Career Development

Chapter 12

Human Resource Development

New Employment Relationship

Corporate restructuringChanging psychological contractLength of employment with single firmGeographic mobilityDual careersGeneration X

What is a Career?1. Property of an occupation (sales) or

organization (IBM)2. Advancement – continuing success3. 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)

Career Planning and Career Management

Employee Self-directed/workbooksCentered Company workshops Corporate seminarsMutual Focus Manager-employee career discussionsOrganization Assessment centersCentered Talent inventories

Succession planning

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) –

reappraisalStage 5: late career (age 55-retirement)

Contemporary Views of Career Development

Protean career – reinvent, flexible, idiosyncratic, moves from one line of work to another

Multiple career conceptLinear – through hierarchyExpert – occupation basedSpiral – moves across related occupationsTransitory – moves across different fields

Individual-Oriented Process of Career Management

Career explorationAwareness of self and environmentGoal settingStrategy development – action planProgress toward the goalFeedback from work and non work Career appraisal

Organizational-Oriented Career Management Models

Pluralistic – process of assessing gaps between organization’s strategy and individual’s career concepts through1. Counseling 2. Individual career development program contracts3. Cafeteria approach using variety of career-track options, training, performance evaluation, and reward systems

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,

Team-Based Career Development

Team members serve as role modelsTeams reward behavior, enhance growthTeams determine team and individual

training opportunitiesTeam moves collectively to higher levelsPeople move laterally within teamOrganization evaluates team, team

evaluates the individual

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

Career Development Practices and Activities

Self-assessment activities – workshops, workbooks, Holland

Individual counselingInternal labor market – postings, career paths,

career enhancement opportunities, skills inventories

Organizational potential assessment – potential ratings, succession planning

Developmental programs – job rotation, mentoring

Issues in Career Development

Developing career motivation – resilience, insight, identity

Career plateauCareer development for nonexempt

employeesEnrichment: effective career development

without advancement – certification, retraining, transfers/rotation