Organizations Needs Organizations Needs Operational Operational Strategic Strategic

Matching Individual and Organizational Needs

Career Management
Personal Professional Professional

Individuals Needs Individuals Needs

HRs Role in Career Development

THE GOAL: MATCHING THE GOAL: MATCHING Encourage employee ownership of career. Encourage employee ownership of career. Create aa supportive context. Create supportive context. Communicate direction of company. Communicate direction of company.

CAREER DEVELOPMENT INITIATIVES CAREER DEVELOPMENT INITIATIVES Provide workbooks and workshops. Provide workbooks and workshops. Provide career counseling. Provide career counseling. Career self-management training Career self-management training Give developmental feedback. Give developmental feedback. Provide mentoring. Provide mentoring.

The Goal: Match Individual and Organization Needs

Mutual goal setting and planning. Mutual goal setting and planning.

Career Development Initiatives

Gauge Employee Potential

Identify Career Opportunities & Requirements

OPPORTUNITIES & REQUIREMENTS OPPORTUNITIES & REQUIREMENTS Identify future competency needs. Identify future competency needs. Establish job progressions/career paths. Establish job progressions/career paths. Balance promotions, transfers, exits, etc. Balance promotions, transfers, exits, etc. Establish dual career paths. Establish dual career paths.

GAUGE EMPLOYEE POTENTIAL GAUGE EMPLOYEE POTENTIAL Measure competencies (appraisals). Measure competencies (appraisals). Establish talent inventories. Establish talent inventories. Establish succession plans. Establish succession plans. Use assessment centers. Use assessment centers.

Gauging Employee Potential

Career Planning Workbooks Career Planning Workshops

Career Counseling

Determining Employee Potential

Career Planning Workbooks x Stimulate thinking about careers, strengths/limitations, development needs Career Planning Workshops x Discuss and compare attitudes, concerns, plans Career Counseling x Discuss job, career interests, goals

Career Development Initiatives

Inventorying Management Requirements and Talent Performance Appraisals

Using Assessment Centers

Mentoring

Determining Individual Development Needs

Career Counseling
Process of discussing with employees their current job activities and performance, their personal and career interests and goals, their personal skills, and suitable career development objectives.

Fast-Track Program
Program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential

Mentors
Executives who coach, advise, and encourage individuals of lesser rank

Characteristics of Characteristics of Successful Mentoring Programs Successful Mentoring Programs

Participation is voluntary Participation is voluntary Matching process is flexible Matching process is flexible Mentors are chosen on ability & Mentors are chosen on ability & willingness willingness Purpose is clearly understood Purpose is clearly understood Program length is specified Program length is specified Minimum level of contact is Minimum level of contact is specified specified Contact among participants is Contact among participants is encouraged encouraged Program is evaluated Program is evaluated Employee development is Employee development is

GOOD GOOD MENTORS MENTORS

Listen and understand Listen and understand Challenge and stimulate Challenge and stimulate Coach Coach Build self-confidence Build self-confidence Provide wise counsel Provide wise counsel Offer encouragement Offer encouragement Act as role model Act as role model Share experiences Share experiences

GOOD MENTEES GOOD MENTEES

Listen Listen Act on advice Act on advice Show commitment to learn Show commitment to learn Check ego at the door Check ego at the door Ask for feedback Ask for feedback Are proactive Are proactive Are open-minded Are open-minded Are willing to change Are willing to change

SUCCESSFUL SUCCESSFUL MENTORING MENTORING

Job Competencies

Identifying Job/Career Opportunities

Activities Activities of Job of Job Opportunity Opportunity Inventorying Inventorying

Job Progressions & Career Paths Career Advancement Possibilities Dual Career Paths

Job Progressions
Hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that successively require more knowledge and/or skill

Career Paths
Lines of advancement in an occupational field within an organization

Alternative Career Moves

Promotion Promotion

Exit Exit Transfer Transfer Demotion Demotion

Promotion
Change of assignment to a job at a higher level in the organization

Transfer
Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Outplacement Services
Services provided by organizations to help terminated employees find a new job

Combinations of Career Interests and Skills

High

Explore

Pursue

Skill s

Low

Avoid
Low

Develop
Interests
High

7-6

Combination Of Career Interests And Skills

Pursue INTERESTS HIGH, SKILLS HIGH Areas of both high interest and high confidence. Include in top career choices. Develop INTERESTS HIGH, SKILLS LOWER Areas of high interest, low confidence. Pursue skill building. Explore to Avoid INTERESTS LOWER, SKILLS HIGH Areas of low interest but high confidence. Reconsider why interest is low or transfer skills another area. INTERESTS LOW, SKILLS LOW Areas of both aversion and low confidence. Exclude from top career choices.

A Model of Career A Model of Career Development Development

Exploration Stage: Characteristics

Tasks Activity

Exploration Relationship Stage

to others

- Identify interests and skills - Fit between self and work - Engaged in Helping and Learning - Serves as Apprentice

30

AGE

A Model of Career A Model of Career Development Development

Establishment Stage: Characteristics
Establishment Stage

Tasks Activity

- Advancement

Relationship to others

- Growth - Develop life-style - Independent contributor - Become a Colleague

30

45 AGE

A Model of Career A Model of Career Development Development

Maintenance Stage: Characteristics

Maintenance Stage
Tasks Activity

- Update skills

Relationship to others

- Remain a contributor - Trainer - Sponsor - Policy-maker - Become a Mentor

30 45 AGE 60

A Model of Career A Model of Career Development Development

Disengagement Stage
Tasks Activity

Characteristics

Relationship to others

30

45 AGE

- Retirement planning - Change balance between work & life - Phase out of work - Become a Sponsor
60

Stages of Career Development

Stage 5: Late Career (ages 55-retirement):
Remain productive in work, maintain self esteem, prepare for effective retirement.

Stage 4: Mid Career (ages 40-55):

Reappraise early career & early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25-40): Learn job, learn

organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Stage 1: Preparation for Work (ages 0-25):

Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information. Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

Roles in the Career Planning (CP) Proces Roles in the Career Planning (CP) Process

Employees role Employees role

Managers role Managers role coach, appraiser, adviser and referral coach, appraiser, adviser and referral agent agent Companys role Companys role provide employees with resources for CP provide employees with resources for CP

primary responsibility for own CP primary responsibility for own CP get feedback about strengths, get feedback about strengths, weaknesses weaknesses identify developmental needs identify developmental needs expose oneself to learning opportunities expose oneself to learning opportunities interact with many different employees interact with many different employees

Career Development Career Development Issues Issues Career Plateau Career Plateau
most likely during mid-career most likely during mid-career Dual career paths Dual career paths technical professional vs. technical // professional vs. managerial managerial Skills obsolescence Skills obsolescence continuous learning continuous learning Balancing work and family Balancing work and family Coping with job loss Coping with job loss provide outplacement services provide outplacement services Retirement Retirement meet needs of older worker meet needs of older worker pre-retirement socialization pre-retirement socialization early retirement programs early retirement programs

Career Plateau
Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low