The document discusses careers and career management. It defines what a career is, current trends in careers, and what career management entails. Career management involves setting goals, learning, and networking to advance one's career over the long term. The document also discusses different career forms, anchors, factors for career success, and tips for improving one's career.

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Careers
and
Career Management

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Questions for Discussion:
1. When you think about the term “career”, what
comes to your mind?
2. Does it make sense to speak of careers and
career management in today’s business
environment?
3. What are the typical issues employees face as
they progress through their careers?

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What is a“Career”?
The property of an organization or occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of one’s work platform

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Currenttrendsin careers
 Increasing workload for individuals, both in terms of hours worked per
week, and the intensity of effort required during each working hour
 Organizational changes (delayering and downsizing)
 More global competition
 More team-based work
 More short-term contracts
 Increasingly frequent changes in the skills required in the workforce
 More part-time jobs
 Changing workforces
 More self-employment and employment in small organizations
 Working at or from home
 Increasing pressure on occupational-based pension schemes

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What is “CareerManagement”?
Career Management is the combination of structured planning and
the active management choice of one’s own professional career. It
is also the lifelong process of investing resources to achieve career
goals.
Career management is about taking control of your career to
proactively ensure that your career is meeting both your
professional and personal objectives.
Career management isn't a single intervention but an ongoing
strategy. However, there are times in your career when it will require
more input, especially if you are looking for a job move or
promotion.

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Goals or Objectives Development
The career management process begins with setting
goals/objectives and a relatively specific goal/objective must be
formulated. This task may be quite difficult when the individuals
lacks knowledge of career opportunities and/or is not fully aware of
their talents and abilities. However, the entire career management
process is based on the establishment of defined goals whether
specific or generalin nature.

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The boundaryless career
A range of career forms that defy traditional employment
assumptions (Arthur and Rousseau)
Careers are boundary less in the sense that, either by choice
or necessity, people move across boundaries between
organizations, department, hierarchical levels functions and
sets of skills
Hirch and Shanley argue that although the boundary less
career might look liberating, for many people it is deeply
threatening and confusing

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The time horizon for the achievement of the selected goals
or objectives- short term, medium term or long term – will have
a major influence on their formulation.
1. Short term goals (one or two years)
- are usually specific and limited in scope. Short
term goals are easier to formulate. Make sure they are achievable
and relate to your longer term career goals.
2. Intermediate goals (3 to 20 years)
- tend to be less specific and more open ended
than short term goals. Both intermediate and long term goals are
more difficult to formulate than short term goals because there
are so many unknowns about the future.

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3. Long term goals (Over 20 years),
of course, are the most fluid of all. Lack of life
experience and knowledge about potential opportunities and
pitfalls make the formulation of long term goals/objectives
very difficult. Long range goals/objectives, however, may be
easily modified as additional information is received without a
great loss of career efforts because of experience/knowledge
transfer from one career to another.
4.Making career choices and decisions
– the traditional focus of careers interventions. The
changed nature of work means that individuals may now
have to revisit this process more frequently now and in the
future, more than in the past.

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6. Managing 'boundary less' careers
– refers to skills needed by workers whose
employment is beyond the boundaries of a single
organisation, a work style common among, for example,
artists and designers.
5. Managing the organizational career
– concerns the career management tasks of
individuals within the workplace, such as decision-making,
life-stage transitions, dealing with stress etc.
7. Taking control of one's personal development
– as employers take less responsibility, employees
need to take control of their own development in order to
maintain and enhance their employability.

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The second component
is learning.
This is one of the main tools for
advancing in your career. Your task is to
use it effectively in line with the goals you
have set for yourself.

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The third component of career management
is networking.
This component is essential for advancement. It is
equally important for finding a new and better job, in
case you become unemployed or decide to have a
career change. You have to develop and keep
mutually beneficial relationships with your co-
workers and managers. This will certainly help you
advance in any organization and industry. You
should also keep contact with other people in your
industry. This is easily done through joining a
professional organization.

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How will I benefit from career
management?
Achieving higher salary
Enhancing job satisfaction and interest
Improving your marketability
Minimizing risk where there is career uncertainty
Positioning yourself for future job opportunities
Creating balance between your personal and
professional needs

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How can CareerManagement help me?
 Identifying and assessing your key skills and experiences.
 Working out what it is you really want to do for the future.
 Devising a practical career action plan to determine what to do and
when maximizing opportunities within your current organization.
 Marketing your skills persuasively to potential external employers.
 Enhancing your salary negotiation skills to ensure that you are being
paid appropriately and well.
 Reviewing your strategic action plan to ensure your career remains
on-track and is able to accommodate unforeseen changes.

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Careerforms
It is still tempting to view careers in the narrow sense of predictable
moves to jobs of increasing status, within a single occupation or
organization. This is called the bureaucratic career. There are two more
career forms identified, professional and entrepreneurial.
Professional
- is where growth occurs through development of
competence to take on complex tasks rather than through
promotion to another job.
Entrepreneurial
- rests on the capacity to spot opportunities to create
valued outputs and build up one`s own organization or
operation.

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Careeranchors
 It is an area of the self-concept that is so central that he or
she would not give it up even if forced to make a difficult
choice. People anchors develop and become clear during
their earlier career, as a result of experience and learning
from it. It consists of a mixture of abilities, motives, needs
and values (Schein)

Examples:
 Managerial competence
 Technical/functional competence
 Security
 Autonomy and independence
 Entrepreneurial creativity
 Pure challenge
 Service/dedication
 Lifestyle integration

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Careersuccess
It can be based on observable things such
as status and salary, or on more subjective things
such as a sense of accomplishment and having a
balanced life.
Personal characteristics, behavioural strategies
and human resource strategies have all been
shown to influence career success

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Careerchoice
Six personality types
1.realistic
People find environments satisfying when environmental patterns resemble
their own personality patterns.
Incongruent interactions stimulate change in behaviour.
An environment expels incongruent people, seeks new congruent ones, or
change its demands on inhabitants.
2.investigative 3.artistic 4.social 5.enterprising 6.conventional (Holland)
Self-directed search ask the respondent about his or her preferred activities,
reactions to occupational titles, abilities, competencies and even daydreams. It
makes it easy for a person to see him or herself what occupations seem to be most
suitable.

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Makingcareerdecisions
• Self-awareness
• Knowledge of occupations
• Putting self-knowledge and occupational
knowledge together
• Career exploration and job search
• The quality of a person`s career exploration, his or
her style of decision-making, and belief in his or
her own abilities, all affect how successful his or
her career decision-making is.

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It is your responsibility to manage your
career as effectively as possible. You have to be
able to continually assess your career to
determine if the path you are on will enable you
to accomplish your long-term ambitions. Here is
a list of questions that, as a professional, you
should ask yourself and answer honestly to
insure that your career is progressing on the
path that you desire.

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Question 1: What are my long term plans?
• You should have some goals in mind when
you assess your current position. Career
planning is important. If you have a long-
term career goal in mind, your current
position should be helping you develop
skills that will make you qualified for the
position you would ultimately like to have.

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Question 2: What are my strengths and
weaknesses?
• You can define your strengths and
weaknesses in either technical terms or
business terms. They can range from
technical knowledge on a specific
information security topic to the ability to
communicate information security
requirements to non technical business
leaders.

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Question 3: What skills do I need to develop?
• It is important to keep in mind what is
happening around you in the
information security industry. It is your
responsibility to understand the
trends within in the industry and the
skills that are going to be in higher
demand.

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Question 4: Have I acquired a new skill
during the past year?
• When companies are looking to promote
individuals or hire from within their
organization or to acquire key talent from
outside, they search for people who have
skills that can address their most pressing
issues. It is important to venture outside
your comfort zone and accept new
challenges. This type of exposure will
often lead to increased opportunity.

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Question 5: What are my most
significant career accomplishments
and will I soon achieve another one?

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When you are evaluating your job and your
responsibilities, you should consider if you
are in position to add to your list of
accomplishments. Your current position
should enable you to reinforce older skills as
you develop new ones.

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Question 6: Have I been promoted over
the past three years?
• If you have been recognized for your
contributions, it will always bode well when
you are considered for the next
opportunity. If you have not been
promoted, you should figure out the
reasons why and if you will have the
chance for more responsibility in the
future.

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Question 7: What investments have I made
in my own career?
• Many people only receive education, training or
acquire certifications when their company is
footing the bill. You should not rely on your
current employer to manage your career for you.
If there are certain areas that you want to pursue
for your own betterment, then take the initiative
to do this on your own; do not wait for your
employer's invitation.

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Question 8:
Am I being
impatient?

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Many people are afraid that they
may be missing out on a new
opportunity. Some choose to
manage their careers on the
principle that the grass is greener
elsewhere. This may provide
immediate gratification, but it
could result in long-term problems.
It is important to get the most that
you can out of a position before
you consider looking for another
one. Sometimes the best career
move is staying put.

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Developmentthrough the lifespan
Exploration of both self and world of work in order to clarify the self-
concept and identify occupations which fit in, typical ages 15-24
Establishment; perhaps after one or two false starts, the person find a
career field, and makes efforts to prove his or her worth in it, typical age
25-44
Maintenance; the concern now is to hold onto the niche one has carved
for oneself, typical age 45-64
Disengagement; characterised by decreasing involvement in work and
tendency to become an observer rather than a participant, typical age
65+

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Tips on how to improve careers
1. Speak up!
Make sure the Boss hears your ideas at meetings, in
emails, in memos – establish yourself as a constant “source” of
bright thinking and good ideas within your team.
2. Work Hard!
Be seen as the person on the team that always does their
homework. Never come to a meeting unprepared. Think through what
the agenda is, and add your insights and ideas, in front of everyone
so you will be recognized.
3. Push Yourself to the front!
That doesn’t mean you have to be “in-their-face”, but it does
mean that you should seek out opportunities where you can show
your abilities to best advantage.