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HR Management 5. Gestione delle Carriere


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Pianificazione e Sviluppo: le 5 ancore di una carriera

Published in: Recruiting & HR
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HR Management 5. Gestione delle Carriere

  1. 1. 1 Employee Career Management
  2. 2. 2 Career Planning and DevelopmentCareer Planning and Development Providing employeesProviding employees the assistance to formthe assistance to form realistic career goalsrealistic career goals and the opportunitiesand the opportunities to realize themto realize them CareerCareer Planning &Planning & DevelopmentDevelopment
  3. 3. 3 Entry LevelEntry Level First LineFirst Line MiddleMiddle ManagementManagement SeniorSenior ManagementManagement TopTop ManagementManagement Join Company 22 years old Supervisor/Ass. Manager 26 - 29 years old Managers 29 - 35 years old GM/Senior Managers 35 - 45 years old CEO/BOD 45 - 55 years old Typical Career movementTypical Career movement
  4. 4. 4 Career StageCareer Stage Trial Stage The period from about age 25 to 30 during which the person determines whether or not the chosen field is suitable and if it is not, attempts to change it. Stabilization Stage The period, roughly from age 30 to 40, during which occupational goals are set and more explicit career planning is made to determine the sequence for accomplishing goals
  5. 5. 5 Mid career Crisis Stage The period occurring between the mid- thirties and mid-forties during which people often make a major reassessment of their progress relative to their original career ambitions and goals Maintenance Stage The period form about ages 45 to 65 during which the person secures his or her place in the world of work Career StageCareer Stage
  6. 6. 6 Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility. Career StageCareer Stage
  7. 7. 7 Career AnchorsCareer Anchors Career Anchor : A concern or value that someone will not give up if choice has to be made Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them as a result of learning about his or her talents and abilities.
  8. 8. 8 Five Career AnchorsFive Career Anchors Technical/Technical/ FunctionalFunctional Career AnchorCareer Anchor ManagerialManagerial Competence as aCompetence as a Career AnchorCareer Anchor Creativity as aCreativity as a Career AnchorCareer Anchor Autonomy andAutonomy and Independence asIndependence as Career AnchorCareer Anchor Security as aSecurity as a Career AnchorCareer Anchor
  9. 9. 9 Five Career AnchorsFive Career Anchors Technical/Technical/ FunctionalFunctional Career AnchorCareer Anchor • People who have a strong technical/functional career anchor tend to avoid decisions that would drive them toward general management. • Instead, they make decisions that will enable them to remain and grow in their chosen technical or functional field
  10. 10. 10 Five Career AnchorsFive Career Anchors ManagerialManagerial CompetenceCompetence • People who show strong motivation to become managers • Their career experience enables them to believe that they have the skills and values necessary to rise to such general management position
  11. 11. 11 Five Career AnchorsFive Career Anchors CreativityCreativity • People who go on to become successful entrepreneurs • These people seem to have a need to build or create something that is entirely their own product – a product or process that bears their name, a company of their own, or a personal fortune that reflects their accomplishments.
  12. 12. 12 Five Career AnchorsFive Career Anchors Autonomy andAutonomy and IndependenceIndependence • People who are driven by the need to be on their own, free from the dependence that can arise when a person elects to work in a large organization. • Some of these people decide to become consultants, working either alone or as part of relatively small firm. Others choose to become professors, free-lance writers, or proprietors of a small retail business.
  13. 13. 13 Five Career AnchorsFive Career Anchors SecuritySecurity • People who are mostly concern with long-run career stability and job security. • They seem willing to do what is required to maintain job security, a decent income, and a stable future in the form of a good retirement program and benefits.
  14. 14. 14 Career Management and the FirstCareer Management and the First AssignmentAssignment • Factors to keep in mind about the important first assignment, include : 1. Avoid reality shock (reality shock refers to the result of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of boring, unchallenging jobs. 2. Provide challenging initial jobs 3. Provide realistic job preview in recruiting 4. Be demanding
  15. 15. 15 Career Management and the FirstCareer Management and the First AssignmentAssignment 5. Provide periodic job rotation 6. Provide career-oriented performance appraisals 7. Encourage career-planning activities
  16. 16. 16 Recommended Further ReadingsRecommended Further Readings 1. Gary Dessler, Human resource Management, Prentice Hall 2. Susan Jackson and Randall Schuler, Managing Human Resource : A Partnership Perspective, South-Western College Publishing