This document discusses career management and development. It begins by explaining how employees' careers and skills must change to reflect environmental changes. It then contrasts the "old" and "new" employment relationships, noting that individuals are now responsible for their own development. Various models of career development are presented, including stages of adult development and career stages. The roles of individuals, managers, and HR professionals in career management are discussed. Finally, effective practices for career development systems and management development programs are outlined.

1. Career Management and Development
HRD and Career Development
Understanding employee careers
Influencing those careers
Changing KSAOs to reflect changes in environment
Assist employees in preparing for new work and enhance their
employability
The “New Employment Relationship”
OLD
If competent and reliable, job for life
“Entitlement” mentality
Paternalistic companies
Loyalty expected up and down
NEW
No promise of
Survivability
Nonacquisition
Room for promotion
Job until retirement
Money for your pension
Undying loyalty up or down

2. Results of “New Relationship”
Individuals responsible for their own development
Must demonstrate value added to company
Must understand nature and nuances of business
Employers Should:
Provide opportunities for development
Allow for employee participation in
Decision making
Career management
Performance-based compensation
What is a “Career”?
The property of an organization or occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of person’s work pattern
“Career” Defined
“The pattern of work-related experiences that span
the course of a person’s life.”
Includes objective and subjective views of work

3. Relationship of Career to Nonwork Activities
Must consider all of person’s skills, abilities, and interests
Also must look at family and societal influences
Career Development
“An ongoing process by which individuals
progress through a series of stages, each of
which can be characterized by relatively
unique set of issues, themes and tasks.”
Career Planning
A deliberate process of becoming aware of
Self
Opportunities
Constraints
Choices
Consequences
Identifying career-related goals
Working to attain career goals
Career Management

4. “Process of preparing, implementing and
monitoring career plans undertaken by the
individual alone or in concert with the
organization’s career systems.”
Stages of Life and Career Development
Stage of adult development. See views of
Erik Erickson
Daniel Levinson
Erikson’s Stages of Life
Basic trust vs. mistrust
Autonomy vs. shame and doubt
Initiative vs. guilt
Industry vs. inferiority
Identity vs. role confusion
Intimacy vs. isolation
Generativity vs. stagnation
Ego integrity vs. despair
(Study these in your text!)
Stage Views of Career Development
Traditional model of career development
Five stages in Greenhaus et al. model:
Preparation for Work (0–25)
Organizational Entry (18–25)

5. Early Career (25–40)
Midcareer (40–55)
Late Career (55–retirement)
Other Views of Career Development
Protean career – individuals must reinvent their careers over
time (Hall & Mirvis)
Multiple career concept model:
Linear – steady movement up the hierarchy
Expert – devotion to expertise within an occupation
Spiral – periodic moves across related occupations
Transitory – frequent moves across different jobs or fields
Summary of Career Management Activities
Career exploration
Awareness of self and environment
Goal setting
Strategy development
Strategy implementation
Progress toward goal
Feedback from work and nonwork sources
Career appraisal
Organizationally Oriented Career Management Models
Pluralistic approach (Brousseau et al.) – aligning individual and
organizational interests.
Systems view (Nicholson):

6. People system
Job market system
Management and information system
Team-based career development (Cianni & Wnuck)
Roles in Career Management
Who is responsible for career development?
Individual
Manager
HRD professional/career counselor
For all, it is a cyclical and continuing process
The Individual’s Role
Knowing What
Knowing Why
Knowing Where
Knowing Whom
Knowing When
Knowing How
Manager’s Responsibilities
Coaching
Appraising
Advising
Referring

7. HRD Professional’s Responsibility
Includes career development professional
Recognize individual's career ownership
Be a broker for career development (CD)
Develop expertise in CD and assessment technologies
Create support and info for individual efforts
Promote work planning over career planning
Promote learning through work
Be interventionist
Promote mobility and lifelong learner
Use existing resources
Career Development Practices and Activities - 1
Self-assessment activities
Self-Directed Search (Holland)
What Color is Your Parachute? (Bolles)
Other workbooks and workshops
Individual counseling
Career planning and advancement
Outplacement
Preretirement counseling
Career Development Practices and Activities – 2
Internal labor market information
Job posting
Career paths
Skills inventory

8. Career Development Practices and Activities – 3
Developmental programs
Job rotation
Mentoring
Assessment centers (used for both evaluating potential and
developing employees)
Effective Career Development Systems
Need a systems approach to career development (Gutteridge et
al., 1993):
Identify needs for career development
Build a vision for change
Develop a plan for action
Implement for impact and longevity
Evaluate and maintain results
How to Improve Career Development Efforts – 1
Integrate career planning with the organization’s strategic
planning efforts.
Strengthen the linkages between career development and other
HR systems.
Increase the openness of career development systems (i.e., less
secretive).
Enhance the role of managers in career development.
Expand team-based development efforts.

9. How to Improve Career Development Efforts – 2
Increase the use of on-the-job development efforts (rather than
“one shot” training).
Encourage job enrichment and lateral job movement.
Identify and develop transferable job competencies.
Include personal values and lifestyle assessments within career
development activities.
How to Improve Career Development Efforts – 3
Implement a wide variety of approaches to accommodate
different learning styles.
Link career development to the organization’s quality Total
Quality Management (TQM) initiatives.
Expand the measurement and evaluation of career development
activities.
Continue to study best practices in career management and
development in a global context.
Management Development

10. Management Development
Definition:
“An organization’s conscious effort to provide its
managers (and potential managers) with opportunities to learn,
grow, and change, in hopes of producing over the long term a
cadre of managers with the skills necessary to function
effectively in that organization.”
Management Development
Three main components or strategies used to provide
management development:Management educationManagement
trainingOn-the-job experiences
Describing the Manager’s Job
Several approaches have been used to understand the job
of managing:Characteristics approachManagerial roles
approachProcess models
Integrated competency model
Four-dimensional modelHolistic approach (Mintzberg)
Determining the Content of Management Development
Issue: How to determine the content of a management
development/training program. What would be recommended,
based on the HRD process model?
Begin with Needs AssessmentSurvey by Saari et al.:
Only 27% of organizations did any form of needs
assessment before designing their management development
programs.

11. Making Management Development Strategic - 1
Issue: How to insure that management development is
linked to the organization’s goals and strategies.
Seibert et al. propose four principles:
Begin by moving out and up to business strategy
Put job experience before classroom activities
Be opportunistic
Provide support for experience-based learning
Making Management Development Strategic – 2
Issue: Linking to organizational strategies.
Burack et al. propose seven points:
A clear link to business plans and strategies
Seamless programs
A global orientation
Individual learning occurs within a framework for
organizational learning
Recognition of the organizational culture
A career development focus
A focus on core competencies
Management EducationBachelor’s and master’s programs at
colleges and universities (B.B.A., MBA)Executive education –
e.g.,
Condensed MBA programs
Short courses by:
Colleges and universities
Consulting firms
Private institutes
Professional and industry associations

12. Management Training and ExperiencesCompany-designed
courses
e.g., General ElectricCompany academies, “colleges,” and
corporate universities
e.g., Motorola, XeroxOn-the-job experiences
Center for Creative Leadership research
Action learning – a “living case” approach
Examples of Management Development Approaches - 1
Leadership Training
Transformational leadership
Focus on leader qualities such as vision, inspiration, and
charisma
“Transforming followers, creating vision of the goals that may
be attained, and articulating for the followers the ways to attain
those goals.” (Bass, 1985)
Examples of Management Development Approaches – 2
Leadership Training
Leaders developing leaders
Involvement of CEOs and other senior managers in developing
leaders within their own organizations. Example: Intel
Effective leaders create engaging personal stories to
communicate their vision for the future (Cohen & Tichy).
Examples of Management Development Approaches – 3
Behavior Modeling TrainingTypically includes five steps:
Modeling

13. Retention
Rehearsal
Feedback
Transfer of trainingDemonstrated effectiveness for
changing learning, behavior, and results
Designing Management Development Programs
Management development must be tied to the organization’s
strategic plan.
A thorough needs analysis is essential.
Specific objectives should be established for each component.
Senior management involvement and commitment in all phases
is critical.
A variety of developmental opportunities should be used.
Ensure that all participants are motivated to participate.
The regular evaluation updating of all programs is essential.