This document discusses the concepts of careers and career development. It defines a career as all the jobs and occupations a person holds over their lifetime. It then discusses different types of career systems, including career management, career planning, and open vs closed career paths. The document outlines theories of career development and the career development process. It also discusses tools and requirements for effective career development in organizations. Finally, it examines emerging trends in public management and challenges for civil service competitiveness in the 21st century.

1. Presented by
Pratap Kumar Pathak

4. What is a Career?
A career is defined as all the
jobs/occupations /positions
occupied by a person during his
learning, working and other job-
related lives.

5. Career
Progress or general course of action of a
person in some profession.
Specific jobs that a person performs, the
kinds of responsibilities and activities that
comprise those jobs, movements and
transitions between jobs.

7. Types of A Career

8. Career System
"Career system is described as devising an
organizational system of career movement and
growth opportunities from the point of entry of
an individual in employment to the point of
retirement."
 "Career system includes the process of
synthesizing and harmonizing the needs of
the organization with the innate aspirations
of the employees, so that while the later realize
self-fulfillment, the organizational effectiveness is
improved."

9. Career Management
Active and purposeful management of a
career by an individual.
Combination of structured planning and
the active management choice of one’s own
professional career.

11. Individual and Career Choice

12. Career Support Mechanisms

13. Career Planning
Process of re-assessing individual learning, planning
and development over a period of time.

14. Types of Career System
Open Career
Open competition: Lateral and inter-service
Career flexibility
Cross-section of skills and competencies
Horizontal career span
Unspecified career path
Motivation for competition
Closed Career
Closed competition: Intra-service and in-service
Job-experience based
Vertical career span
Specified career path
Motivation for performance

15. Position-based Career and Rank-based
Career
Permanent and Temporary Careers
Organizational and Job-specific Careers

16. Career Development
Career Development is a “continuous lifelong
process of developmental experiences that focuses on
seeking, obtaining and processing information about
self, occupational and educational alternatives, life
styles and role options”
"Career development is progression of an
employee in a job. It is supported by occupational
development, continued association with the job
and organization, job satisfaction,
professionalism and commitment."

17. Career Development
Lifelong process of managing learning,
work, leisure, and transitions in order
to move toward a personally
determined and evolving preferred
future.

18. In organizational development, career
development looks at
how individuals manage their careers within and
between organizations and,
how organizations structure the career progress of their
members, it can also be tied into succession planning
within some organizations
In personal development, career development is
the lifelong psychological and behavioral processes as
well as contextual influences shaping one’s career over
the life span. As such, career development involves the
person’s creation of a career pattern, decision-making
style, integration of life roles, values expression, and
life-role self concepts.

20. Strategic Goals of Career
Development
Matching individual and organizational
goals
Identify career opportunities and
requirements
Enhance career development opportunities
Develop and utilize employee potential

21. Theories of Career Development
Structural Theories: focus on individual characteristics and
occupational tasks
Trait Factor - Matching personal traits to occupations-Frank Parsons
and Williamson (1920’s)
John Holland’s Theory of Career Choice – Interaction between
personality and environment
Bandura’s Social Cognitive theory of career choice – Connection of
outcome expectations and personal growth that influence career
choice – Supported by Lent, Brown and Hackett
Psychological - Personality types matching work environment-
Holland (1980’s)
Developmental Theories: focus on human development
across life span
Social Learning – John D. Krumboltz
Decision - Situational or Sociological- Bandura ( Self Efficacy-1970’s)
Developmental - Self Concept over life span-Donald Super (1950’s)

22. Constructivist Theories – M. L. Savickas and Vance
Peavy
Individuals create or construct their own meaning and
reality of the world through the experiences they have
Construction of career through interpretations through
perceptions and actions of response
People are self-organizing and self-critical

23. Career Development Process

24. Career Development Cycle
Growth Stage
 Beginning of learning behaviours: Fantasy, Interests, Capacity
Exploratory Stage
 Identification of gaps: Organizational needs and the individual
competency
 Learning and induction
 Adapting and setting
 Establishment Stage
 Performance feedback, opportunities for training and promotion
Maintenance Stage
 Motivation, encouragement, expertise use
 Development Stage
 Planning for career upliftment
 Improvement in occupational skills and knowledge
 Capacity development
 Expertise development

25. Career shifting Stage
Search for challenging career
Utilisation of knowledge, skills and experiences
Professional networking
Declining or Career Reinvention Stage
Preparedness for retirement
Late career management
Freelancing skills

26. Instruments and Tools of Career
Development
Job reengineering
Promotion and advancement
Placement and transfer appropriations
Competitive examinations for career upliftment and
career shifts
Performance based career systems
Senior Executive Development Programme
Succession planning and grooming
Leadership assessment mechanism
Career counseling and vocational guidance
Late career management and career workshops

27. Career Development in Nepalese
Civil Service
Unified service at leadership
positions
Grouping/sub-grouping of
different services as specialized
career system
Open and closed career paths
Diverse promotion system:
Performance-based, time-bound
and competitive examination
system
Competitive lateral entry
Socially inclusive reservation in
entry positions
Placement and transfer
Senior Executive
Development Programme
Basic training, advanced
and professional training
International training and
capacity development
opportunities
Leadership assessment
mechanism
Performance appraisal
system

28. Basic Requirements for Effective
Career Development
Strategic Requirements
 Policy support
 Career development strategy and plan
Structural Requirements
 Professionally competent CPA
Systemic and Methodological Requirements
 Appropriate legal mechanism
 Career planning and career management systems
 Harmony between organization purpose, employees ability and professional
development, and career system
 Introduction of succession planning and leadership assessments
 Human resource information system
Behavioural Requirements
 Work motivation and morale
 Involvement of experts and employees in designing career system

30. Emerging Trend of Public
Management

31. Civil Service Effectiveness
Satisfying citizens: People effectiveness
Constitutionalism- supporting the values implicit in
government and political system: Political theoretical
effectiveness
Effectiveness in achieving the goals of government and
competently leading development management:
Developmental effectiveness
Competence in the performance of all public institutions:
Managerial effectiveness
Gaining global confidence and recognition: Global
effectiveness
Moral and ethical effectiveness for ensuring fairness, justice
and professional neutrality
Innovation effectiveness for research-based and timely reforms
and transformation

32. Civil Service and Global Challenges
of 21st
Century
Build administrative and managerial capacity for societal transformation
in the areas of democratization, the free market economy, security and
political alliances.
Explore the potential for innovative institutional arrangements, such as
public-private collaboration/partnerships.
Develop innovative administrative and operational responses to trans-
boundary global problems, such the environment, terrorism, HIV/AIDS,
ethnic conflict, and drug abuse.
Integrate international, comparative knowledge and approaches into
public administration training and all sectors of government.
Respond to global economic interdependence by expanding professional,
scientific, and cultural exchanges worldwide.

33. Civil Service Challenges

34. Civil Service Analysis

35. Civil Service: Traditional and Career
Development Focus
Civil Service
Activity
Traditional Focus Career Development Focus
Human Resource
Planning
Jobs and related competencies Interests and preferences
Training and
Development
Job related capacity
development
Dynamism and competitiveness
Performance
Appraisal
Performance rating Planning for improvements
Recruitment and
Placement
Matching organization’s needs
with qualified persons
Harmonizing employee’s career
interests
Compensation and
Benefits
Rewarding jobs accomplished Non-job-related competencies
and achievements – innovation
and creativity

37. Competitiveness
Comparative concept of ability and
performance of individual or
group/team to produce and deliver
goods and services in a given market
with enhanced productivity, quality
and satisfaction.

38. Influencing Factors for Competitive
Performance
Globalization impactsGlobalization impacts
Growing citizen aspirationsGrowing citizen aspirations
Good governance and Effective/competitive publicGood governance and Effective/competitive public
service deliveryservice delivery
Realization of social inclusion and social relevanceRealization of social inclusion and social relevance
Advancement in technology and development ofAdvancement in technology and development of
information and communication technologyinformation and communication technology
Need for governance effectiveness throughNeed for governance effectiveness through
entrepreneurial quality and New public managemententrepreneurial quality and New public management
concernsconcerns
Transformational need of private sector competenceTransformational need of private sector competence
Satisfaction of international development communitySatisfaction of international development community

39. Determinants of Competitive
Ability
Efficiency
Productivity
Quality
Satisfaction
Continuous
Improvement
Knowledge
Skill and competency
Information
Technology
Innovation

40. Competitive Performance

41. Competitive Performance
Strategic achievement
Result focus
Innovation and creativity
Entrepreneurial quality
Market satisfaction
Management of change
Collaboration and partnerships

43. Desirable Values for Competitive
Ability
Professional quality
Transparency and accountability
Citizen empowerment
High quality service for citizens
Social equity and justice
Ethics and morality
Competition and collaboration
Global standard concerns

44. Management Competency
Competency is the composite of vital
behavioral skills, knowledge and
personal attributes that are
translations of organizational
capabilities and are deemed essential
for success. They distinguish
exemplary performers from adequate
performers.

45. Key Components of Career
Competency
Skill
Knowledge
Personal attributes
Behaviour
Relationship
Network and linkages

46. Talent Management in Civil Service

47. Managerial Competencies for
Global Competitiveness
Access to and absorbing new knowledge
Integrating multiple streams of knowledge
and skills
Sharing across cultures and performance
system
Deploying competence across jobs and
organizations
Virtual networking of skills and
competencies

48. Cross-cutting Issues and Civil
Service Competitiveness
Human rights and rights-based development
Humanitarian standards in response to citizens
Peace building and management of conflicts
State restructuring and federalism
Decentralization
Social inclusion and diversity management
Globalization and economic liberalization
Public-private partnerships

49. Instruments and Tools of
Developing Competitive Ability
Strategic management
Transformational leadership development
Senior executive development
Advanced training
Leadership assessment
Grooming and succession planning
Team building

50. Cultural Transformation for
Competitive Ability

51. Performance Management and
Competitive Ability
Performance Planning
Performance standardization
Performance appraisal
Performance evaluation
Performance improvement
Performance development
Performance-based pay and incentive
system

52. Civil Service Readiness for
Competitive Ability
Strategic Readiness
Strategic management capability
Structural Readiness
Functional, cost-effective and right-sized
structures;
Virtually networked and participatory
structures; and
Job reengineering for better outputs should be
in place.

53. Systemic and Methodological Readiness
strategic management,
conflict management capability,
effective service delivery through dynamic
linkages,
management of change capacity,
performance management and participative
methods should be institutionalized.
analysis of all the jobs of civil service because of
accommodating the expected changes and
facing the potential challenges with the purpose
of achieving efficiency and better utilization of
the existing human capability of civil service.

54. Behavioural Readiness
Transparency and accountability,
performance culture, serving attitude, citizen
relations,
Politico-administration synergy,
Professional competence and value for
competition should be internalized.
As the cross-cutting concerns, right-choice-
voice of citizens should be placed as the basis of
functioning.
Civil service should mainstream social
inclusion and workforce diversity, issues of
state restructuring, democratic values and
norms and peace building.

55. Approaches to Civil Service Reform
The first one is protection approach, which
maintains that civil service resembles a grand
corporation that is characterized by uniform
grading, protection and benefit systems. (Anti-
competitiveness drive)
The second approach considers civil service as a
competitive labour market, where individual
agencies act as firms that compete for a quality
workforce. This is referred to as the flexibility
approach. (Enabling drive)
The next one is performance approach with due
attention to quality delivery and result-orientation.
(Competitiveness drive)
Another approach is Developmental approach
that asks for developing the capacity of civil service
to satisfy the environment. (Developmental
drive)

56. Performing Civil Service
Mission and strategy
Reinforcing core public service values
Transformative Leadership
Reengineered organization
Political and regulatory aspects
Effective service delivery and citizen control
Collaborative and partnering networks
Result-based management and Result-focused
resource management
Management of change and transformation
Accountability to performance and results
Professional ethics and morality

57. Civil Service Reform and Competitive Ability

58. Critical Issues of Civil Service in
Development of Competitive Ability
Weak strategic orientationWeak strategic orientation
Resistance to change and developmentResistance to change and development
Status quo tendencyStatus quo tendency
Lack of political support and ownershipLack of political support and ownership
Missing professionalismMissing professionalism
Low level of Civil service readiness:Low level of Civil service readiness:
Motivational issuesMotivational issues
Culture of protection rather than culture ofCulture of protection rather than culture of
performanceperformance