This document discusses career management and development. It explains that career management is important for both employees and companies. It allows employees to develop career goals and plans, while helping companies retain and motivate staff. The document outlines different career models and management systems, highlighting the shared responsibilities of employees, managers, and companies in career development. Effective career management systems provide self-assessment, feedback, goal-setting, and action planning tools.

1. Chapter 11
Careers and Career Management
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. 11-2
Introduction
Career development is important for
companies to create and sustain a
continuous learning environment.
The biggest challenge companies face is
finding a balance between advancing
current employees’ careers while
simultaneously attracting and acquiring
employees with new skills.

3. 11-3
Introduction (cont.)
The concept of careers is influenced by
the growing use of teams to produce
products and provide services.
Project careers – a series of projects
that may not be in the same company.

4. 11-4
Why is Career Management
Important?
It is the process through which
employees:
become aware of their own interests, values,
strengths, and weaknesses.
obtain information about job opportunities
within the company.
identify career goals.
establish action plans to achieve career goals.

5. 11-5
Why is Career Management
Important? (cont.)
From the company’s perspective, the
failure to motivate employees to plan
their careers can result in:
a shortage of employees to fill open positions.
lower employee commitment.
inappropriate use of monies allocated for
training and development programs.

6. 11-6
Why is Career Management
Important? (cont.)
From the employees’ perspective, lack of
career management can result in:
frustration due to lack of personal growth and
challenge at work.
feelings of not being valued in the company.
an inability to find suitable employment, in
case of mergers, acquisitions, restructuring,
or downsizing.

7. 11-7
Why is Career Management
Important? (cont.)
Career motivation refers to employees’:
energy to invest in their careers.
awareness of the direction they want their
careers to take.
ability to maintain energy and direction
despite barriers they may encounter.

8. 11-8
Figure 11.1 - The Value of Career
Motivation

9. 11-9
What is a Career?
It is the individual sequence of attitudes
and behavior associated with work-
related experiences and activities over
the span of the person’s life.
The concept of careers can be described:
as an advancement.
as a profession.
a lifelong sequence of jobs.
a lifelong sequence of role-related
experiences.

10. 11-10
What is a Career? (cont.)
Protean career - based on self-direction
with the goal of psychological success in
one’s work.
Psychological success - the feeling of
pride and accomplishment that comes
from achieving life goals that are not
limited to achievements at work.
Psychological contract - the
expectations employers and employees
have about each other.

11. 11-11
Table 11.1 - Comparison of
Traditional Career and Protean Career

12. 11-12
Table 11.2 - Suggested Characteristics
of Different Generations of Employees

13. 11-13
Table 11.2 - Suggested Characteristics of
Different Generations of Employees (cont.)

14. 11-14
Table 11.2 - Suggested Characteristics of
Different Generations of Employees (cont.)

15. 11-15
A Model of Career Development
Career development - process by which
employees progress through a series of
stages.
Each stage is characterized by a different set
of developmental tasks, activities, and
relationships.
Career development models:
Life-cycle models
Organization-based models
Directional pattern model

16. 11-16
Table 11.3 - A Model of Career
Development

17. 11-17
A Model of Career Development
(cont.)
Recycling - changing one’s major work
activity after having been established in a
specific field.
Career management system - helps
employees, managers, and the company
identify career development needs.

18. 11-18
Career Management Systems
Self-assessment
Use of information by employees to determine
their career interests, values, aptitudes, and
behavioral tendencies.
Involves psychological tests.
Reality check
Information employees receive about how the
company evaluates their skills and knowledge
and where they fit into the company plans.

19. 11-19
Career Management Systems
(cont.)
Goal setting
Employees develop short- and long-term
career objectives usually related to desired
positions, level of skill application, work
setting, or skill acquisition.
Action planning
Employees determine how they will achieve
their short- and long-term career goals.
May involve training courses and seminars,
informational interviews, employee
volunteerism programs, etc.

20. 11-20
Table 11.5 - Design Factors of Effective
Career Management Systems

21. 11-21
Table 11.6 - Elements of Career
Management Web Sites

22. 11-22
Figure 11.4 – Shared Responsibility:
Roles in Career Management

23. 11-23
Table 11.7 - Managers’ Roles in
Career Management

24. 11-24
Table 11.8 - Characteristics Of
Successful Career Discussions

25. 11-25
Evaluating Career Management
Systems
Career management systems need to be
evaluated to ensure that they are
meeting the needs of employees and the
business.
Evaluation can be based on:
reactions of the customers who use the career
management system.
objective information related to the retention
rates of key employees or managers of the
career management system.