Chapter 9 Career Development
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Transcript of Chapter 9 Career Development
Chapter 9
Career Development
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 2
Introduction
Ø traditionally, career development programs helped employees advance within the organization
Ø today, each individual must take responsibility for his or her career
Some helpful career development sites:
http://managementhelp.org/career/career.htm
http://associationdatabase.com/aws/NCDA/pt/sp/home_page
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 3
Introduction
Ø organizations now focus on matching the career needs of employees with the requirements of the organization
Ø while many organizations still invest in their employees, they don’t offer career security and they can’t meet the needs of everyone in a diverse workforce
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 4
What is a Career?
A career
Ø is a pattern of work-related experiences that span the course of a person’s life
Ø reflects any work, paid or unpaid
Ø is a broad definition helpful in today’s work environment where employees and organizations have diverse needs
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 5
What is a Career?
Øorganizational career planning develops career ladders, tracks careers, and provides opportunities for development
Ø individual career development helps employees identify their goals and the steps to achieve them
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 6
What is a Career?
Øcareer development looks at the long-term career effectiveness and success of employees
Øemployee training and development focuses on performance in the immediate or intermediate time frames
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 7
What is a Career?
Career development adds value to the company. It1. ensures needed talent will be available2. improves the organization's ability to attract and retain talented employees3. ensures that minorities and women get opportunities for growth and development. New legislation:http://en.wikipedia.org/wiki/Lilly_Ledbetter_Fair_Pay_Act_of_2009
4. reduces employee frustration5. enhances cultural diversity6. promotes organizational goodwill
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 8
What is a Career?
Ø individuals’ external career success is measured by criteria such as:
progression up the hierarchy type of occupation
long-term commitmentincome
Ø internal career success is measured by the meaningfulness of one’s work and achievement of personal life goals
the external/internal distinction important to the manager who wants to motivate employees
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 9
What is a Career?
Ø effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the employee’s growth
Ø mentors are typically senior-level employees who:Ø support younger employees by vouching for themØ answer for them in the “highest circles”Ø introduce them to othersØ advise and guide them through the corporate system
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 10
What is a Career?
Ø disadvantages of coaching/mentoring include:Ø a tendency to perpetuate current styles and practicesØ reliance on the coach’s ability to be a good teacher
Ø considerations for organizations:Ø coaching between employees who do not have a reporting
relationshipØ ways to effectively implement cross-gender mentoring
For tips on obtaining a successful mentor/mentee relationships seehttp://www.washington.edu/admin/hr/pod/staff/careerdev/mentoring/relationshipkeys.html
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 11
Will performance increase or decline?
Traditional Career Stages
High
5 1510 352520 4030 5045 6055 7065 75Age
Low
Getting first job and being
accepted
The elder statesperson
Preparing for retirement
Exploration Estblshment Mid career Late Career Decline
Transition from school
to work
Job Performance
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 12
Traditional Career Stages
this stage is least relevant to HRM because it occurs prior to employment
exploration
Øincludes school and early work experiences, such as internships.
Øinvolves:Øtrying out different fieldsØdiscovering likes and dislikesØforming attitudes toward work and social relationship patterns
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 13
establishment
Traditional Career Stages
Øincludes:Øsearching for workØgetting first jobØgetting evidence of “success” or “failure”
Øtakes time and energy to find a “niche” and to“make your mark”
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 14
mid-career
Traditional Career Stages
Ø challenged to remain productive at work
Ø employee may:Øcontinue to growØplateau (stay competent but not ambitious)Ødeteriorate
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 15
late career
Traditional Career Stages
Ø successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others
Ø those who have declined may experience job insecurity
Ø plateauing is expected; life off the job increases in importance
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 16
Traditional Career Stages
Ø may be most difficult for those who were most successful at earlier stages
Ø today’s longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer
decline
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 17
Career Choices and Preferences
Good career choice outcomes provide a positive self-concept and the opportunity to do work that we value.
Models to help you match your skills to careers:
Also try the classic work “What Color is Your Parachute?” for career advice and a wealth of information: http://www.jobhuntersbible.com/
HollandVocational
Preferences
ScheinAnchors
Myers BriggsTypologies
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 18
Career Choices and Preferences
Ø three major components1. people have varying occupational preferences2. if you think your work is important, you will be a
more productive employee3. you will have more in common with people who
have similar interests
HollandVocational
Preferences
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 19
Career Choices and Preferences
Model identifies six vocational themes
1. Realistic2. Investigative3. Artistic4. Social5. Enterprising6. Conventional
HollandVocational
Preferences
Letters connected by the line indicate reinforcing themes; letters not connected represent opposing themes.
R
C
E S
A
I
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 20
Career Choices and Preferences
Øpreferences can be matched to work environments
Øexample: social-enterprising-conventional preference structure matches career ladder in large bureaucracy
HollandVocational
Preferences
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 21
Career Choices and Preferences
Ø personal value clusters determine what is important to individuals
1. technical-functional competence2. managerial competence3. security-stability4. creativity5. autonomy-independence
Ø success of person-job match determines individual’s fit with the job
ScheinAnchors
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 22
Career Choices and Preferences
ØThese four personality dimensions –1. extraversion-introversion2. sensing-intuitive3. thinking-feeling4. judging-perceiving
-- identify 16 personality types.
Ø managers find knowing personality types useful in understanding how workers interact
Ø job characteristics can be matched to individual preferences
Myers BriggsTypologies
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 9, slide 23
Enhancing Your Career
You are ultimately responsible for your own career.
manage yourreputation
know yourself
build and maintain
network contacts
keep current
keep your options open
document yourachievements
balance yourspecialist & generalist
competencies
SuccessfulCareer
Tips