Career Management and Development

Chapter 12

Questions for Discussion

1. When you think about the term career, what comes to your mind?

HRD and Career Development

Understanding employee careers

Influencing those careers

Changing KSAOs to reflect changes in

environment Assist employees in preparing for new work and enhance their employability

The New Employment Relationship

OLD
If competent and reliable,

NEW
No promise of Survivability Nonacquisition Room for promotion Job until retirement Money for your pension Undying loyalty up or down

job for life Entitlement mentality Paternalistic companies Loyalty expected up and down

Results of New Relationship

Individuals responsible for their own development

Must demonstrate value added to company

Must understand nature of business

Employers Should:
Provide opportunities for development

Allow for employee participation in

Decision making Career management Performance-based compensation

What is a Career?
The property of an organization or occupation

Progression and increasing success

Status of a profession Involvement in ones work Stability of persons work pattern

Career Defined
The pattern of work-related experiences that

span the course of a persons life. Includes objective and subjective views of work

Career Development
An ongoing process by which

individuals progress through a series of stages, each of which can be characterized by relatively unique set of issues, themes and tasks.

Career Planning
A deliberate process of Becoming aware of
Self Opportunities

Constraints
Choices Consequences

Identifying career-related goals Working to attain career goals

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Career Management
Process of preparing, implementing and

monitoring career plans undertaken by the individual alone or in concert with the organizations career systems.

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Spectrum of Career Development Activities

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Stages of Life and Career Development

Stage views of adult development: Erik Erickson Daniel Levinson

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Eriksons Stages of Life

Basic trust vs. mistrust Autonomy vs. shame and doubt Initiative vs. guilt Industry vs. inferiority Identity vs. role confusion

Intimacy vs. isolation

Generativity vs. stagnation Ego integrity vs. despair

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The stages
Age Virtues Psycho Social Crisis Significant Relationship Existential Question Examples

infant -18 months

Hopes

Trust vs. Mistrust

Mother

Can I Trust The World?

Feeding, Abandonment

18 month-3 years

Will

Autonomy vs. Shame & Doubt

Parents

Is It Ok To Be Me?

Toilet Training, Clothing Themselves

3-5 years

Purpose

Initiative vs. Guilt

Family

Is It Ok For Me To Do, Move and Act?

Exploring, Using Tools or Making Art

5-13 years

Competence

Industry vs. Inferiority

Neighbors, School

Can I Make It In The World Of People And Things?

School, Sports

13-21years

Fidelity

Identity vs. Role Confusion

Peers, Role Model

Who Am I? What Can I Be?

Social Relationships

21-40 years

Love

Intimacy vs. Isolation

Friends, Partners

Can I Love?

Romantic Relationships

41-65 years

Care

Generativity vs. Stagnation

Household, Workmates

Can I Make My Life Count?

Work, Parenthood

65-and on

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Wisdom

Ego Integrity vs. Despair

Mankind, My Kind

Is It Ok To Have Been Me?

Reflection on Life

Levinsons Eras or Seasons of Life (Figure 12-2)

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Stage Views of Career Development

Traditional model of career development Five stages in Greenhaus et al. model:

Preparation for Work (025) Organizational Entry (1825) Early Career (2540) Midcareer (4055) Late Career (55retirement)

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Other Views of Career Development

Protean career individuals must reinvent

their careers over time (Hall & Mirvis) Multiple career concept model:
Linear steady movement up the hierarchy Expert devotion to expertise within an occupation Spiral periodic moves across related occupations Transitory frequent moves across different jobs or

fields

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A Model of Career Management

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Summary of Career Management Activities

Career exploration

Awareness of self and environment

Goal setting Strategy development

Strategy implementation
Progress toward goal Feedback from work and nonwork sources

Career appraisal

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Organizationally Oriented Career Management Models

Pluralistic approach (Brousseau et al.)

aligning individual and organizational interests. Systems view (Nicholson):

People system Job market system Management and information system

Team-based career development (Cianni &

Wnuck)

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Roles in Career Management

Who is responsible for career development?
Individual Manager HRD professional/career counselor

For all, it is a cyclical and continuing process

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The Individuals Role

Knowing What

Knowing Why
Knowing Where Knowing Whom Knowing When Knowing How

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Managers Responsibilities
Coaching

Appraising
Advising Referring

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HRD Professionals Responsibility

Includes career development professional Recognize individual's career ownership Be a broker for career development (CD) Develop expertise in CD and assessment

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technologies Create support and info for individual efforts Promote work planning over career planning Promote learning through work Be interventionist Promote mobility and lifelong learner Use existing resources

Career Development Practices and Activities

Self-assessment activities
Self-Directed Search (Holland) What Color is Your Parachute? (Bolles) Other workbooks and workshops

Individual counseling
Career planning and advancement Outplacement Preretirement counseling

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Career Development Practices and Activities 2

Internal labor market information
Job posting Career paths Skills inventory

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Organization Potential Assessment

Assessing individuals to ensure they are available

and qualified to fill key positions when they become vacant Assesses promotability of employees
Managerial Professional

Technical

Assessments of organizational potential Potential ratings Assessment centers Succession planning

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Career Development Practices and Activities 3

Developmental programs
Job rotation Mentoring Assessment centers (used for both evaluating

potential and developing employees)

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Current Issues in Career Development 1

Developing career motivation (M. London):
Career resilience the ability to resist career

barriers or disruptions Career insight realistic perceptions about ones career goals Career identity the extent to which people define themselves by their work

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Current Issues in Career Development 2

Career plateaus:
The likelihood of future advancement or promotion

is very low Important to look at the individuals perceptions of being plateaued i.e., how they feel about their situation (G. Chao) Can one be successfully plateaued?
Look at Table 12-8

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Current Issues in Career Development 3

Career development for nonexempt employees:
If we are serious about our definition of a career,

then career development should not focus primarily on salaried employees. Not much research on career issues for blue-collar and other nonexempt-level employees Examples: Corning and Lockheed Marine

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Current Issues in Career Development 4

Enrichment Career development without

advancement:
Build additional expertise into an employees

current area of work e.g.,

Retraining

Certification programs
Mastery paths Job transfer or rotation (without a promotion)

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Current Issues in Career Development 5

Work/Life Balance Issues conflicts that

arise between work and nonwork issues e.g., work-family conflict

Good news: Organizations are paying more

attention to issues of work/life balance. Concern: The costs of success, e.g., career success/personal failure. Many successful people feel highly alienated from their own values, and from their families because of the demands of their careers (Korman & Korman, 1981).
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Effective Career Development Systems

Need a systems approach to career development

(Gutteridge et al., 1993):

Identify needs for career development Build a vision for change Develop a plan for action Implement for impact and longevity Evaluate and maintain results

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How to Improve Career Development Efforts 1

1. 2. 3. 4.

5.

Integrate career planning with the organizations strategic planning efforts. Strengthen the linkages between career development and other HR systems. Increase the openness of career development systems (i.e., less secretive). Enhance the role of managers in career development. Expand team-based development efforts.

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How to Improve Career Development Efforts 2

6.

7. 8.

9.

Increase the use of on-the-job development efforts (rather than one shot training). Encourage job enrichment and lateral job movement. Identify and develop transferable job competencies. Include personal values and lifestyle assessments within career development activities.

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How to Improve Career Development Efforts 3

10. Implement a wide variety of approaches to

accommodate different learning styles. 11. Link career development to the organizations quality (TQM) initiatives. 12. Expand the measurement and evaluation of career development activities. 13. Continue to study best practices in career management and development in a global context.
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Summary
The best career development is likely to be

done...
In the context of a systems approach As a joint effort between: You Your manager HRD/Career professional

You need to be proactive in managing your own

career

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