The document discusses career management and self-reliance. It suggests that employees should be responsible for managing their own careers and discusses support mechanisms needed to enable career self-management. It also notes trends like increased workplace diversity, rising education levels, and slower economic growth that indicate career management issues are here to stay. Finally, it provides examples of how companies like Hewlett-Packard help employees develop self-understanding and manage their own careers through exercises and assessments.

1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Chapter Managing Careers 7
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

3. Self-RReelliiaannccee –– KKeeyy ttoo CCaarreeeerr MMaannaaggeemmeenntt
 A few questions a 21st century manager should ask:
 Should employees be responsible for their own career development?
 Is the new approach to management a fad, or will the trend continue?
 What kinds of support mechanisms are necessary to make career self-management
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
work?

4. Evidence That CCaarreeeerr--MMaannaaggeemmeenntt IIssssuueess
AArree HHeerree ttoo SSttaayy
 Increased concern for QWL and personal life planning
 Expansion of workplace diversity throughout all organizational
levels
 Rising educational levels and occupational aspirations, coupled
with
 Slow economic growth and reduced opportunities for advancement
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

5. CCaarreeeerrss WWiitthhoouutt BBoouunnddaarriieess
 They span multiple organizations and are growing because of:
 Portability of knowledge and skills across firms
 People want meaningful work
 On-the-job action learning
 Development of multiple networks of associates
 Responsibility for managing one’s own career
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

6. F Individual-Fooccuusseedd CCaarreeeerr MMaannaaggeemmeenntt
 An individual who is career-focused must realize the following:
 Think in terms of where you ultimately want to be
 Understand different fields of employment
 Accept short-term trade-offs for long-term benefits
 Be aware of opportunities in your current position
 Carefully and honestly assess your current performance
 Try to understand when you and your organization have outlived each
other’s usefulness
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

7. How HP HHeellppss IIttss EEmmppllooyyeeeess SSeellff--
MMaannaaggee
 Hewlett-Packard helps its employees self-manage through a series
of exercises designed to promote self-understanding:
 A written self-interview
 Completion of the Strong Vocational Interest Inventory
 Exploration of the Allport-Vernon-Lindzey Study of Values
 Recording a 24-hour diary on a work day and on a non-work day
 Interviews with at least two “significant others”
 Lifestyle depiction using words, photos, and drawings
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

8. Benefits ooff tthhee FFaammiillyy--FFooccuusseedd CCoommppaannyy
 The company integrates family-support mechanisms into the
business itself
 Flextime is usually a reality
 Job-share programs are common
 Childcare is often provided by the company
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

9. Managing tthhee MMiidd--CCaarreeeerr EEmmppllooyyeeee
 The following issues may arise sometime between the ages of 35-55:
 An awareness of advancing age and awareness of death
 An awareness of body changes related to aging
 Marked changes in family relationships
 A search for new goals in life
 One is now more of a coach than a novice
 A growing sense of obsolescence at work
 A feeling of decreased job mobility and increased concern for
employment security
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

10. FFuunnccttiioonnss ooff aa CCaarreeeerr PPaatthh
 Should represent realistic opportunities, whether lateral or upward
 Should be tentative and responsive to changes in job content, work
priorities, and management needs
 Should be flexible, taking into consideration how employees,
subordinates, and managers influence the way work is performed
 Should specify skills and knowledge required to perform effectively
at each position along the path, and specify how they can be
acquired
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

11. Negative CCaarreeeerr PPaatthh EElleemmeennttss
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
 Demotions
 Transfers
 Layoffs
 Resignations
 Early retirements