HR/5510

1. HR/5510 Developing Careers 9-1

2. Challenges • Establisha sound process for helping employees develop their careers. • Understand how to develop your own career. • Identify three stages of career • Understand the importance of mentoring • Develop a skills inventory and a career path. • Understand career planning and EEO issues

3. Career Planning & Development A career is the pattern of work-related experiences (e.g., job positions, job duties, decisions, and subjective interpretations about work-related events) and activities over the span of the person’s work life.

4. Career Phases ESTABLISHMENT ADVANCEMENT MAINTENANCE RETIREMENT

5. Career Development An ongoing and formalized effort that focuses on developing enriched and more capable workers.

6. 30 years old 40 years old 50 years old 60 years old The Three Stages of Career Development 20 years old younger older Early Career Middle Career Late Career • career planning • develop career • anchors • reach career plateau • career development • programs • succession planning • preparing for • retirement

7. REDEFINITION STAGE (mentors and protégés become friends, treat each other as equals) SEPARATION STAGE Mentoring: A Four-Stage Process (protégés go out on their own) CULTIVATION STAGE (mentor-protégé bond develops) INITIATION STAGE (relationship gets started) 6 months to 1 year later 2 to 5 years later Beyond 5 years Beginning of relationship

8. Career Development System: Linking Organizational Needs with Individual Career Needs Organizational Needs Individual Career Needs • What are the organization’s • major strategic issues over • the next two to three years? • What are the most critical • needs and challenges that • the organization will face • over the next 2 - 3 years? • What critical skills, know- • ledge, and experience • will be needed to meet • these challenges? • What staffing levels will • be required? • Does the organization have • the strength necessary to • meet the critical challenges? • How do I find career • opportunities within the • organization that: • Use my strengths • Address my • developmental needs • Provide challenges • Match my interests • Match my values • Match my personal style Issue: Are employees developing themselves in a way that links personal effective- ness and satisfaction with the achievement of the organization’s strategic objectives?

9. The Career Development Process Assessment Phase Direction Phase Development Phase

10. The Assessment Phase of Career Development • Self-Assessment • Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers • Whether done through workbooks or workshops, self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values. • Organizational Assessment • Some of the tools traditionally used by organizations in selection are also valuable for career development. Among these are: • Assessment centers • Psychological testing • Performance appraisal • Promotability forecasts • Succession planning

11. Common Assessment Tools Self-Assessment Organizational Assessment Career workbooks Career-planning workshops Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

12. Sample Skills Assessment Exercise Use the scales below to rate yourself on each of the following skills. Rate each skill area both for your level of proficiency and for your preference. Proficiency: 1 Still learning 2 OK — competent 3 Proficient Preference: 1 Don’t like to use this skill 2 OK — Don’t particularly like or dislike 3 Really enjoy using this skill Skill AreaProficiency x Preference = Score 1. Problem solving _______ _______ _______ 2. Team presentation _______ _______ _______ 3. Leadership _______ _______ _______ 4. Inventory _______ _______ _______ 5. Negotiation _______ _______ _______ 6. Conflict management _______ _______ _______ 7. Scheduling _______ _______ _______ 8. Delegation _______ _______ _______ 9. Participative management_______ _______ _______ 10. Feedback _______ _______ _______ 11. Planning _______ _______ _______ 12. Computer _______ _______ _______ 9-12

13. The Direction Phase of Career Development • Individual Career Counseling • This refers to one-on-one sessions with the goal of helping employees examine their career aspirations. • Information Services • Information services provide career development information to employees. • Job-posting systems • Skills inventories • Career paths • Career resource center

14. A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction Component 1: Understanding the Business Environment • Competencies: • Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization. • Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness. Component 2: Making it Happen • Competencies: • Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks. • Collaborative decision making—actions that involve key stakeholders in the decision-making processes. • Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.

15. A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.) Component 3: Leading Others • Competencies: • Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting. • Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition. • Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.

16. Career Path A chart showing the possible directions and career opportunities available in an organization; it presents the steps in a possible career and a plausible timetable for accomplishing them.

17. Alternative Career Paths for a Hotel Employee Waiter/ Waitress Pantry Worker Pastry Cook Sauce Cook Short- Order Cook Sous- Chef Bus- person Liquor Store- room Steward Host/ Hostess Beverage Manager Asst. Banquet Manager Banquet Manager Store- room Clerk Assistant Steward

18. The Development Phase of Career Development • Mentoring • Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support. • Coaching • Employee coaching consists of ongoing, sometimes spontaneous, meetings between manages and their employees to discuss the employee’s career goals and development. • Job Rotation • Job rotation involves assigning employees to various jobs so that they acquire a wider base of skills. • Tuition Assistance Programs • Organizations offer tuition assistance programs to support their employees’ education and development.

19. Making Career Development an Organizational Priority • Stress commitment to career growth and development in formal communications with employees. • Make career development a priority at all levels of the organization, starting at the top. • Provide managers with the people skills they need to develop their subordinates. • Emphasize that career development is a collaborative effort and that the employee must take primary responsibility for his or her own career. • Require managers to meet with their subordinates regularly to review personal career goals and objectives.

20. Making Career Development an Organizational Priority (cont.) • Ask managers to outline employee achievements and strengths when conducting an appraisal review session. • Encourage managers to collaborate with subordinates to develop a career vision. • Emphasize that part of the manager’s job is helping employees develop career action plans. • Encourage employees to take advantage of continuing education and other development activities. • Require managers to develop collaborative rather than top-down, control-oriented working relationships with their subordinates.

21. Effective Coaching Techniques • Create a Coaching Context • Identify your purpose in the coaching role • Actively Listen to the Person • Limit interruptions from others and from yourself • Reflect back to the person what you heard • Ask Questions • View the goal of the interaction as helping the employee to find answers that works best for him or her • Don’t give advice; ask questions that explore assumptions • Give Useful Feedback • Let the employee identify his or her difficulties to overcome. Your input should help clarify what needs to be done.

22. Suggestions for Self-Development • Create your own personal mission statement. • Take responsibility for your own direction and growth. • Make enhancement your priority, rather than advancement. • Talk to people in positions to which you aspire and get suggestions on how to proceed. • Set reasonable goals. • Make investment in yourself a priority.

23. Advancement Suggestions • Remember that performance in your function is important, but interpersonal performance is critical • Set the right values and priorities. • Provide solutions, not problems. • Be a team player. • Be customer oriented. • Act as if what you’re doing makes a difference.