Managing Careers

1. Managing Careers By Daniel Damaris NS

2. Jargon

3. What is a Career? The sequence of employment positions that a person has held over his or her life In addition to formal job work, careers can include schoolwork, homemaking, or volunteer work Career success is defined not only objectively, in terms of promotion, but also subjectively, in terms of satisfaction

4. Career: Individual Vs Organizational Perspective • Organizational Perspective • Career development involves tracking career paths and developing career ladders • HRM seeks to direct information and monitor the progress of special groups of employees, and to ensure that capable professional, managerial, and technical talent will be available to meet the organization’s needs

5. Career: Individual Vs Organizational Perspective (cont.) • Individual Perspective • Focuses on assisting individuals to identify their major goals and how to achieve them • Note that the latter case focuses entirely on the individual and includes his or her life outside the organization, as well as inside

6. Career Development: Value for the Organization Needed Talent will be Available The Organization’s Ability to Attract and Retain Talented Employees Improves Minorities and Women Have Comparable Opportunities for Growth and Development

7. Career Development: Value for the Organization (cont.) Reduced Employee Frustration Enhanced Cultural Diversity Organizational Goodwill

8. Career Development: Value for the Individual Career success may no longer be measured merely by an employee’s income or hierarchical level in an organization It may now include using one’s skills and abilitiesto face expanded challenges, or having greater responsibilities and increased autonomy in one’s chosen profession

9. Career Development: Value for the Individual (cont.) • Career success in objective term • Undergraduate or Master Degree • Promotion • Money • Etc

10. Career Development: Value for the Individual (cont.) • Career success in subjective term • Compare An animal control worker Vs a accountant with CPA. Is she more or less successful than the dogcatcher?

11. Mentoring and Coaching • Coaching • Educating, instructing, and training subordinates. • Focus on helping on teaching shorter term job related skills • Mentoring • Advising, counseling, and guiding • Focus on helping employees navigate longer term hazards

12. Mentoring and Coaching (cont.) • The four step-process of coaching • Preparation: understanding the problem, the employee, and the employee’s skills • Planning the solution • Actual Coaching • Follow up

13. Career Stages

14. Career Stages (cont.) • Establishment Period • The search for work and includes acceptingyour first job, being accepted by your peers, learning the job, and gaining the first tangible evidence of success or failure in the real world

15. Career Stages (cont.) • Mid-Career Stage • A career stage marked by continuousimprovement in performance, leveling off in performance, or beginning deterioration of performance • Plateaued mid-career: Stagnation in one’s current job • The third option for mid-career deals with the employee loss of both interest and productivity at work

16. Career Stages (cont.) • Late Career Stage • A career stage in which individuals areno longer learning about their jobs nor expected to outdo levels of performance from previous years • Decline (Late Stage) • The final stage in one’s career, usually marked by retirement

17. Career Choice and Preferences The best career choice offers the best match between what you want and what you need Good career choice outcomes for any of us should produce a series of positions that give us an opportunity for good performance, make us want to maintain our commitment to the field, and give us high work satisfaction

18. Six Types of Work Environments (Holland Vocational Preferences Model)

19. The Schein Anchors • Edgar Schein has identified anchors, or personal value clusters, that may be satisfied or frustrated by work • They are: • Technical-Functional Competence • Managerial Competence • Security-Stability • Creativity • Autonomy-Independence

20. The Schein Anchors Example Donny is a recent college graduate He wants to use his human resources degree His father was laid off when his organization downsized last year, and Donny never wants to deal with that type of uncertainty Schein would describe Donny’s anchors as technical competenceand security-stability

21. The Myers-Briggs Typologies (MBTI)

22. The Specific Personality Characteristics for Entrepreneurs High Level of Motivation Abundance of Self-Confidence Persistent Problem Solver High Degree of Initiative Proactive Personality Ability to be Involved for the Long Term High Energy Level Ability to Set Goals Moderate Risk Taker

23. Suggestions for Managing Your Career

24. Thank You ! Bye…. Bye….!!