Career Development - Group 1, AGSB, Clark

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Career Development, HUMRES, Group 1, AGSB, Clark

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Career Development - Group 1, AGSB, Clark

  1. 1. Group 1 1. Go, Ralph 2. Mangalindan, Jenieryll Jomarie 3. Orseno, Gel 4. Rush, Gage 5. Yu, Hazel Karen Career Development May 14, 2014
  2. 2. CAREER DEVELOPMENT Is the lifelong process of managing learning, work, leisure, and transition in order to move toward a personally determined evolving preferred future[1]. 1. Career Development - Wikipedia
  3. 3. In organizational development, the study of career development looks at[2]: • how individuals manage their careers within and between organizations and, • how organizations structure the career progress of their members , it can also be tied to succession planning within most of the organizations. 2. Career Development - Wikipedia
  4. 4. In personal development, career development is[3]: • " ... the total constellation of psychological, sociological, educational, physical, economic, and chance factors that combine to influence the nature and significance of work in the total lifespan of any given individual.“ • The evolution or development of a career - informed by (1) Experience within a specific field of interest (with career, job, or task specific skills as by-product) (2) Success at each stage of development, (3) educational attainment commensurate with each incremental stage, (4) Communications (the capacity to analytically reflect your suitability for a given job), and (5) understanding of career development as a navigable process.
  5. 5. • "... the lifelong psychological and behavioral processes as well as contextual influences shaping one’s career over the life span. As such, career development involves the person’s creation of a career pattern, decision-making style, integration of life roles, values expression, and life-role self concepts." 3. Career Development - Wikipedia
  6. 6. COMMON APPROACH AGILE CAREER DEVELOPMENT – LESSONS AND APPROACHES FROM IBM L1 – Having the Right Skills in the Right Place at the Right Time “There are some who might look upon the schoolhouse as additional expense, but we who have had experience in this business know it is a good investment. It is a source of extra profit, because through intelligent use of it we are going to educate people and make money out of our business.” Thomas J. Watson, 1933
  7. 7. L1 – HAVING THE RIGHT SKILLS IN THE RIGHT PLACE AT THE RIGHT TIME The most progressive and successful businesses have come to realize that career development is not just a nice-to-have adjunct program in Human Resources (HR). Rather, having an agile, flexible career development process in place has become a major aspect of business strategy because having the right people in the right jobs at the right time is one of the best ways to assure on-going client satisfaction.
  8. 8. L1 – HAVING THE RIGHT SKILLS IN THE RIGHT PLACE AT THE RIGHT TIME Education and learning have always been important at IBM, leading to a strong legacy in ensuring that employees were positioned to have the future skills and expertise needed to meet client requirements. An important part of this career development philosophy was the opportunity for employees to have a voice in their own personal career aspirations.
  9. 9. Why Career Development Is Paramount to a Company’s Strategy • Companies need to make sure that they have people with the right skills, talent, knowledge, and expertise to carry out the business functions that deliver the value for which their clients are looking. • In a competitive business environment, the edge goes to the company that has the products and services that its clients require. • The company’s business strategy will determine the expertise and performance requirements needed to fulfill each business function. In other words, the business priorities determine the human capital requirements, including the learning and career development strategies.
  10. 10. LO 2- CAREER DEVELOPMENT IMPACTS THE BOTTOM LINE Having people with the right expertise aligned with the needs of the organization is necessary for business effectiveness. More engaged employees are also more likely to stay with their companies. Engagement is about motivating employees to go the extra mile in the workplace. It is about encouraging employees to have a passion for their work and identifying the organization as more than a place to earn money.
  11. 11. Changing Dynamics & Impact on Growing Capability  Rapidly changing technology  Exiting baby boomers  Generation difference from new type of workers who will be replacing them  Unprecedented financial downturn that began in 2008  Globalization of labor market
  12. 12. Role Playing
  13. 13. Sustainable Career Development Throughout Working Life[4]: Republic of the Philippines [4] - APEC Forum on Human Resource Development Sustainable Career Development Throughout Working Life 14-16 November 2007 Chiba, Japan Director Ma. Celeste M. Valderrama Department of Labor and Employment, Manila
  14. 14. Outline of Presentation 1. Concept, Strategy and Basic Policy 2. Career Development Status and Tasks: 3 views 2.1 The Individual Worker 2.2 The Enterprise (private sector) 2.3 The Public Sector Support 3. Special Measures for the Informal Sector
  15. 15. Concept, Strategy and Basic Policy Career Development Measures in the Philippines “Human capital is the single biggest competitive edge of the Philippines and is expected to sustain and prosper the country’s competitiveness.” - National Competitiveness Summit 2006
  16. 16. 1. State policy  The Labor Code of the Philippines “The State shall promote and maintain a state of full employment through improved manpower training, allocation and utilization.”
  17. 17. 2. Strategies  The Medium Term Philippine Development Plan (2004 – 2010)  Employment generation: job creation measures  Employment preservation: measures to maintain industrial peace  Employment enhancement: measures to advance the quality of work life of workers while working  Employment facilitation: job matching and labor market information services
  18. 18.  The Technical Education Skills and Development Act “The State shall encourage active participation of various concerned sector particularly private enterprises being direct participants in the immediate beneficiaries of a trained and skilled workforce in providing technical education and skills development opportunities.”
  19. 19.  The National Action Plan to Achieve Education for all by year 2015  Every child, youth and adult has the human right to benefit from education that will meet the basic learning needs including the full development of human personality  Functional literacy means having the complete range of skills and competencies which enables individuals to live and work as human persons, develop their potentials, make critical and informed decisions, and function effectively in society
  20. 20.  The National Technical Education Skills Development Plan (NTESDP) 2005-2009  Continued enhancement of competencies through skills training. Industry and employers to support competency building by pursuing workplace-based HRD programs for their employees.
  21. 21. 3. Concept  Sustainable Career Development are purposive activities during one’s working life that continuously enhance the competencies of an individual leading to one’s career growth, and consequently, towards full employment and development of his human potentials.
  22. 22. View 1: The individual worker  Confronted with drastically changing workplace requirements (technology, restructuring of organizations and jobs)  School-learnt skills are inadequate  Faced with a short-term, rather than long term employment  Desire to earn more or work more (especially the underemployed and informal sector)  Attracted to high-paying overseas employment as a career goal
  23. 23. The individual common course of action  Pursuing a higher education, a 2nd degree or techvoc course with in-demand job  Availing of livelihood seminars offered by techvoc institutions  Using self-help learning kits  Seeking mentors or business counsellors (entrepreneurs)
  24. 24. Challenge: Increasing access of unskilled and low-educated workers to training and education For the unskilled and low-educated workers, career growth is usually difficult because of inadequate qualifications and lack of funds to finance further skills training or education
  25. 25. View 2: The Enterprise (private sector)  Securing the best talent to achieve competitiveness  Filling up current and future vacancies that are in- demand and hard-to-fill  Filling up of vacancies due to attrition  Investing on people and retaining them due to piracy
  26. 26. Measure taken at enterprise level  Training, career development (job redesign/crossposting/job rotation), performance and rewards systems  Encouraging career shifters, especially in BPO  Intensive OJT and in-company training tied up with wages or incentives
  27. 27. Challenge: Expanding career development activities in micro-enterprises  Much of the sophisticated training and career development activities are in large companies comprising only .4% of total establishments  Many small to medium-sized and micro-enterprises participate in OJT, learnership and apprenticeship (enterprise- based TVET)  But the micro enterprises which comprise the majority would generally develop careers through mentoring (by owners) or self-learning (observing and practice)
  28. 28. View 3: Public Sector Support 1. Reducing jobs- and – skills mismatch 2. Increasing the nation’s competitiveness 3. Upgrading skills in growth sectors 4. Continuing education and training The driving forces for the developing career support measures:
  29. 29. Measures taken by the government Technical Education and Skills Development Authority (TESDA) Vision TESDA is the leading partner in the development of the Filipino workforce with world-class competence and positive work values. Mission TESDA provides direction, policies, programs and standards towards quality technical education and skills development.
  30. 30.  Informal sector workers comprise 44.6% (14.6 million) self-employed and unpaid family workers  Largely male, in the prime working age (25-24 years old) and with low education attainment  Majority are head other family and engaged in part- time employment Current status of career development in the informal sector
  31. 31.  A career development plan outlines the short- and long-term goals that align with an employee’s current and future jobs. It is recommended that all employees have a career development plan and that special attention be given to the development of high potential employees. Creating Career Development Plans
  32. 32. • Highly personalized • Focused on specific development needs and not just summaries of the issues • Practical • Rely on on-the-job learning experiences • “Owned” by the person who wants to develop • Are living documents • Strong emphasizes coaching and personal feedback Characteristics of Effective Development Plans
  33. 33. Initial Questions to Ask • What are the objectives or desired end results? • What are the criteria that can e measure to indicate whether the objective was achieved? • How will the data be gathered, analyzed and reported on an on-going basis? • Who are the appropriate people to gather the data and do the actual work? • Are there resources available to collect, analyze and report data to make appropriate improvements? Measuring Success
  34. 34. • Higher employee morale • Higher employee commitment / engagement • Enhanced work climate • Higher performance • Increased productivity • Increased customer satisfaction • Increased skills • Improved teamwork • Increased revenue • Lower delivery cost for education • Lower product / services cost • Reduced turnover and attrition Measurement Opportunities
  35. 35. THANK YOU!

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