The document discusses career models and choices. It defines a career as a person's sequence of work experiences and positions over time. Contemporary career theories include boundaryless careers where people have movement between organizations, protean careers that are values-driven and self-directed, and kaleidoscope careers where individuals focus on work-life balance, authenticity, and challenge. The document also discusses factors that influence early career choices, career anchors that represent a person's self-image, and questions organizations and employees should consider about careers and capabilities, opportunities, and ambition. It notes the shift from traditional linear careers to contemporary non-linear careers driven by an individual's competencies and values across organizations.

1. Career Models and Choices-
some reflections

2. What is a ‘Career’?
 Progress through life in a particular vocation (Guralnik 1978)
 An evolving sequence of a person’s work experiences over time (Arthur et al. 1989)
 The steady ascent of a hierarchy, the accumulation of expertise in a profession or movement
through positions towards mature stability (Nicholson 1996)
 The sequence of employment related positions, roles, activities and experiences encountered by a
person (Arnold 1997)
 The sequence of occupational positions that a person holds during their life (Savickas 2001)
 A set of occupational experiences and roles that makes up a person’s working life (Olsson 2003)
How might we reframe the definition of a ‘career’ for the future?

3. Factors that influence early career choices
Questions:
- What % of people truly follow their teenage passions as careers?
- How big is the role of ‘Chance events’ in career choices?

4. Career Anchors
Technical
competencies
Managerial
competencies
Security and
stability
Entrepreneurship
/ creativity
Autonomy/
independence
Dedication to a Cause
Pure challenge
Life style
Employability
Work/family balance
Spiritual purpose
Original Five
(Schein, 1978)
Additional three
(Schein, 1985)
New (early 21st century
suggested by Baruch)
Career Anchor is the evolving self-image, including self-perceptions of motives, skills and values. The anchor
is those elements of the self-image that people would not give up if they are forced to make a choice.

5. Contemporary Career theories: Boundary-less Careers
Boundary-less Careers
• No limits or
constraints
• Career self-
management
• Movement through
many organisations
• Lateral/Diagonal
movements
• Psychological
mobility
Protean careers
• Values driven and
self-directed career
management
• Requires ability to
rearrange and
repackage
knowledge, skills,
and abilities to meet
the demands of a
changing workplace
Kaleidoscope careers
• Individuals focus on
3 career parameters
when making
decisions. (a)
authenticity (being
true to oneself; (b)
balance (equilibrium
between work and
non-work demands);
(c) Challenge
Multistage Life theory
(Lynda Gratton)
• Multistage life of
continuous learning
and flexible working
• Technology will
further empower
and de-centralize
people (Gig
economy)
Independent, individually driven and subjective career advancement, without certain constraints

6. Career in an organization: Traditional
Influencers at Work
Capabilities
• Training
• Continuous Learning
• Mentorship
• Learning through peers
Opportunities
• Performance/Growth of
the organization
• Internal job postings
and talent management
process
• Networking
Ambition
• What’s my Purpose?
Motives?
• Role models
• Recognition &
Rewards
Growth
Influencers
at work

7. The 3 Questions Organizations are asking or should be asking now?
1. How can we build the capabilities of people to take the organization and them to the future?
2. How can we provide opportunities for career growth- relevant and at the right time?
3. How can we reinforce their ambition and motivate them?
The 3 Questions Employees are asking or should be asking now?
1. How can I build my capabilities- skills, experiences- for the future?
2. How can I identify the right opportunities for career growth?
3. What is my purpose? What drives me?
The questions we should be asking

8. Careers – a plethora of choices for organizations to make, often influenced by
industry dynamics
Here?
• Learning is fully led by the individual
• Open internal marketplace
• Appointment to roles based on manager
discretion
• Loose career principles – based on best
available
Or there?
• Company directs relevant learning
• Company managed internal staffing through
identification of hi-potentials
• Strong internal assessment centers and
certification guidelines
• Clear career principles and guidelines- used in
staffing
Question:
What does research tell us about the success of each of these and under which contexts?

9. EXTERNAL
MARKETPLACE
VERTICAL
MOVEMENT
LATERAL
MOVEMENT
INTERNAL
MARKETPLACE
• Possible to skip levels depending
on destination org size and
industry
• Restricted by Org structures and
policies
• Performance and potential
count
• Restricted – because external marketplace
demands relevant experience
• Skip movements only possible in case of
entrepreneurship or Startups
• Easier – usually associated with no Salary
increment
• Skip movements rarely possible

10. The Infosys story
 Career development includes growth through diverse experiences and
challenges -
i. Career Bridges (Advanced Programming, Design, Analytics,
Consulting)
ii. Mobility and job rotation Programs
iii. Career enrichment programs for high potentials
 Employees are in charge of steering their Careers now –
i. Access to internal marketplace (IJP, Accelerate projects)
ii. Self-assessment tools to help employees navigate careers
(Compass)
 Organization-wide focus on building a culture of continuous learning -
i. Anytime, anywhere, any device Learning (LEX, Digital Tutor,
Knowledge Hub, Lab on cloud)
ii. On-demand and Self-directed learning tools enabling employees
to reskill and be future ready
 Careers followed a prescribed path and
Growth primarily meant Linear Progression
 Careers were designed around positions, not
experiences
 Promotions were primarily linked to tenure
and performance
 Employees had limited access to the internal
marketplace
 Learning and Re-skilling was driven by
organization needs and demands
OVER A DECADE AGO NOW

11. The Shift from Traditional to Contemporary Careers
Defined in terms of relationship to an
employing organization
Career Management by Organization
Linear progression up the firm’s
hierarchy seeking to obtain greater
extrinsic rewards
 Increased globalization and geopolitical
volatility
 Rapid technological advancements (AI,
Robotics and Cognitive Technologies
 Increased workforce diversity
 Changing nature of work, flexible work
 Increasing life spans and hence work lives
 Changing family structure
 Demographic upheaval (Millennials,
Women)
 Sharing economy, crowdsourcing
More focused on experiences and
competencies that exist across firms
Self-directed approach to careers
that is driven by an individual’s own
values
Nonlinear, discontinuous paths
which are more flexible, portfolio
and dynamic
Traditional Careers Contemporary CareersForces of Change

12. To conclude..
 Many changes in the air!
 The concept of N=1 is fast gaining ground, thanks to technology.
 Flexible career development options, including fast track careers based on skills, capabilities
and performance, and interests of employees.
 ‘Hi-potential’ : being redefined!
 But, the concept of a career needs redefinition for the future world- to a multistage career
without organizational boundaries!