Topic6.1 managing career_career_management

1. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–1
Welcome'to
Career%Management
Dyah Pramanik,'MM
MANAGING%CAREER
Career%Management
Dyah Pramanik,'MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall

2. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–28–2
PPT 8_1_a
MANAGING CAREER:
Career Management

3. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–3
LEARNING OUTCOMES
1. Compare employers’ traditional and
career planning-oriented HR focuses.
2. Explain the employee’s, manager’s, and
employer’s career development roles.
1. Compare employers’ traditional and
career planning-oriented HR focuses.
2. Explain the employee’s, manager’s, and
employer’s career development roles.

4. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–4
The Basics Of Career ManagementThe Basics Of Career Management
Career Management
Career Development
Career Planning
Career
Terminology

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Careers Today and
Employee Commitment
Careers Today and
Employee Commitment
Old Contract
(Employer-focused)
“Do your best and be
loyal to us, and we’ll
take care of your
career.”
New Contract
(Employee-focused)
“I’ll do my best for you,
but I expect you to
provide the development
and learning that will
prepare me for the day
I must move on, and for
having the work-life
balance that I desire.”

6. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–6
TABLE*10–1 Traditional*Versus*Career*Development*Focus
HR*Activity* Traditional*Focus* Career*Development*Focus*
Human*resource*
planning*
Analyzes*jobs,*skills,*tasks—
present*and*future.*Projects*
needs.*Uses*statistical*data.*
Adds*information*about*individual*interests,*
preferences,*and*the*like*to*replacement*
plans.*
Recruiting*and*
placement*
Matching*organization’s*needs*
with*qualified*individuals.*
Matches*individuals*and*jobs*based*on*
variables*including*employees’*career*
interests*and*aptitudes.*
Training*and*
development*
Provides*opportunities*for*
learning*skills,*information,*
and*attitudes*related*to*job.*
Provides*career*path*information.*
Adds*individual*development*plans.*
Performance*
appraisal*
Rating*and/or*rewards.* Adds*development*plans*and*individual*
goal*setting.*
Compensation*
and*benefits*
Rewards*for*time,*productivity,*
talent,*and*so*on.*
Adds*tuition*reimbursement*plans,*
compensation*for*non–jobKrelated*activities*
such*as*United*Way.*

7. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–7
FIGURE*10–3
Employee*Career*
Development*Plan

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Why Offer Career Development?Why Offer Career Development?
Better equips employees
to serve the firm
Boosts employee
commitment to the firm
Supports recruitment and
retention of efforts
Career
Development
Benefits

9. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–9
TABLE*10–2 Roles*in*Career*Development
Individual
• Accept*responsibility*for*your*own*career.
• Assess*your*interests,*skills,*and*values.
• Seek*out*career*information*and*resources.
• Establish*goals*and*career*plans.
• Utilize*development*opportunities.
• Talk*with*your*manager*about*your*career.
• Follow*through*on*realistic*career*plans.
Employer
• Communicate*mission,*policies,*and*procedures.
• Provide*training*and*development*opportunities,*including*workshops.
• Provide*career*information*and*career*programs.
• Offer*a*variety*of*career*paths.
• Provide*careerKoriented*performance*feedback.
• Provide*mentoring*opportunities*to*support*growth*and*selfKdirection.
• Provide*employees*with*individual*development*plans.
• Provide*academic*learning*assistance*programs.
Manager
• Provide*timely*and*accurate*performance*
feedback.
• Provide*developmental*assignments*and*
support.
• Participate*in*career*development*
discussions*with*subordinates.
• Support*employee*development*plans.

10. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–10
TABLE*10–3 Possible*Employer*Career*Planning*and*Development*Practices
Job*postings
Formal*education/tuition*
reimbursement
Performance*appraisal*
for*career*planning
Counseling*by*manager
Lateral*moves/job*rotations
Counseling*by*HR
Preretirement*programs
Succession*planning
Formal*mentoring
Common*career*paths
Dual*ladder*career*paths
Career*booklets/pamphlets
Written*individual*career*plans
Career*workshops
Assessment*center
Upward*appraisal
Appraisal*committees
Training*programs*for*managers
Orientation/induction*programs
Special*needs*(highfliers)
Special*needs*(dualKcareer*couples)
Diversity*management
Expatriation/repatriation

11. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–11
FIGURE*10–4
Sample*Agenda—
TwoKDay*Career*
Planning*Workshop

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Innovative Corporate Career
Development Initiatives
Innovative Corporate Career
Development Initiatives
1. Provide individual lifelong learning budgets.
2. Encourage role reversal.
3. Help organize “career success teams.”
4. Provide career coaches.
5. Offer online career development programs.
1. Provide individual lifelong learning budgets.
2. Encourage role reversal.
3. Help organize “career success teams.”
4. Provide career coaches.
5. Offer online career development programs.

13. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–13
Commitment-Oriented
Career Development Efforts
Commitment-Oriented
Career Development Efforts
•Change in Employee Commitment
! Globalization raising productivity and efficiency
requirements
! Employees thinking of selves as free agents
•Career-oriented Appraisals
! Provide an opportunity to discuss and link the employee’s
performance, career interests, and developmental needs
into a coherent career plan.
•Change in Employee Commitment
! Globalization raising productivity and efficiency
requirements
! Employees thinking of selves as free agents
•Career-oriented Appraisals
! Provide an opportunity to discuss and link the employee’s
performance, career interests, and developmental needs
into a coherent career plan.

14. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–14
FIGURE*10–5
Sample*Performance*
Review*Development*
Plan

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Establishing an Effective
Mentoring Program
•Require mentoring?
•Provide mentoring training?
•Does distance matter?
•Same or different departments?
•Big or small difference in rank?

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Characteristics of Effective Mentors
•Are professionally competent
•Are trustworthy
•Are consistent
•Have the ability to communicate
•Are willing to share control
•Set high standards
•Are willing to invest time and effort
•Actively steer protégés into important work

17. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–17
Choosing a Mentor
•Choose an appropriate potential mentor.
•Don’t be surprised if you’re turned down.
•Be sure that the mentor understands what you
expect in terms of time and advice.
•Have an agenda.
•Respect the mentor’s time.

18. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–18
Enhancing Diversity Through
Career Management
•Sources of Bias and Discrimination
! A lack of diversity in the hiring department
! The “old-boy network” of informal friendships
! A lack of women mentors
! A lack of high-visibility assignments and developmental
experiences (glass ceiling)
! A lack of company role models for members of the
same racial or ethnic group
! Inflexible organizations and career tracks

19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–19
Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects
Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects
Eliminate institutional barriers
Improve networking and
mentoring
Abolish the glass ceiling
Adopt flexible career tracks
Supporting
Diversity

20. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–39
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