Chapt12
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Transcript of Chapt12
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