This document discusses career development and related concepts. It covers the changing nature of careers, different definitions and models of careers, and approaches to career planning and management. Some key points covered include contemporary views of protean and multiple careers, individual and organizational models of career management, and the roles of individuals, managers, and HR in the career development process. A variety of career development practices and activities are also outlined.

1. Career Development
Chapter 12
Human Resource Development

2. New Employment Relationship
Corporate restructuring
Changing psychological contract
Length of employment with single firm
Geographic mobility
Dual careers
Generation X

3. What is a Career?
1. Property of an occupation (sales) or
organization (IBM)
2. Advancement – continuing success
3. Status of a profession (lawyer) – versus job
(carpenter)
4. Involvement in one’s work – can be negative
(Don’t make a career out of it.)
5. Stability of a person’s work pattern
(sequence of related jobs)

4. Career Planning and Career
Management
Employee Self-directed/workbooks
Centered Company workshops
Corporate seminars
Mutual Focus Manager-employee
career discussions
Organization Assessment centers
Centered Talent inventories
Succession planning

5. Traditional Models of Career
Development
Stage 1: preparation for work (age 1-25)
Stage 2: organizational entry (age 18-25)
Stage 3: early career (age 25-40) –
proficiency, fit
Stage 4: mid career (age 40-55) –
reappraisal
Stage 5: late career (age 55-retirement)

6. Contemporary Views of Career
Development
Protean career – reinvent, flexible,
idiosyncratic, moves from one line of
work to another
Multiple career concept
Linear – through hierarchy
Expert – occupation based
Spiral – moves across related occupations
Transitory – moves across different fields

7. Individual-Oriented Process of
Career Management
Career exploration
Awareness of self and environment
Goal setting
Strategy development – action plan
Progress toward the goal
Feedback from work and non work
Career appraisal

8. Organizational-Oriented Career
Management Models
Pluralistic – process of assessing gaps between
organization’s strategy and individual’s career
concepts through
1. Counseling
2. Individual career development program
contracts
3. Cafeteria approach using variety of career-
track options, training, performance evaluation,
and reward systems

9. Systems View of Career
Management
People system – selecting, nurturing,
motivating
Job market system – developmental,
opportunities
Management and information systems –
facilitate exchange of people, ideas, and
information and links together,

10. Team-Based Career
Development
Team members serve as role models
Teams reward behavior, enhance growth
Teams determine team and individual
training opportunities
Team moves collectively to higher levels
People move laterally within team
Organization evaluates team, team
evaluates the individual

11. Roles in Career Management
Individual’s role is knowing what, why,
where, whom, when, and how
Manager’s responsibility is as coach,
appraiser, advisor, referral agent
HRD’s responsibility is to support
development, expert on information,
promote planning and learning, intervene
to remove roadblocks, promote mobility

12. 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

13. 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