career management

1. 1
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Career Planning &
Development

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Career
Planning and
Development
• Organizational Initiatives
• Individual (employee) Initiatives

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Organizational
Initiatives
1.A job posting system
2.Mentoring activities
3.Career resource centers
4.Managers as career counselors

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5.Career development workshops
6.Human resource planning and
forecasting
7.Performance appraisals
8.Career pathing programs.
Organizational
Initiatives

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Individual Initiatives
1.Career Planning
2.Career Awareness
3.Career Resource Center
Utilization
4.Interests, Values, and
Competency Analysis

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1.Job posting system
• Job posting is an organized process that allows
employees to apply for open positions within the
organization.
• They can respond to announcements and postings
of positions and then be considered along with
external candidates.

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8. Career Path
• Career path is the sequencing of work
experiences, usually different job assignments, in
order to provide employees with the opportunity
to participate in many aspects of a professional
area.
• For example, in order for a salesperson to move
up the ladder to regional manager, it is important
that he or she understand all aspects of the job.

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8. Career Path
• Therefore, a career path in sales might include a
period of time in sales, account supervision, and
district management.
• By experiencing each of these related but
different occupations, the employee can develop
a better understanding of the broad role of
regional manager.

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1. Career Planning
• Career planning is the process of setting
individual career objectives and creatively
developing activities that will achieve them.
• Career planning can also be seen as a
personal process, consisting of three criteria:
(1) broad life planning, (2) development
planning, and (3) performance planning

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Historical Organizational Behavioral
Past patterns of career
progression; how the
incumbents got where they
are
Paths defined or dictated by
management to meet
operating needs;
progression patterns that fit
prevailing organizational
needs
Paths that are logically
possible based on analysis
of what activities are
actually performed on the
job
Actual paths created by the
past movement of
employees among
management jobs
Paths determined by
prevailing needs for staffing
the organization
Rational paths that could be
followed willingly
Perpetuates the change:
way careers have always
been
Reflects prevailing
management values and
attitudes regarding careers
Calls for change; new
career options
Used as a basis for career
planning
Used as basis for
promotions and transfers
Usually consistent with job
evaluation and pay practices
Used as a basis for career
planning
Basis is informal, traditional Basis is organizational need,
management style,
expediency
Basis is formal analysis and
definition of options
Three Types of Career Path

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