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Career & Talent Management
The document discusses the concept of career management, describing it as a lifelong process of planning, setting goals, and developing strategies in the workplace. It emphasizes the importance of balancing individual employee needs with organizational objectives, while outlining various techniques and practices for effective career management. Additionally, it highlights the difference between career management and talent management, suggesting a holistic approach to optimizing employee capabilities for organizational benefit.
Career & Talent Management
- 1. The Range, Purpose& Techniques for Career Management and Guidance in the Workplace Presentation by Ann Sullivan Saturday 5th December 2009
- 2. Career v CareerManagement? Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them. (Business Dictionary.com) “Can be defined as the sequence of jobs that a person has during his or her working life” (King, Z 2004 Career Management, CIPD) Handling different aspects of a career activity successfully, usually in the form of meeting pre-established activity objectives. Career management usually refers to maintenance of all aspects of the career planning and development processes. (Eresumes.com/eglossary- http://www.eresumes.com/eglossary.html) “We need to redefine it as the individual’s lifelong progression in learning and in work.” (Tony Watts, 1998 Reshaping Career Development for the 21st century) “An individual's "course or progress through life (or a distinct portion of life)“ (Oxford English Dictionary) “A blend of formal and informal activities that should be pursued throughout one’s working life” (Greenhaus, JH & Callanan, C (1994) Career Manaagement)
- 3. What is CareerManagement in the Workplace? Balancing the individual & organisational perspective Employee Employer There is a clear business case for career management ‘developing resources from within is critical for future growth and sustained competitive advantage’ (CIPD – Career Management 2004, p10)
- 4. The Wider Contextof Career Management Economic Technological Career Political Management Socio- Cultural
- 5. Effective Career Management Senior Management Commitment Line Managers More investment Activities aligned taking career in knowledge, with real management skills & tools business needs seriously EFFECTIVE CAREER MANAGEMENT
- 6. The Components ofCareer Management The range of practices, processes and techniques that are part of the wider ‘people management’ strategy and which can be used to balance the career priorities and aims of individual employees with those of the organisation. Adapted from CIPD’s ‘Managing Employee Careers’ Survey (2003)
- 7. Career Planning &Support • Induction – Personal Development Plans • Appraisal • Regular developmental reviews with line manager • Mentor Support • Career discussions • Career resources hip 3-w To guide & ers ay support the rtn pa individual to take Career rtn pa responsibility for Management ers their own ay 3-w hip development
- 8. Career Information, Advice& Guidance • In house career information/advice – drop in centre, one to one, electronic resources • Career counselling or coaching • Career workshops/courses Pros & Cons • often only used in crisis situations eg restructuring, pre-retirement • employees may develop unrealistic aspirations / expectations or decide they want to leave • individuals encouraged to take responsibility for their development & to consider a broader range of opportunities in the organisation • IAG can be both formal & informal
- 9. Internal Job Markets& Job Posting Systems • Internal job market • Online job posting or vacancy boards • Use of web-based systems Pros Self development culture Savings in recruitment costs Cons Equal ops Challenges Good candidates may not apply
- 10. Development Activities &Programmes Higher level types of developmental activities/programmes Build capability & maximise individual’s potential in line with business needs Supports the organisation to aspire to greater success & strategically enhances the L&D function Key Activities • Secondments • Work Shadowing/Placement • Industrial Updating • Coaching • Mentoring • Knowledge transfer/sharing best practice initiatives Managers play a key role!
- 11. Initiatives Aimed atSpecific Groups • High-potential development schemes – “Hipos” • Succession planning • Graduate entry schemes • Development or assessment centres • Career moves managed by the organisation
- 12. Evaluating & ImplementingChanges to Career Management Activities/Programme HOLISTIC “Human capital.... reflects a view of people as value creating assets rather than primarily as costs.” “Organisations of all kinds exist only to provide value for their stakeholders. It is people and their capability that is the foundation stone of the value chain. Nothing can be more strategic than maximizing the capability of people.” (Mayo, A 2004 Creatiing A Learning & Development Strategy) PRACTICAL “There has been very little research done to sufficiently investigate the impact of career management practices, in spite of the evidence that these practices are capable of making a positive contribution.” (Jacowski,T 2007 Career Management Defined) Monitoring & Evaluation • Organisational perspective • Individual perspective • HR/L&D perspective
- 13. Career Management vTalent Management Career Management • Ideally ‘holistic,’ all embracing and a key component of the HR strategy Talent Management • Depends on the perception of ‘talent’ • Tends to have a narrower focus than career management & is just one aspect of HR strategy • A talent management strategy is more often focused on particular groups of staff and specifics such as succession planning and potential high flyers, talent pools The Future.... A forward thinking approach may be to focus on the knowledge, skills & ‘talents’ of the whole organisation to develop the widest possible pool of talent “Releasing talent for business benefit requires organisations to understand individuals in their totality as much as it requires identifying potential successors for business critical roles” (Mce J, 2008 Talent Management: What Does It Really Mean?)
- 14. Become the CEOof Your Career! “Nothing can ever replace the commitment of the individual to the career management process” Greenhaus, JH & Callanan, C (1994) Career Manaagement (p387)
Editor's Notes
- #7 “ The growth of such systems has been strongly encouraged by the voluntary Investors in People programme, in which employers can be kitemarked if they meet certain specifications – including opportunities for development reviews” (Tony Watts, 1998)
- #9 Handouts: Eli Lilly Case Study & NBP examples, Career Planning Sheet
- #11 Refer to CIPD 2009 survey key findings re-uptake of activities
- #14 “ All of us do not have equal talents, but all of us should have an equal opportunity to develop our talents.” ( John F. Kennedy )