HRs Role in Career Development

THE GOAL: MATCH INDIVIDUAL AND ORGANIZATION NEEDS -------------------------------- The Goal: Matching Encourage employee ownership of career. Create a supportive context. Communicate direction of company. Establish mutual goal setting and planning

IDENTIFY CAREER OPPORTUNITIES AND REQUIREMENTS --------------------------------Opportunities & Requirements Identify future competency needs. Establish job progressions/career paths. Balance promotions, transfers, exits, etc. Establish dual career paths.

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INSTITUTE CAREER DEVELOPMENT INITIATIVES ----------------------------------- Career Development Initiatives Provide workbooks and workshops. Provide career counseling. Provide career self-management training. Give developmental feedback. Provide mentoring.

GAUGE EMPLOYEE POTENTIAL -------------------------------- Gauge Employee Potential Measure competencies (appraisals). Establish talent inventories. Establish succession plans. Use assessment centers.

The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.

Michelangelo Buonarroti

Discussion
Can corporations really afford to have formal career development policies, given the need to be flexible in terms of staffing? Should companies make special effort to deal with career-family problems through part-time work, job sharing, flexi time & other programmes? You cant be too open & honest with an employee when discussing his career Do you agree or disagree

Career planning & development

A career is a sequence of positions or jobs held by a person during the course of his working life. Career planning is the systematic process by which one selects career goals & the path to these goals. From organisations view point, career planning is a managerial technique for mapping out the entire career of employees from the employment stage to the retirement stage. It involves discovery ,development, planned employment & reemployment.

Career planning & development

Career goals: The future positions one strives to reach in his career. Career path: The sequential & progressive path or line through which one moves toward his/her career goals. Mentoring; A process wherein a senior employee serves in an formal way as a teacher, guide, friend, philosopher to the new employee in the organisation.

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Career planning & development

Career cycle:-The stages through which a persons evolves. Career management:-It is the continuing process of setting career goals, formulating & implementing strategies for reaching the goals & monitoring the results.

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Career Anchors
Career Anchors is the pattern of selfperceived talents, motives & values that serves to guide, stabilize, constrain & integrate the persons career-Edgar Schein

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Five career anchors

1.Technical /functional competence 2.Managerial competence( higher responsibility, decision making& control & influence) 3.Creativity 4.Security or stability 5.Autonomy-independence

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Characteristics of career planning

Process of developing HR. A means of managing people to obtain optimum results. Continuous process Individuals responsibility but organisation provides guidance & counseling. Integration of individual & organisational needs.

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Objectives of career planning

To attract & retain the right type of persons in the organisation. To ensure better use of HR. To have a more stable workforce. To improve employee morale & motivation. To provide guidance & encouragement which employees need to fulfill their potential. To achieve higher productivity & organisational development.
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Process of career planning

Identifying individual needs & aspirations Analysing career opportunities (long term & short term) Identifying match & mismatch Formulating & implementing strategies -creation of new career path -changing employee needs & aspirations -training & development of suitable people Reviewing career plans

The Goal: Matching Individual and Organizational Needs

The Employees Role The Organizations Role: Establishing a Favorable Context Blending Individual and Organizational Goals

Balancing Individual and Organizational Needs

Identifying Career Opportunities and Requirements

Competency Analysis
Measures three basic competencies for each job: know-how, problem solving, and accountability.

Job Progressions
The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill.

Career Paths
Lines of advancement in an occupational field within an organization.

Developmental programmes
Performance Appraisal MBO Career counseling Job rotation etc

Typical Line of Advancement in HR Management

Career Changes
Promotion
A change of assignment to a job at a higher level in the organization. Principal criteria for determining promotions are merit, seniority, and potential.

Transfer
The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

Career Change Organizational Assistance

Relocation services
Services provided to an employee who is transferred to a new location:

Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language.

Outplacement services
Services provided by organizations to help terminated employees find a new job.

Alternative Career Moves

Using Assessment Centers

Assessment Center
A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called upon to handle on the job. In-basket training

A process for evaluating trainees by simulating a real-life work situation

Leaderless group discussions

A process that places trainees in a conference setting to discuss an assigned topic, either with or without designated group roles

Successful Career-Management Practices

Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.

Internal Barriers to Career Advancement

Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a shortterm focus. Lack of career opportunities and pathways within the organization for employees.

Career Development Initiatives

Career Planning Workbooks (consists of questions & exercises designed to guide individuals to know their strengths & weaknesses) Career Planning Workshops -Entry workshops -mid-career workshops -late-career workshops Career Counseling
The process of discussing with employees their current job activities and performance, their personal and career interests and goals, their personal skills, and suitable career development objectives.

Career Development Initiatives

Continuing education & training Job rotations sabbaticals

Individualized Career Development

Fast-track Program
A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

Career Self-Management Training

Helping employees learn to continuously gather feedback and information about their careers. Encouraging them to prepare for mobility.

Mentoring
Mentors
Executives who coach, advise, and encourage individuals of lesser rank.

Mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored.

Mentoring Functions

Forming a Mentoring Relationship

Research the mentors background. Make contact with the mentor. Request help on a particular matter. Consider what you can offer in exchange. Arrange a meeting. Follow up. Ask to meet on an ongoing basis.

Career Networking Contacts

Your college alumni association or career office networking lists Your own extended family Your friends parents and other family members Your professors, advisors, coaches, tutors, clergy Your former bosses and your friends and family members bosses Members of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or go to school

Career stages
high exploration establishment Mid-career Late-career decline

performance

Low

25

35 age

50

60

70
730

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Stages of Career Development

Stage 5: Late Career (ages 55retirement):
Remain productive in work, maintain self-esteem, prepare for effective retirement.

Stage 4: Midcareer (ages 4055):

Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 2540):

Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 1825):

Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.

Stage 1: Preparation for Work (ages 025):

Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

Combinations of Career Interests and Skills

High

Explore

Pursue

SKILLS

Avoid
Low

Develop

Low

High

INTERESTS

The Plateauing Trap

Career Plateau
Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Types of Plateaus
Structural plateau: end of advancement Content plateau: lack of challenge Life plateau: crisis of personal identity

Twelve Steps for Starting a New Business

Keeping a Career in Perspective

Maintaining Off-the-Job Interests Having a Healthy Marital and/or Family Life Planning for Retirement Maintaining a Healthy Balance

Succession planning
It refers to the plans a company makes to fill its current & future key jobs arising from business strategy to optimize the organisationals needs & individual aspirations. TIME FRAME Immediate :within 1 year Intermediate : 1 year to 3 years Long range : beyond 3 years

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Elements of Succession planning

1.Management staffing plans
Economic forecasts HR forecasts Manpower Market forecasts Business plans
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Staffing plan

Organization plans

2.Staffing & development

Staffing: 1.outside -Recruitment -Selection -placement Development: -Formal training -Planned job rotation -Performance appraisal -Counseling -coaching

2.Inside -promotion -transfer

3.Creating a congenial environment to ensure retention of the employees

4.Appraisals &analysis: performance potential feedback 5.preparation of management resource inventory consisting of:personal data performance potential skills career goals career plans

Career marriages
Psychological Need of individual Psychological Need of organisation

INCLUSION

Control

Affection

Career marriages

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