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Career Planning and Development

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Career Planning and Development

  1. 1. Career Planning & Development
  2. 2. You can download this presentation file at: Visit for more presentations on Human Capital Strategy and Personal Development
  3. 3. Career Planning and Development <ul><li>Organizational Initiatives </li></ul><ul><li>Individual (employee) Initiatives </li></ul>
  4. 4. Organizational Initiatives <ul><li>A job posting system </li></ul><ul><li>Mentoring activities </li></ul><ul><li>Career resource centers </li></ul><ul><li>Managers as career counselors </li></ul>
  5. 5. <ul><li>C areer development workshops </li></ul><ul><li>Human resource planning and forecasting </li></ul><ul><li>P erformance appraisals </li></ul><ul><li>C areer pathing programs. </li></ul>Organizational Initiatives
  6. 6. <ul><li>Job posting system </li></ul><ul><li>Job posting is an organized process that allows employees to apply for open positions within the organization. </li></ul><ul><li>They can respond to announcements and postings of positions and then be considered along with external candidates. </li></ul>
  7. 7. 2. Mentoring activities <ul><li>The primary purpose of a mentoring system is to introduce people to the inner network of the organization, which may assist them in their career advancement. </li></ul>
  8. 8. <ul><li>Mentoring systems help clarify the ambiguous expectations of the organization, provide objective assessment of the strengths and weaknesses of new employees, and provide a sounding board for participants. </li></ul>2. Mentoring activities
  9. 9. <ul><li>A career resource center returns the responsibility of career development to the employee. </li></ul><ul><li>The center offers self-directed, self-paced learning, and provides resources without creating dependence on the organization. </li></ul>3. Career resource centers
  10. 10. <ul><li>Career development works only if employees accept responsibility for their own careers. </li></ul><ul><li>One of the fundamental goals of career development is to help facilitate career decision making, which helps to develop career exploration and evaluation competencies. </li></ul>3. Career resource centers
  11. 11. <ul><li>The primary services provided at career resource centers are : educational information, career planning, and personal growth, and job-finding skills. </li></ul>3. Career resource centers
  12. 12. 4. Managers as career counselors <ul><li>This initiatives bring several unique advantages to the career counseling role. Managers: </li></ul><ul><ul><li>can make realistic appraisals of organizational opportunities </li></ul></ul><ul><ul><li>can use information from past performance evaluation to make realistic suggestions concerning career planning </li></ul></ul><ul><ul><li>have experienced similar career decisions and can be empathetic toward the employee </li></ul></ul>
  13. 13. 5. Career development workshop <ul><li>Career development workshop is designed to encourage employees to take responsibilities for their careers. </li></ul><ul><li>Employees can reflect on their present occupation in order to determine their level of satisfaction. </li></ul>
  14. 14. 5. Career development workshop <ul><li>Thus, workshops and seminars are excellent vehicle for orienting employees to career/life planning, a major component of career development. </li></ul>
  15. 15. 5. Career development workshop <ul><li>Workshops and seminars seeks to address several basic questions: </li></ul><ul><ul><li>Where are you in your career and your life? </li></ul></ul><ul><ul><li>What are your goals, interests, values, choices, and skills? </li></ul></ul><ul><ul><li>Where do you want to be in your career in the future? </li></ul></ul><ul><ul><li>What are your career options? </li></ul></ul>
  16. 16. 5. Career development workshop <ul><ul><li>What knowledge and skills do you need to attain your goals? </li></ul></ul><ul><ul><li>How do you plan to gain knowledge and skills? </li></ul></ul><ul><ul><li>Is your plan realistic? What are the obstacles? What obstacles are self-imposed? </li></ul></ul><ul><ul><li>What is your commitment to developing your career? </li></ul></ul>
  17. 17. <ul><li>Human resource planning and forecasting </li></ul><ul><li>Human resource planning is viewed process of analyzing an organization's human resource needs under changing conditions and developing the activities necessary to satisfy these needs. </li></ul>
  18. 18. <ul><li>Human resource planning and forecasting </li></ul><ul><li>From the analysis of needs, priorities can be determined and human resources can be allocated to satisfy existing future needs through career management. </li></ul>
  19. 19. 7. Performance appraisal <ul><li>Performance appraisals are a tool HRD practitioners can use to guide and direct future growth opportunities for employees. </li></ul><ul><li>This should aid in the development of a person's career as well as enhance communications and understanding. </li></ul>
  20. 20. 8. Career Path <ul><li>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. </li></ul><ul><li>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. </li></ul>
  21. 21. 8. Career Path <ul><li>Therefore, a career path in sales might include a period of time in sales, account supervision, and district management. </li></ul><ul><li>By experiencing each of these related but different occupations, the employee can develop a better understanding of the broad role of regional manager. </li></ul>
  22. 22. Three Types of Career Path Basis is formal analysis and definition of options Basis is organizational need, management style, expediency Basis is informal, traditional Used as a basis for career planning Usually consistent with job evaluation and pay practices Used as basis for promotions and transfers Calls for change; new career options Used as a basis for career planning Reflects prevailing management values and atti­tudes regarding careers Perpetuates the change: way careers have always been Rational paths that could be followed willingly Paths determined by prevailing needs for staffing the organization Actual paths created by the past movement of employees among management jobs Paths that are logically possible based on analysis of what activities are actually performed on the job Paths defined or dictated by management to meet operating needs; progression patterns that fit prevailing organizational needs Past patterns of career progression; how the incumbents got where they are Behavioral Organizational Historical
  23. 23. Individual Initiatives <ul><li>Career Planning </li></ul><ul><li>Career Awareness </li></ul><ul><li>Career Resource Center Utilization </li></ul><ul><li>Interests, Values, and Competency Analysis </li></ul>
  24. 24. 1. Career Planning <ul><li>Career planning is the process of setting individual career objectives and creatively developing activities that will achieve them. </li></ul><ul><li>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 </li></ul>
  25. 25. 1. Career Planning <ul><li>The HRD practitioner has an obligation to encourage as well as provide for the utilization of career planning on the part of employees. </li></ul><ul><li>Career planning is the employee's counterpart to the organization's overall human resource planning activity. </li></ul>
  26. 26. 2. Career Awareness <ul><li>Employees are ultimately responsible for the development of their own careers. </li></ul><ul><li>Employees control decisions such as whether to remain in the organization, whether to accept specific occupational assignments, whether to perform at acceptable levels, and even whether to engage in personal growth activities through training or professional continuing education. </li></ul>
  27. 27. <ul><li>The role of the HRD practitioner is to provide the means and the information to assist in personal career decision making. </li></ul><ul><li>HRD practitioners must develop a climate and culture that is conducive for growth, one that encourages career development. </li></ul>2. Career Awareness
  28. 28. <ul><li>Employees, in turn, should take advantage of that climate and be aware of the important components of career development. </li></ul><ul><li>They need to construct plans that will enable them to accomplish their career goals, analyze potential career areas, and determine if they possess the skills, competencies, and knowledge necessary to be considered serious candidates for such positions. </li></ul>2. Career Awareness
  29. 29. 3. Career Resource Center <ul><li>Most career resource centers provide occupational guides, educational references, career planning guides, and computer programs aimed at assisting employees in determining their career interests, values, and competencies. </li></ul>
  30. 30. 3. Career Resource Center <ul><li>These materials increase the effectiveness and efficiency of career planning and provide employees with alternative approaches to career development. </li></ul>
  31. 31. 4. Interests, Values, and Competencies Analysis <ul><li>The Strong-Campbell Interest Inventories, The Self-Directed Search, and VISTA (ACT) are examples of interest inventories designed to provide employees with important information about their career interests, values, and competencies. </li></ul>
  32. 32. 4. Interests, Values, and Competencies Analysis <ul><li>These tests are easily administered and can provide the vital baseline data essential in career planning and career enhancement. </li></ul>
  33. 33. Source of Reference: Jerry Gillet and Seteven Eggland, Principles of Human Resource Development , Perseus Books Group.