This document outlines the key points of a chapter on career development. It defines career development as a formalized effort by an organization to develop its human resources in line with employee and organizational needs. It discusses the three entities - organization, employee, and manager - that are responsible for career development. It also describes the steps to implement a career development program, including self-assessment, organizational assessment, communicating options, and career counseling. Finally, it addresses topics like career paths, plateaus, dual-career couples, and online career development resources.

1. CAREER DEVELOPMENT
PRESENT BY:
SAJAD NAZARI
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2. Learning Objectives
After studying this chapter, you should be able to:
1. Define career development and summarize its major
objectives.
2. Name the three entities required to provide input for a
successful career development program and briefly
describe their respective responsibilities.
3. Describe the steps involved in implementing a career
development program.
4. Define career pathing and career self-management.
5. List several myths employees hold related to career
planning and advancement.
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3. Learning Objectives (cont.)
6. List several myths management holds related to career
development.
7. Define a career plateau and a plateaued employee.
8. Describe the four principal career categories.
9. Explain the concept of a career lattice.
10.Distinguish between dual-career couples and dual-earner
couples.
11.Define outplacement.
12.Explain what the glass ceiling is.
13.List some of the online career development resources
that are available today.
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4. Career Development
• Career development
– An ongoing, formalized effort by an
organization that focuses on developing and
enriching the organization’s human resources
in light of both the employees’ and the
organization’s needs.
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5. Why is Career Development
Necessary?
• To meet the immediate and future human
resource needs of the organization on a
timely basis.
• To better inform the organization and the
individual about potential career paths
within the organization.
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6. Why is Career Development
Necessary?
• To utilize existing human resource
programs to the fullest by integrating the
activities that select, assign, develop, and
manage individual careers with the
organization’s plans
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7. Career Planning
• Career planning
– Process by which an
individual formulates
career goals and
develops a plan for
reaching those goals.
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8. Who is Responsible for Career
Development?
Organization
Employee
Employee’s immediate
manager
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9. Organization’s Responsibilities
• Entity having primary responsibility for instigating
and ensuring that career development takes
place
• Responsible for developing and communicating
career options within the organization to the
employee
• Should carefully advise an employee concerning
possible career paths to achieve that
employee’s career goals
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10. Employee’s Responsibilities
• Primary responsibility for preparing
individual career plans rests with individual
employees
• Only individual knows what he really wants
out of a career, and desires vary
appreciably from person to person
• Requires a conscious effort on the part of
the employee
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11. Manager’s Responsibilities
• Manager should serve as a catalyst and
sounding board
• Manager should show an employee how
to go about the process and then help
employee evaluate conclusions
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12. Implementing Career Development
Four basic steps at the individual level:
• Individual’s assessment of his or her abilities,
interests, and career goals
• Organization’s assessment of the individual’s
abilities and potentials
• Communication of career options and
opportunities within the organization
• Career counseling to set realistic goals and
plans for their accomplishment
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13. Career Planning Roles at Corning, Inc.
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14. Individual Assessment
• Vision statement
– A concise statement of career goals in
measurable terms.
• Effective vision statements are concise and
they are stated in measurable
terms
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15. Assessment by the Organization
• Most frequently used source has been the
performance appraisal process
• Assessment centers can also be an excellent
source of information
• Other potential sources include personnel
records reflecting information such as
education and previous work experience
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16. Career Pathing
• Career pathing
– A technique that addresses the specifics of
progressing from one job to another in an
organization
– sequence of developmental activities
involving informal and formal education,
training, and job experiences that help make
an individual capable of holding more
advanced jobs.
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17. Career Self-Management
• Career self-management
– The ability to keep up with the changes that
occur within the organization and industry and
to prepare for the future.
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18. Career Self-Management
• Emphasizes the need of individual
employees to keep learning because jobs
that are held today may evolve into
something different tomorrow or may simply
disappear entirely.
• Involves identifying and obtaining new skills
and competencies that allow the employee to
move to a new position.
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19. Career Counseling – Suggestions for
Managers
1. Recognize the limits of career counseling
2. Respect confidentiality
3. Establish a relationship
4. Listen effectively
5. Consider alternatives
6. Seek and share information
7. Assist with goal definition and planning
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20. Career-Related Myths – Held by
Employees
1. There is always room for one more person at
the top
– Contradicts the fact that structures of the
overwhelming majority of today’s organizations
have fewer positions available as one
progresses up the organization
2. The key to success is being in the right place at
the right time
– A person, through careful design, can affect
rather than merely accept the future
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21. Career-Related Myths – Held by
Employees
3. Good subordinates make good superiors
– Based on belief that those employees who are
the best performers in their current jobs should
be the ones who are promoted
4. Career development and planning are
functions of human resource personnel
– Ultimate responsibility for career development
and planning belongs to the individual
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22. Career-Related Myths – Held by
Employees
5. All good things come to those who work
long, hard hours
– Results of spending 10 to 12 hours a day trying to
impress managers and move rapidly in the
organization often have little relationship to the
individual’s long-range career growth
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23. Career-Related Myths – Held by
Employees
6. Rapid advancement along a career path is
largely a function of the kind of manager one
has
– Provides a ready-made excuse for failure – Easy
and convenient to blame failures on one’s
manager
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24. Career-Related Myths – Held by
Employees
7. The way to get ahead is to determine your
weaknesses and then work hard to correct
them
– The secret is to first capitalize on one’s
strengths and then try to improve deficiencies in
other areas
8. Always do your best, regardless of the task
– Those tasks and jobs that rank high in
importance in achieving one’s career goals
should receive the individual’s best effort
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25. Career-Related Myths – Held by
Employees
9. It is wise to keep home life and work life
separated
– Spouses must understand basic factors that
weigh in any career decisions
10.The grass is always greener on the other
side of the fence
– Regardless of career path the individual follows,
another one always seems a little more
attractive
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26. Career-Related Myths – Held by
Managers
1. Career development will raise expectations
– Should bring employees’ aspirations into the
open and match their skills, interests, and goals
with opportunities that are realistically available.
2. We will be overwhelmed with requests
– Employees will expect organization to provide
them with a multitude of career opportunities
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27. Career-Related Myths – Held by
Managers
3. Managers will not be able to cope
– While coaching and counseling should be an
important part of any manager’s job, the key to
career development and planning is to place the
responsibility primarily on the employee
4. We do not have the necessary systems in
place
– Many organizations have implemented
successful programs with few formal
mechanisms beyond basic requirement of
providing employees with effective career-planning
tools
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28. Dealing With Career Plateaus
• Career plateau
– Point in an individual’s career where likelihood
of an additional promotion is very low
• Takes place when an employee reaches a
position from which she or he is not likely to
be promoted further
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29. Dealing With Career Plateaus
Learners
Stars
Solid citizens
Deadwood
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30. Dealing With Career Plateaus
• Learners
– Individuals with high
potential for
advancement who are
performing below
standard
• Stars
– Individuals presently
doing outstanding
work and having a full
potential for continued
advancement; these
people are on fast-track
career paths
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31. Dealing With Career Plateaus
• Solid citizens
– Individuals whose
present performance
is satisfactory but
whose chance for
future advancement is
small; make up the
bulk of the employees
in most organizations
• Deadwood
– Individuals whose
present performance
has fallen to an
unsatisfactory level;
they have little
potential for
advancement
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32. Managing the Plateauing Process
1. Prevent plateauees from becoming
ineffective
2. Integrate relevant career-related
information systems
3. Manage ineffective plateauees and
frustrated employees more effectively
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33. Classifying Managerial Careers
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34. Rehabilitating Ineffective Plateauees
• Job knowledge
– Plateaued employees have usually been in
the job for quite some time and have
amassed considerable job knowledge
• Organizational knowledge
– Plateaued employees not only know their jobs
but also know the organization
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35. Rehabilitating Ineffective Plateauees
• Loyalty
– Plateaued employees are usually not job-hoppers
but often have demonstrated above-average
loyalty to the organization
• Concern for the well-being of
plateauees
– If the organization were to terminate all
plateaued employees, this could have a
disastrous impact on other employees
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36. Possibilities of Rehabilitating Ineffective
Plateauees
1. Provide alternate means of recognition
2. Develop new ways to make their current
jobs more satisfying
3. Effect revitalization through reassignment
4. Utilize reality-based self-development
programs
5. Change managerial attitudes toward
plateaued employees
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37. Career Lattice
• Career lattice
– employees moving at any angle, heading from
side to side, supporting organizational goals
while getting their career goals met at the
same time
– approach allows employees to move to
different projects and locations across an
organization rather than only through higher
ladder-like levels.
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38. The Impact Of Dual-Employed Couples
• With dual-career couples
– Both members are highly committed to their
careers
– They view their employment as part of a
career path involving progressively more
responsibility, power, and financial
remuneration
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39. The Impact Of Dual-Employed Couples
• A geographical move for one member
creates an obvious problem for the couple
and their respective organizations
• Other potential problems of dual-employed
couples include
– Need for child care
– Balancing time schedules
– Emotional stresses
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40. Single Parent Employees
• Single-parent employees have needs and
requirements that are different from those
of families that have one parent at home.
• Proactive corporate programs include
– Child and elder care, Flexible work
scheduling, Job sharing, Part-time work,
Telecommuting, Parental leave, Personal time
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41. Outplacement
• Outplacement
– Benefit provided by an employer to help an
employee leave the organization and get a job
someplace else.
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42. Outplacement Services
Skill assessment
Establishment of
new career
objectives
Résumé
preparation
Interview training
Generation of job
interviews
Training for those
who notify
terminated
employees
Office support
Spouse
involvement
Individual
psychological
counseling
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43. Breaking the Glass Ceiling
• Glass ceiling
– Refers to invisible, yet real or perceived,
barriers found in many organizational
structures that appear to stymie executive
advancement opportunities of women and
minorities
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44. Breaking the Glass Ceiling
Common practices that contribute to the
creation of a glass ceiling:
• Word-of-mouth recruiting
• Inadequate access to developmental
opportunities for women and minorities
• Lack of responsibility among senior
management for equal employment opportunity
efforts
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45. Breaking the Glass Ceiling
• Demonstrate commitment
• Hold line managers accountable for progress
by including diversity in all strategic business
plans
• Use affirmative action as a tool to ensure that
all qualified individuals compete based on
ability and merit
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46. Career Development Online
• Information about employment trends and job
opportunities
• Self-assessment tools that employees can use
to determine which types of jobs they might best
pursue
• Links to online employment resources such as
job listings and career development information
• Individual online job counseling, including advice
on preparing for interviews
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47. Five Stages
• Self-Assessment
• Research
• Decision-Making
• Networks and Contacts
• Work
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48. Stage 1: Self-Assessment
• Personality
• Values
• Skills
• Career interests
• Knowledge and learning style
• Self-employment
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49. Stage 2: Research
• Career trends
• Information search
• Information interviews
• Job shadowing
• Gaining experience
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50. Stage 3: Decision-Making
• Career objectives
• Personal objectives
• Lifelong learning
• Goal setting
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51. SMART Goal Setting
• Specific
• Measurable
• Action oriented
• Realistic
• Time framed
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52. Stage 4: Networks & Contacts
• Work search
• Resumes and letters
• Interviews
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53. Stage 5: Work
• Offers and acceptance
• Success at work
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54. Reference:
HUMAN RESOURCE MANAGEMENT
LLOYD, BYARS – LESLIE, W. RUE
CHAPTER 10
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