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–The occupational positions a person has had over many years. |
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–The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. |
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–The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment. |
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–The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. |
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–Careers are no simple progressions of employment in one or two firms with a single profession. –Employees now want to exchange performance for training, learning, and development that keep them marketable. |
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SEE slide 10-5 for traditional vs career develop focus |
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Roles in Career Development for the individual |
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• Accept responsibility for your own career. • Assess your interests, skills, and values. • Seek out career information and resources. • Establish goals and career plans. • Utilize development opportunities. • Talk with your manager about your career. • Follow through on realistic career plans. |
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Roles in Career Development for the Manager |
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• Provide timely performance feedback. • Provide developmental assignments and support. • Participate in career development discussions. • Support employee development plans. |
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Roles in Career Development for the Organization |
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• Communicate mission, policies, and procedures. • Provide training and development opportunities. • Provide career information and career programs. • Offer a variety of career options. |
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| The Employer’s Role in Career Development |
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Definition
ØRealistic job previews ØChallenging first jobs ØCareer-oriented appraisals ØJob rotation ØMentoring ØNetworking and interactions |
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| Innovative Corporate Career Development Initiatives |
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ØProvide each employee with an individual budget. ØOffer on-site or online career centers. ØEncourage role reversal. ØEstablish a “corporate campus.” ØHelp organize “career success teams.” ØProvide career coaches. ØProvide career planning workshops ØUtilize computerized on- and offline career development programs ØEstablish a dedicated facility for career development |
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| Making promotion decisions |
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–Decision 1: Is Seniority or Competence the Rule? –Decision 2: How Should We Measure Competence? –Decision 3: Is the Process Formal or Informal? –Decision 4: Vertical, Horizontal, or Other? |
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| Employees’ reasons for desiring transfers |
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–Personal enrichment and growth –More interesting jobs –Greater convenience (better hours, location) –Greater advancement possibilities |
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ØEmployers’ reasons for transferring employees |
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–To vacate a position where an employee is no longer needed. –To fill a position where an employee is needed. –To find a better fit for an employee within the firm. –To boost productivity by consolidating positions. |
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ØSources of bias and discrimination in promotion decisions |
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–Having few people of color employed in the hiring department –The “old-boy network” of informal friendships –A lack of women mentors –A lack of high-visibility assignments and developmental experiences (glass ceiling) –A lack of company role models for members of the same racial or ethnic group –Inflexible organizations and career tracks |
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| Enhancing Women’s and Minorities’
Prospects |
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ØEliminate institutional barriers ØImprove networking and mentoring ØEliminate the glass ceiling ØInstitute flexible schedules and career tracks |
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ØThe “New Psychological Contract” |
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–Old contract: “Do your best and be loyal to us, and we’ll take care of your career.” –New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” |
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ØCommitment-oriented career development efforts |
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–Career development programs •Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs they possess. –Career-oriented appraisals •Provide the ideal occasion to link the employee’s performance, career interests, and developmental needs into a coherent career plan. |
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–Explanation of Social Security benefits –Leisure time counseling –Financial and investment counseling –Health counseling –Psychological counseling –Counseling for second careers –Counseling for second careers inside the company |
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ØGrowth stage ØExploration stage ØEstablishment stage –Trial substage –Stabilization substage –Midcareer crisis substage ØMaintenance Stage ØDecline Stage |
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ØRealistic orientation ØInvestigative orientation ØSocial orientation ØConventional orientation ØEnterprising orientation ØArtistic orientation |
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SEE 10-26 (Occupations that typify an occupational theme) |
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–A concern or value that a person you will not give up if a [career] choice has to be made. |
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–Technical/functional competence –Managerial competence –Creativity –Autonomy and independence –Security |
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