Navigating Career Planning and Development for Success

1. Week 8: Career Development Agenda for Today • Understand the importance of career planning and development • Understand the role of mentoring in career development • Understand HR interventions that can be made to enhance career experiences at different career stages

2. What is Career Planning and Development • Career: A pattern of work related experiences that span the course of a person’s life. • Objective career: positions occupied during the course of a lifetime • Subjective career: held together by your self-concept (perceived talents & abilities, basic values, career motives & needs) • Career Planning: An ongoing process by which individual sets career goals and develops a plan for reaching those goals • Career Development: An ongoing, formalized effort by organizations that focuses on developing and enriching the human resources in light of both employees’ and organizations’ needs.

3. Why Are These Plans & Programs Necessary? • Changing World & Changing Organizations • Increased competition & internationalization • Rising ed. levels & occupational aspirations • Changing technology, slow economic growth • Culturally and socially diverse workforce • Changing People • High expectations from work • Changing values: • Concern for total life-style • Diversity of career orientations • Job security vs. career security • Changes in the meaning of career success

4. Your Career– Whose Responsibility Is It?? • You!!! • What Do you About It? What are you doing to improve your Employability? “If you don’t know where you are going, any road will get you there..”(Alice in Wonderland)

5. What Do You Need to Improve Your Employability? • Unless you add value to yourself, the company will not see much value in you • The Key is Career Planning • And the Keys to Career Planning are: • Understanding yourself and your environment (Self-Assessment) • Understanding what shape your career can take (career stages) • How it all comes together in terms of you managing your career

6. Model of Career Management Information, Opportunities, and Support From Need to Make a Decision A B C Career Exploration Awareness of Self & Environment Goal Setting H G Career Appraisal Feedback: Work/Nonwork F E D Progress toward Goal Strategy Implementation Strategy Development Educational, Family, Work, & Societal Institutions

7. STAGES OF CAREER DEVELOPMENT • Stage 1: Preparation for Work (ages 0-25) • Stage 2: Organizational Entry (ages 18-25) • Stage 3: Early Career (ages 25-40) • Establishment • Achievement • Stage 4: Midcareer (ages 40-55) • Stage 5: Late Career (ages 55-retirement)

8. Major Tasks Associated With Career Stages • Preparation For Work: Occupational Choice • Typical Age Range: Initially 0-25; then variable • Develop occupational self-image • Assess alternative occupations • Develop initial occupational choice • Pursue necessary education • Organizational Entry • Typical Age Range: Initially 18-25; then variable • Obtain job offer(s) from desired organizations • Select appropriate job based on accurate information

9. Organizational Entry: Develop self-awareness Identify prospective employers Present effective job interview behavior Spend time assessing organizations Choose organization Attract job candidates Impact of recruiter Follow-up activities Engage in realistic recruitment Lowers expectations to acceptable levels Vaccination against job reality Conveys air of honesty Offers chance to self-select out of job Use appropriate assessment and selection methods HR Initiatives at Organizational Entry Stage Individual Career Stage Tasks HR Initiatives

10. Early Career: ESTABLISHMENT PHASE Learn job Learn organizational rules and norms Fit into chosen occupation and organization Demonstrate competence Effective orientation programs Early job challenge Effective use of the first supervisor ENCOURAGEMENT OF MENTOR RELATIONSHIPS Performance feedback Technical training Promote career exploration HR Initiatives at The Early Career Stage Individual Career Stage Tasks HR Initiatives

11. Understanding Mentoring • Higher ranking • Influential member of an organization • Advanced experience and knowledge • Committed to providing upward mobility and support to protégé’s career • Mentor’s may or may not be: • Be the protégé’s supervisor • Work in the same field as field as the protégé • Work in the same department as the protégé • Work in the same organization as the protégé

12. CAREER DEVELOPMENT Sponsoring Coaching Protection Challenging assignments Exposure PSYCHOSOCIAL Friendship Role modeling Counseling Acceptance and confirmation Social interactions Parent Mentor Functions(Kram, 1985)

13. Protégés Promotion rate Compensation Job and career satisfaction Turnover intentions Organizational commitment Organizational socialization Mentors Satisfaction and fulfillment Job rejuvenation Improved self-esteem & performance Career renewal Recognition Support from protégés Benefits of Mentoring

14. Buffer from discrimination Confer legitimacy Reflected power Inside information (“old boys network”) Role modeling Self-confidence Support, advice, and career guidance Political and self-presentation skills “Ins” and “Outs” of corporate politics Benefits for Women and Employees of Color (Ragins, 1989, 1997, 1998)

15. Advantages Avoid sexual issues Strong role modeling function Fewer constraints on friendship Understands work/family issues Disadvantages Restricted time and availability May have less power Highly visible; may threaten others Choice of Female vs. Male Mentors (Ragins, 1989)FEMALE MENTORS

16. Advantages Greater availability Stronger advocate in organization Changes organizational culture; part of diversity initiative Disadvantages Restricted role modeling Sexual issues Constrained social and friendship functions MALE MENTORS

17. Early Career: ACHIEVEMENT PHASE Increase competence Pursue “dream” Breadth and variety of job experiences Additional responsibility Performance appraisal and feedback Flexible career paths Help development of career plans Technical training Promote career exploration HR Initiatives at The Early Career Stages Individual Career Stage Tasks HR Initiatives

18. Midcareer: Reappraise early career and early adulthood Reaffirm or modify “dream” Make choices appropriate to middle adult years Remain productive in work Help employees understand midcareer issues New job assignments Job redesign Reward performance, not just promotion Training on group leadership, mentoring, and counseling skills Promote career exploration HR Initiatives at Mid-Career Stages Individual Career Stage Tasks HR Initiatives

19. Late Career: Remain productive in work Maintain self-esteem Prepare for effective retirement or career change Understanding of late career issues Performance standards and feedback Education and job restructuring Nondiscriminatory policies and treatment Development of retirement planning programs Establishment of flexible work patterns HR Initiatives at Late Career Stages Individual Career Stage Tasks HR Initiatives

20. Keeping A Career In Perspective • Companies Need to Understand • Generation X, Y and I Employees • The new factory workers • Women and culturally diverse employees • Individuals Need to Understand: • Off-the-job interests • Marital and/or family life • Plan for retirement • Maintain a balance between their work and non-work lives