This document discusses career management and development. It begins by defining key terms like career, advancement, and career development. It then outlines the process of career planning, including self-assessment and goal setting. Various models of career development are presented, including stages of adult development, traditional models based on career stages, and organizationally-oriented approaches. The roles of individuals and managers in career management are described. Finally, the document discusses best practices for delivering effective career development systems within organizations.

1. Career Management
&
Development
Prepared By:
Nivedita Shrivastava (177020592049)
Meha Shah (177020592048)
Mosmi Patel (177020592035)
MBA Sem IV

2. Introduction
• Career
The property of an occupation or organization: Which means the
occupation itself (e.g. sales career)
• Advancement
One’s progression and increasing success within an organization.
According to Greenhause & colleague: “Career is the pattern of work
related experiences that span the course of person’s life”

3. Career Development
Defined as an ongoing process by which individuals progress through a series
of stages , each of which is characterized by relative unique set of issues,
themes and tasks.

4. Career Planning
• Deliberate process of becoming Self-aware, awareness of opportunities,
constraints, choices and consequences, identifying career related goals
and programming work, education and related development
experiences to provide the direction , timing and sequence of steps to
attain a specific career goal
• Career planning is the ongoing process where you: Explore your
interests and abilities; Strategically plan your career goals; and. Create
your future work success by designing learning and action plans to
help you achieve your goals.

5. Steps of Career Planning
The following steps are overall summation
1. Self-development
2. A thorough research self-development
3. Come up with action form
4. Action

6. Career Management
Career management is conscious planning of one's activities and engagements in
the jobs one undertakes in the course of his life for better fulfilment, growth and
financial stability. It is a sequential process that starts from an understanding of
oneself and encompasses occupational awareness.
• Career Management Process
The onus of career management is more on the individual self than the
employee

7. Stages Of Life And Career Development
• Stage 1: Growth.
• Stage 2: Exploration.
• Stage 3: Establishment Age 25–44
Characteristics: Entry-level skill building and stabilization.
• Stage 4: Maintenance.
• Stage 5: Decline.

8. Stage views of Adult Development
1. ERIKSON’S MODEL OF ADULT DEVELOPMENT
• Based on Psychological and social issues
• Every stage poses a challenge
• Must solve that for development
• Challenge to develop capacity to focus on the generations that will follow is posed
in middle adulthood
• Proves that there is a predictable order to issues individuals face as they develop

10. 2. LEVINSON’S “ERAS APPROACH TO ADULT
DEVELOPMENT

12. Traditional Models Of Career Development
Occupational & Organizational
Choice
Early Career Mid Career Late Career
Initially in between 0-25, than
variable
Age range between 25-40 Age range in between 40-
55
55- retirement
• Develop professional self image • Establishment • Remain productive in work • Still remains productive
• Self- assessments • Maintain self- esteem • Modify the dream • Prepare for effective
retirement
• Identify interest • Achievement • Decision- making ability
sharpness with past
experiences
• Peruse education • Learn job, organization norms
• Obtain job offers from various
organisations
• Increase competence
• Select appropriate job according to his/her
interest

13. Other ways of career development
• Reconciling the contrasting career models
• Life stage & career models as the conceptual base for career
development

14. Process of Career Management
An individually oriented career management model:
Career management activities are:
I. Career exploration
II. Awareness of self & environment
III. Goal setting
IV. Strategy development
V. Strategy implementation
VI. Progress toward the goal
VII. Feedback from work & non work sources
VIII. Career appraisal

15. Organizationally Oriented Career
Management Models
1.THE PLURALISTIC APPROACH
Three types of career management methods: (BROUSSEAU &
COLLEAGUES)
a) Counseling.
b) Individual career development program contracts.
c) Cafeteria approach that includes a verity of career track options, training
opportunities, performance evaluations schemes & reward system.

16. 2. A SYSTEM VIEW OF CAREER MANAGEMENT
Three main elements of a career development system (NICHOLSON)
a) People system.
b) Job market system.
c) Management & information system.
3.TEAM- BASED CAREER DEVELOPMENT
Stage:1 Designed to integrate the individuals in to the team
stage: 2 Designed to continue team development
Stage: 3 Intended to make the team more independent & accountable

17. Roles in career management
1.THE INDIVIDUAL’S ROLE
Jones & Defillippi present six competencies:
a) Knowing what- Understanding the industry’s opportunities, threats, and
requirements
b) Knowing why- Understanding the meaning, motives, and interests for pursuing a
career
c) Knowing where- Understanding the locations and boundaries for entering, training,
and advancing within a career system
d) Knowing whom- Forming relationships based on attraction and social capital that
will gain access to opportunities and resources
e) Knowing when- Understanding the timing and choice of activities within one’s
career
f) Knowing how- Understanding and acquiring the skill and talents needed for
effective performance in assignments and responsibilities

18. 2. THE MANAGERS RESPONSIBILITY
These roles include:
a) Coach- one who listens, clarifies, probes & defines employee career concerns.
b) Appraisal- one who gives feedback, clarifies performance standards & job
responsibilities.
c) Adviser- one who generates options, helps set goals makes recommendations
& give advise.
d) Referral Agent- one who consults with the employee on action plans and links
the employee to available organizational people and resources

19. Career Development Practices And
Activities
• Self-assessment activities – Workshops, workbooks, Holland
• Individual counseling
• Internal labor market – Postings, career paths, career enhancement
opportunities, skills inventories
• Organizational potential assessment – Potential ratings, succession
planning
• Developmental programs – Job rotation, mentoring

21. Issues in Career Development
• Developing career motivation – resilience, insight, identity
• Career plateau
• Career development for nonexempt employees
• Enrichment: effective career development without
advancement – certification, retraining, transfers/rotation

22. Delivering Effective Career Development
Systems
 Identify Needs
1. Link career development to business strategy.
2. Align employee and organization needs.
 Build a Vision for Change
3. Build system and link them to other management and HR systems(e.g.,
quality initiatives, orientation, performance evaluation, compensation).
4. Use a verity of tools and approaches.
 Develop a Plan for Action
5. Create a corporate infrastructure, but implement career development
system in individual business units or divisions.
6. Ensure line manager participation, starting with system development.

23.  Implement for Impact and Longevity
7. Hold line manager accountable and give them the skills they will need to
fulfill their responsibilities.
8. Follow up initial implementation with a series of activates that keep
career development salient (e.g., information sharing, career action teams).
 Evaluate and Maintain Results
9. Evaluate.
10. Continuously improve the career development effort.
11. Maintain high visibility and ongoing communication of career
development.