Career development involves assessing one's skills and interests to further their work identity over various career stages. There are typically three career phases for nurses: promise (early career), momentum (middle career), and harvest (late career). Organizations should support career development through career paths, performance assessments, training, and challenging assignments. Effective career coaching involves gathering employee data, discussing future opportunities, and setting a career plan. Barriers to career development can include personal and financial factors, family obligations, age perceptions, and lack of organizational support.

1. and
training
By
Sara M. Aljanabi
KAU

2. Outline
• Definition Of Career Development
• Definition Career Management
• Career Stage
• Aim For Career Development
• The Organization’s Responsibility For Career Development
• Career Coaching And Steps Of Career Coaching
• Barriers That Influence Career Development

3. Career development
Career development is process that forms a
person's work identity. It is a significant part of
human development, beginning when individual
becomes aware of how people make a living.

4. Career stage
Before individuals can plan a successful career development program,
they need to understand the normal career stages of individuals.
 there are three different career phases or stages among nurses:
promise, momentum, and harvest (Shirey,2009).

5. Career stage
Promise
• the earliest of the
career phases and
typically reflects the
first 10 years of
nursing employment.
Momentum
• the middle career
phase and typically
reflects the nurse with
11 to 29 years of
experience.
harvest
• last stage, commences
in late career. Shirey
labels nurses with 30
to 40 years as having
“prime” experience
and nurses with more
than 40 years of
experience as being
“legacy” clinicians.

6. Aim For Career Development
1. Reduces employee attrition
2. Provides equal employment opportunity
3. Improves use of personnel
4. Improves quality of work life
5. Improves competitiveness of the organization
6. Avoids obsolescence and builds new skills
7. Promotes evidence-based practice

7. Process of career development
Career development begin with an
assessment of self as well as one’s
work environment, job analysis,
education, training, job search and
acquisition, and work experience.
This is known as career planning.

8. Organization’s Responsibility For Career
Development
Organizations also have responsibilities for career development.
One of the organization’s responsibilities for career development
is the creation of career paths and advancement/ career ladders
for employees.
career ladders “a structured sequence of job positions through
which a person can progress in an organization”
(BusinessDictionary.com, 2013)

9. This includes accurately assessing employees’ performance and
potential in order to offer the most appropriate career guidance,
education, and training.
1. Integrating needs
2. Establishing career paths.
3. Disseminating career information
4. Posting job openings.
5. Assessing employees
6. Providing challenging assignments.
7. Giving support and encouragement
8. Developing personnel policies
9. Providing education and training

10.  Integrating needs. The human resources
department, nursing division, nursing units,
and education department must work and
plan together to match job openings with the
skills and talents of present employees.

11. Establishing career paths. not only be developed
but also communicated to the staff and
implemented consistently.
When designing career paths:
• additional responsibilities that greater than the
previous jobs in that path.
• must be related to and use previous skills.

12.  Disseminating career information. The education department,
human resources department, and unit manager are all responsible
for sharing career information.

13. Posting job openings.
• this is responsibility of the human resources
department,
• the manager should communicate information,
even when one of the unit staff may transfer to
another area.
Effective managers know who needs to be encouraged to apply for
openings and who is ready for more responsibility and challenges.

14.  Assessing employees.
• a good appraisal system provide important information to manager
on the performance, potential, and abilities of all staff members.
• The use of short- and long-term coaching will give managers insight of
what employees’ needs and wants so appropriate career counselling
can proceed.

15. Providing challenging assignments. Planned work experience is one
of the most powerful career development tools.
includes
temporarily stretch employees to their maximum skill,
temporary projects,
assignment to committees,
shift rotation,
assignment to different units,
shift charge duties.

16.  Giving support and encouragement.
• Because excellent subordinates make managers’
jobs easier.
• A leadership role requires that managers look
beyond their immediate department needs.

17. Developing personnel policies.
During career development program often results in the recognition
certain personnel policies are impeding the success of the program.
When this occurs, the organization should re-examine these policies
and make necessary changes.

18. Providing education and training.

19. Career coaching
Career coaching involves helping others to identify professional goals
and career options and then designing a career plan to achieve those
goals.

20. Types of Career Coachingshort-termcareer
coaching
• the manager regularly asks
employees questions to develop
and motivate them, is a
spontaneous part of the
experienced manager’s repertoire.
Long-termcareer
coaching
• is a planned management action
that neglected unless the
manager uses a systematic
scheduling plan and a form for
documentation. Long-term
coaching is a major step in
building an effective team and an
excellent strategy to increase
productivity and retention.

21. steps of career coaching
Gathering data
Asking what is
possible
Conducting
the coaching
session

22. steps of career coaching
1. Gathering data.
• the best ways to gather data about employees
• observe their behaviour. they are able to determine who has good
communication skills, who is well organized, who uses effective negotiating
skills, and who works collaboratively.
• past work experience, performance appraisals, and educational
experiences.
• academic qualifications and credentials. Most of this information is
retrievable in the employee’s personnel file.
• employees themselves are an excellent source of information about career
needs and wants.

23. 2. Asking what is possible.
• the manager assess the department for possible changes in the future,
openings or transfers, and potential challenges and opportunities.
• The manager anticipate what type of needs, what projects are planned,
and what staffing and budget changes will occur.
• managers should consider each staff member and ask questions:
How can this employee be helped so that he or she is better prepared to take advantage of the
future? Who needs to be encouraged to return to school, or to take a special course? Which
employees need to transfer to a more challenging position, given more responsibility on their
present unit?
• Managers can create a stimulating environment for career development by
being aware of the uniqueness of their employees.

24. 3. Conducting the coaching session.
The goals of career coaching include
• helping employees increase their effectiveness.
• identifying potential opportunities in the organization.
• advancing their knowledge, skills, and experience.
It is important not to intimidate employees when questioning them about
their future and their goals.
there is no standard procedure for career coaching, the main emphasis
should be on employee growth and development.
The manager can assist the employee in exploring future options.

25. Barriers of Career Development
1- Personal Characteristics: Personality type, interests,
and work-related values make all of us who we are.
These personal characteristics play a significant role in career
development since they influence which occupations we find satisfying,
as well as the types of work environments in which we will succeed

26. 2- Financial Resources: Pursuing certain career options can be costly. If
you choose an occupation, for example, that requires you to attend
college, you may be limited by your ability to pay for it.

27. 3- Financial Obligations: You may find yourself working in a job just for
the pay check. It lets you keep up with your bills but doesn't satisfy you
in any other way.

28. 4- Physical, Mental, and Emotional Impairments: Some of us are better
suited to some careers than we are to others due to our physical and
mental abilities, and limitations.
For example, you may want to become a doctor but don't have the
intellectual ability to get into medical school.

29. 5- Lack of Support From Family: Going after a
hard-to-achieve goal is even more difficult if
your support ones aren't behind you. You have
a greater chance of succeeding if they become
your cheerleaders but if that is unlikely to
happen, you may have to find motivation from
other people in your life.

30. 6- Age: age, or perception of it, can hinder us in career development.
we may worry about being too young to pursue a particular path,
advance in our careers, and for another lengthy stretch, we fret about
being too old to do those things.

31. 7- Family Obligations: career development may stall if he/she takes
time off from work to take care of children or elderly parents. He/she
has several options including getting outside help to provide childcare
or eldercare if the individual desires it.

32. References
• Bessie L. Marquis, C. J. (2015). Leadership Roles and management functions in
nursing. Wolters Kluwer Health.
• Michael Armstrong, (2009). Armstrong’s handbook of human resource
management practice. Eleventh ed.
• https://www.thebalance.com/what-is-career-development-525496