers
(mid-40s to
mid-50s)
Traditionalists
(late 50s to
early 80s)
7-8Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

9. Career Paths
• Lines of advancement in an
occupational field within an
organization.
Basics of Career Management, Contd.,
7-9Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

10. Career Plateau
• Situation in which for
either organizational or
personal reasons the
probability of moving up
Basics of Career Management, Contd.,
probability of moving up
the career ladder is low.
7-10Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

11. Promotion
• Change of assignment
to a job at a higher level
in the organization.
Basics of Career Management, Contd.,
7-11Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

12. Transfer
• Placement of an
individual in another
job for which the duties,
responsibilities, status,
Basics of Career Management, Contd.,
responsibilities, status,
and remuneration are
approximately equal to
those of the previous
job.
7-12Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

13. Career Counseling
• Process of discussing
with employees their
current job activities and
Basics of Career Management, Contd.,
current job activities and
performance, their
personal job and career
goals, their personal
skills, and suitable career
development objectives.
7-13Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

14. • Retirement
– The point at which one gives up one’s work, usually
between the ages of 60 and 65.
• Preretirement practices
– Explanation of Social Security benefits
Basics of Career Management, Contd.,
10–14
– Leisure time counseling
– Financial and investment counseling
– Health counseling
– Psychological counseling
– Counseling for second careers
– Counseling for second careers inside the company
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

15. Career Management and Career
Motivation
•• Career motivationCareer motivation refers to:
–Employees’ energy to invest in their careers
–Their awareness of the direction they want their
careers to take
–The ability to maintain energy and direction
despite barriers they may encounter
• Career motivation has three aspects:
–Career resilience
–Career insight
–Career identity
7-15Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

16. Career Management and Career
Motivation, Contd.,
•• Career resilienceCareer resilience –– the extent to whichthe extent to which
employees are able to cope with problemsemployees are able to cope with problems
that affect their workthat affect their work
• Career insight involves:
–how much employees know about their–how much employees know about their
interests, skill strengths, and weaknesses
–the awareness of how these perceptions relate to
their career goals
• Career identity – the degree to which
employees define their personal values
according to their work
7-16Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

17. The Value of Career Motivation
Components of Career Motivation
Career Resilience
Company ValueCompany Value
• Innovation
• Employees adapting to unexpected changes• Employees adapting to unexpected changes
• Commitment to company
• Pride in work
Employee ValueEmployee Value
• Be aware of skill strengths and weaknesses
• Participate in learning activities
• Cope with less than ideal working conditions
• Avoid skill obsolescence
Career Insight
Career Identity
7-17Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

18. 7-18Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

19. 7-19Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

20. 7-20Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

21. 7-21Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

22. Employee Career
Development Plan
7-22Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

23. Career Development Program
Who is Responsible?
EmployeeOrganization
?
Partnership
7-23Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

24. MATCHING INDIVIDUAL
AND
ORGANIZATIONAL NEEDS
Career Development Program
ORGANIZATIONAL
NEEDS
• Staffing
• Development
• Leveling off
• Re-staffing
INDIVIDUAL NEEDS
• Making career/job choice
• Making contributions
• Fitting into organization
• Using experience
7-24Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

25. 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
Roles in Career
Development
• 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.
Development
Source: Fred L. Otte and Peggy G. Hutcheson, Helping
Employees Manage Careers (Upper Saddle River, NJ:
Prentice Hall, 1992), p. 56.
7-25Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

26. Creating Favorable Conditions for Career
Development
• Management Participation
– Provide top management support
– Provide collaboration between line
managers and HR managers
– Train managerial personnel– Train managerial personnel
• Setting Goals
– Plan human resources strategy
• Changing HR Policies
– Provide for job rotation
– Provide outplacement service
• Announcing Program
– Explain its philosophy
7-26Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

27. Specific Career Development Activities
• Career Counseling
• Career Pathing
• Inventory Skills
• Transfers
• Training
• Job Posting
• Promoting
• Lateral Development• Transfers • Lateral Development
7-27Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

28. Employer’s Role in Career
Development
1. Realistic job previews
2. Challenging first jobs
3. Career-oriented appraisals
10–28
4. Job rotation
5. Mentoring
6. Networking and interactions
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

29. Choosing a Mentor
• Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you• Be sure that the mentor understands what you
expect in terms of time and advice.
• Have an agenda.
• Respect the mentor’s time.
7-29Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

30. Mentors
• Executives who coach,
advise, and encourage
individuals of lesser rank.
7-30Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

31. Mentoring
WHO
• Senior Managers
• Peer Groups• Peer Groups
• Role Models
HOW
►Advise
► Coach
► Encourage
7-31Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

32. Why Develop a Mentoring Program?
• Generate Management Visibility
• Build Bridges Between Management and Employees
• Create Culture Awareness
• Increase Networking
• Foster People-Developers
7-32Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

33. Mentoring Functions
Inside an Organization
• Sponsorship
• Exposure and visibility
• Coaching
Outside Environment
• Role modeling
• Acceptance
• Counseling/Advising• Coaching
• Protection
• Challenging assignments
• Advocate Internally
• Counseling/Advising
• Friendship
7-33Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

34. Mentoring Functions, Contd.,
• Functions concerned with
the career advancement and
psychological aspects the
person being mentored.
7-34Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

35. • Functions concerned with the
career advancement and
psychological aspects the person
being mentored.
Mentoring Functions, Contd.,
7-35Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

36. Managing Promotions
• Making promotion decisions
– Decision 1: Is Seniority or Competence the Rule?
– Decision 2: How Should We Measure
Competence?
10–36
Competence?
– Decision 3: Is the Process Formal or Informal?
– Decision 4: Vertical, Horizontal, or Other?
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

37. Managing Transfers
• Employees’ reasons for desiring transfers
– Personal enrichment and growth
– More interesting jobs
– Greater convenience (better hours, location)
– Greater advancement possibilities
10–37
• 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.
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

38. Enhancing Diversity Through Career
Management
• Sources of bias and discrimination in promotion
decisions
– Having few people of color employed in the hiring
department
– The “old-boy network” of informal friendships
10–38
– The “old-boy network” of informal friendships
– A lack of women mentors
– A lack of high-visibility assignments and developmental
experiences (glass ceiling)
– A lack of company role models for members of the same
racial or ethnic group
– Inflexible organizations and career tracks
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

39. Shared Responsibility:
Roles in Career Management
Employees
Manager Company
HR Manager
7-39Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

40. Employees’ Role in Career
Management
• Take the initiative to ask for feedback from
managers and peers regarding their skill
strengths and weaknesses
• Identify their stage of career development• Identify their stage of career development
and development needs
• Seek challenges by gaining exposure to a
range of learning opportunities
• Interact with employees from different work
groups inside and outside the company
• Create visibility through good performance7-40Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

41. Managers’ Role in Career Management
Roles Responsibilities
Coach Probe problems, interests, values, needs
Listen
Clarify concerns
Define concerns
Appraiser Give feedback
Clarify company standardsClarify company standards
Clarify job responsibilities
Clarify company needs
Advisor Generate options, experiences, and relationships
Assist in goal setting
Provide recommendations
Referral agent Link to career management resources
Follow up on career management plan

42. HR Manager’s Role in Career
Management
• Provide information or advice about
training and development opportunities
• Provide specialized services such as testing• Provide specialized services such as testing
to determine employees’ values, interests,
and skills
• Help prepare employees for job searches
• Offer counseling on career-related problems
7-42Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

43. Company’s Role in Career Management
• Companies are responsible for providing
employees with the resources needed to be
successful in career planning:
– Career workshops– Career workshops
– Information on career and job opportunities
– Career planning workbooks
– Career counseling
– Career paths
7-43Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

44. Evaluating Career Management Systems
• Career management systems need to be evaluated to ensure
that they are meeting the needs of employees and the
business
• Two types of outcomes can be used to evaluate:
– Reactions of the customers (employees and managers)
who use the career management systemwho use the career management system
– Results of the career management system
• Evaluation of a career management system should be
based on its objectives
7-44Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

45. Career Management and Employee
Commitment
• The “New Psychological Contract”
– Old contract: “Do your best and be loyal to us, and
we’ll take care of your career.”
– New contract: “Do your best for us and be loyal to us
10–45
– New contract: “Do your best for us and be loyal to us
for as long as you’re here, and we’ll provide you with
the developmental opportunities you’ll need to move on
and have a successful career.”
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

46. Career Management and Employee
Commitment, Contd.,
• Commitment-oriented career development
efforts
– Career development programs
• Career workshops that use vocational guidance tools
(including a computerized skills assessment
10–46
(including a computerized skills assessment
program and other career gap analysis tools) to help
employees identify career-related skills and the
development needs they possess.
– Career-oriented appraisals
• Provide the ideal occasion to link the employee’s
performance, career interests, and developmental
needs into a coherent career plan.
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

47. Basic Skills of Successful Career
Management
1. Develop a positive attitude
2. Take responsibility for your own career.
3. Establish goals.
4. Be aware of success factors.
5. Present yourself in a positive manner.5. Present yourself in a positive manner.
6. Be in the right place at the right time.
7. Establish a relationship with a mentor or guide.
8. Adopt the mind-set of your superiors.
7-47Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

48. The career management process
Self- Reality
Check
Goal Setting
Action
Planning
Self-
Assessment Check
Goal Setting
Planning
7-48Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

49. Components of the Career Management
Process
• Self-Assessment
–Use of information by employees to determine
their career interests, values, aptitudes, and
behavioral tendenciesbehavioral tendencies
–Often involves psychological tests
• Reality Check
–Information employees receive about how the
company evaluates their skills and knowledge
and where they fit into company plans
7-49Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

50. Components of the Career Management
Process, Contd.,
• Goal Setting
–The process of employees developing short- and
long-term career objectives
–Usually discussed with the manager and written–Usually discussed with the manager and written
into a development plan
• Action Planning
–Employees determining how they will achieve
their short- and long-term career goals
7-50Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

51. Design factors of Effective Career
Management Systems
1. System is positioned as a response to a business
need or supports a business strategy
2. Employees and managers participate in
development of the systemdevelopment of the system
3. Employees are encouraged to take active roles in
career management
4. Evaluation is ongoing and used to improve the
system
5. Business units can customize the system for their
own purposes 7-51Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

52. Design factors of Effective Career
Management Systems, Contd.,)
6. Employees need access to career information sources
7. Senior management supports the career system
8. Career management is linked to other human
resource practices such as training, recruitingresource practices such as training, recruiting
systems, and performance management
9. System creates a large, diverse talent pool
10. Information about career plans and talent is
accessible to all managers
7-52Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

53. Identify Your Career Stage
• Growth stage
• Exploration stage
• Establishment stage
– Trial sub-stage
– Stabilization sub-stage– Stabilization sub-stage
– Midcareer crisis sub-stage
• Maintenance Stage
• Decline Stage
7-53Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

54. Identify Your Occupational Orientation
• Realistic orientation
– Physical activities (forestry, farming)
• Investigative orientation
– Thinking, organizing, understanding (biologist)
• Social orientation
– Interpersonal rather than intellectual skills (social work, psychologist)
• Conventional orientation
– Structured, rule-regulated activities (banker, accountant)
• Enterprising orientation
– Influencing others (lawyers, PR executives)
• Artistic orientation
– Self-expression (artists, musicians)
7-54Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

55. Identify Your Career Anchors
• Career anchor
– A concern or value that a person you will not give up if
a [career] choice has to be made.
• Typical career anchors
– Technical/functional competence
10–55
– Managerial competence
• (analytical competence, interpersonal competence &
emotional competence)
– Creativity
– Autonomy and independence
– Security
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

56. Finding the Right Job
• Do Your Own Local Research
• Personal Contacts
• Answering Advertisements
• Employment Agencies
10–56
• Executive Recruiters
• Career Counselors
• Executive Marketing Consultants
• Employers’ Web Sites
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

57. Writing Your Résumé
• Introductory Information
• Job Objective
• Job Scope
• Your Accomplishments
10–57
• Your Accomplishments
• Length
• Personal Data
• Make Your Résumé Scannable
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

58. Handling the Interview
• Prepare, Prepare, Prepare
• Uncover the Interviewer’s Needs
• Relate Yourself to the Person’s Needs
• Think Before Answering
10–58
• Think Before Answering
• Make a Good Appearance and Show
Enthusiasm
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

59. Career Plan - A sample
• My occupational orientation is enterprising
– Using my skills to influence others
• My career anchors are
– Managerial competence
– Security
10–59
– Security
• Career goals
– To be a VP of HR
• Development Steps
– More global responsibility
– More analytical business experience
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh

60. QUESTIONS
&
ANSWERS
60
ANSWERS
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh