Career Development

1. Career Development Chapter 12 Human Resource Development

2. New Employment Relationship • Corporate restructuring • Changing psychological contract • Length of employment with single firm • Geographic mobility • Dual careers • Generation X

3. What is a Career? • 1. Property of an occupation (sales) or organization (IBM) • 2. Advancement – continuing success • 3. Status of a profession (lawyer) – versus job (carpenter) • 4. Involvement in one’s work – can be negative (Don’t make a career out of it.) • 5. Stability of a person’s work pattern (sequence of related jobs)

4. Career Planning and Career Management Employee Self-directed/workbooks Centered Company workshops Corporate seminars Mutual Focus Manager-employee career discussions Organization Assessment centers Centered Talent inventories Succession planning

5. Traditional Models of Career Development • Stage 1: preparation for work (age 1-25) • Stage 2: organizational entry (age 18-25) • Stage 3: early career (age 25-40) – proficiency, fit • Stage 4: mid career (age 40-55) – reappraisal • Stage 5: late career (age 55-retirement)

6. Contemporary Views of Career Development • Protean career – reinvent, flexible, idiosyncratic, moves from one line of work to another • Multiple career concept • Linear – through hierarchy • Expert – occupation based • Spiral – moves across related occupations • Transitory – moves across different fields

7. Individual-Oriented Process of Career Management • Career exploration • Awareness of self and environment • Goal setting • Strategy development – action plan • Progress toward the goal • Feedback from work and non work • Career appraisal

8. Organizational-Oriented Career Management Models • Pluralistic – process of assessing gaps between organization’s strategy and individual’s career concepts through 1. Counseling 2. Individual career development program contracts 3. Cafeteria approach using variety of career-track options, training, performance evaluation, and reward systems

9. Systems View of Career Management • People system – selecting, nurturing, motivating • Job market system – developmental, opportunities • Management and information systems – facilitate exchange of people, ideas, and information and links together,

10. Team-Based Career Development • Team members serve as role models • Teams reward behavior, enhance growth • Teams determine team and individual training opportunities • Team moves collectively to higher levels • People move laterally within team • Organization evaluates team, team evaluates the individual

11. Roles in Career Management • Individual’s role is knowing what, why, where, whom, when, and how • Manager’s responsibility is as coach, appraiser, advisor, referral agent • HRD’s responsibility is to support development, expert on information, promote planning and learning, intervene to remove roadblocks, promote mobility

12. Career Development Practices and Activities • Self-assessment activities – workshops, workbooks, Holland • Individual counseling • Internal labor market – postings, career paths, career enhancement opportunities, skills inventories • Organizational potential assessment – potential ratings, succession planning • Developmental programs – job rotation, mentoring

13. Issues in Career Development • Developing career motivation – resilience, insight, identity • Career plateau • Career development for nonexempt employees • Enrichment: effective career development without advancement – certification, retraining, transfers/rotation