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Career Development
Introduction
• Restructuring of organizations makes it essential that companies reconsider the concepts of career and career management in order to retain and motivate employees.
• Companies successful at managing employee growth that accompanies business expansion emphasize that employees are to be responsible for career management.
Introduction (continued)
• These companies do provide resources supporting careers such as development opportunities, mentoring, and training managers in how to coach employees.
• A major challenge is how to balance advancing current employees’ careers with simultaneously attracting and acquiring employees with new skills.
Top 15 Retention DriversRetention Items %1. Exciting work & challenge 48.4
2. Career Growth, Learning & Development 42.63. Working with great people & relationships 41.8
4. Fair pay 31.8
5. Supportive management/great boss 25.1
6. Being recognized, valued & respected 23.0
7. Benefits 22.0
8. Meaningful work, making a difference & contribution 17.0
9. Pride in organization, its mission & product 16.5
10. Great work environment / culture 16.0
11. Flexibility 13.6
12. Autonomy, creativity and a sense of control 12.6
13. Job security & stability 10.5
14. Location 10.3
15. Diverse, changing work assignments 7.7
Source: Career Systems International, 2005
Other ResearchRetention Items1. Career growth, learning and development2. Exciting work and challenge
3. Meaningful work, making a difference and a contribution
4. Great people
5. Being part of a team
6. Good boss
7. Recognition for work well done
8. Fun on the job
9. Autonomy, sense of control over work
10. Flexibility – for example, in work hours and dress code
11. Fair pay and benefits
12. Inspiring leadership
13. Pride in organization, its mission and quality of product
14. Great work environment
15. Location
Source: Love ‘Em or Lose ‘Em, 1999
Purpose of Human Resource Management
Human Resource Management - involves attracting, developing, and maintaining a quality workforce.
Basic Responsibilities of Human Resource Management
1. Attract a quality workforce—human resource planning, recruitment, and selection.
2. Develop a quality workforce—employee orientation, training, performance appraisal.
3. Maintain a quality workforce—retention and career development.
Linking Strategic Planning and Human Resources
Step One: Mission, Vision, and Values
• Mission– The basic purpose of the organization as well as its scope of operations
• Strategic Vision– A statement about where the company is going and what it can become
in the future; clarifies the long-term direction of the company and its strategic intent
• Core Values– The strong and enduring beliefs and principles that the company uses
as a foundation for its decisions
Step Two: Environmental Scanning
The systematic monitoring of the major external forces influencing the organization.
1. Economic factors: general and regional conditions
2. Competitive trends: new processes, services, and innovations
3. Technological changes: robotics and office automation
4. Political and legislative issues: laws and administrative rulings
5. Social concerns: child care and educational priorities
6. Demographic trends: age, composition,and literacy
Five Forces Framework
Step Three: Internal Analysis
Composition
Culture Competencies
Internal Analysis
Scanning the Internal EnvironmentCultural Audits -Audits of the culture and quality of work life in an organization.
How do employees spend their time?
How do they interact with each other?
Are employees empowered?
What is the predominant leadership style of managers?
How do employees advance within the organization ?
Competitive Advantage through People
• Core Competencies– Integrated knowledge sets within an
organization that distinguish it from its competitors and deliver value to customers.
• Sustained competitive advantage through people is achieved if these human resources:1. Are valuable.2. Are rare and unavailable to competitors.3. Are difficult to imitate.4. Are organized for synergy.
Composition: The Human Capital Architecture
• Core knowledge workers– Employees who have firm-specific skills that
are directly linked to the company’s strategy.• Example: Senior software programmer
• Traditional job-based employees– Employees with skills to perform a
predefined job that are quite valuable to a company, but not unique.
• Example: Security guard
Composition: The Human Capital Architecture (cont’d)
• Contract labor– Employees whose skills are of less strategic
value and generally available to all firms.• Example: General electrician
• Alliance/partners– Individuals and groups with unique skills,
but those skills are not directly related to a company’s core strategy.
• Example: Independent product label designer
Human Resource Practices• Human resource planning is the process of analyzing staffing needs and
identifying actions that should be taken to satisfy them over time.
Traditional Versus Career Development Focus
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
HR is growing in importance, if……we envision and manage HR as a business
Human Capital Strategy to Achievethe Enterprise Strategy
Dependable HR Controls
HighPerformance
Talent
HighPerformanceOrganization
CompetitiveHR
Services
Human Capital Strategy to Achievethe Enterprise Strategy
Dependable HR Controls
HighPerformance
Talent
HighPerformanceOrganization
CompetitiveHR
Services
Enterprise Strategyand Objectives
Financial MarketsReturns in excess of
alternatives
Financial MarketsReturns in excess of
alternatives
Public Policy and Reputation
Conformity with expectations
Public Policy and Reputation
Conformity with expectations
Talent MarketsEmployer of choice –Employees of choice
Talent MarketsEmployer of choice –Employees of choice
Consumer MarketsValue delivery better than
competitors
Consumer MarketsValue delivery better than
competitorsWhat Business is HR In?
Performance Appraisals
• Performance Appraisal– The process of formally
evaluating performance and feedback to an employee
Two Purposes of Performance Appraisal 1. Evaluation—document and let people know how well they are doing; judgmental role. 2. Development—identify how training and support can improve performance; counseling role.
Retention And Career Development
• Career Development– Manages how a person grows
and progresses in their career• Career Planning
– The process of managing career goals and individual capabilities with opportunities for their fulfillment
Career and Health
• High levels of career uncertainty and occupational dissatisfaction are positively correlated with high levels of psychological and physical distress (Herr, 1989).
• High levels of unemployment are associated with increased rates of chemical dependency, interpersonal violence, suicide, criminal activity, and admissions to psychiatric facilities (Herr, Cramer, & Niles, 2004).
The Basics of Career Management• Career
– The occupational positions a person has had over many years.
• Career management– The process for enabling employees to
better understand and develop their career skills and interests, and to use these skills and interests more effectively.
• Career development– The lifelong series of activities that
contribute to a person’s career exploration, establishment, success, and fulfillment.
The Basics of Career Management• Career planning
– The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.
• Careers today– Careers are no simple progressions of
employment in one or two firms with a single profession.
– Employees now want to exchange performance for training, learning, and development that keep them marketable.
26
The Meaning of “WORK”
“Work is undeniably one of the most essential of all human activities. For a start,
it is the basis of economic survival of individuals… and society. Beyond this, an individual’s job structures much of her or
his time and, one hopes, provides a source of personal fulfillment. An occupation also
shapes one’s identity and, in the eyes of others, largely determines an individual’s
status or position in society”
Work, Industry, and Canadian Society, Krahn & Lowe. 1996
Why Is Career Management Important?
From the company’s perspective, the failure to motivate employees to plan their careers can result in:
– A shortage of employees to fill open positions– Lower employee commitment– Inappropriate use of monies allocated for training and
development programs
Why Is Career Management Important?(continued)
• From the employees’ perspective, lack of career management can result in:– Frustration– Feelings of not being valued by the
company– Being unable to find suitable
employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing.
Career Management and Career Motivation
• Career motivation refers to:– Employees’ energy to invest in their
careers– Their awareness of the direction they
want their careers to take– The ability to maintain energy and
direction despite barriers they may encounter
• Career motivation has three aspects:– Career resilience– Career insight– Career identity
The Value of Career Motivation
Components of Career Motivation
Career Resilience Company Value • Innovation• Employees adapting to unexpected changes• Commitment to Company• Pride in Work
Employee Value • Be aware of skill strengths and weaknesses• Participate in learning activities• Cope with less than ideal working conditions• Avoid skill obsolescence
Career Insight
Career Identity
What Is A Career?• Traditional Career
– Sequence of positions held within an occupation
– Context of mobility is within an organization
– Characteristic of the employee• Protean Career
– Frequently changing based on changes in the person and changes in the work environment
– Employees take major responsibility for managing their careers
Comparison of Traditional Career and Protean CareerDimension Traditional Career Protean Career
Goal PromotionsSalary increase
Psychological success
Psychological contract Security for commitment Employability for flexibility
Mobility Vertical Lateral
Responsibility for Management
Company Employee
Pattern Linear and expert Spiral and transitory
Expertise Know how Learn how
Development Heavy reliance on formal training
Greater reliance on relationships and job experiences
A Model of Career Development
• Career development is the process by which employees progress through a series of stages.
• Each stage is characterized by a different set of developmental tasks, activities, and relationships.
• There are four career stages:– Exploration– Establishment– Maintenance– Disengagement
A Model of Career Development (continued)
Exploration Establishment Maintenance Disengagement
Developmental tasks
Identify interests, skills, fit between self and work
Advancement, growth, security, develop life style
Hold on to accomplishments, update skills
Retirement planning, change balance between work and non-work
Activities HelpingLearningFollowing directions
Making independent contributions
TrainingSponsoringPolicy making
Phasing out of work
Relationships to other employees
Apprentice Colleague Mentor Sponsor
Typical age Less than 30 30 – 45 45 – 60 61+
Years on job Less than 2 years 2 – 10 years More than 10 years
More than 10 years
Career Path on Telco Industry
The Individual• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.
The Manager• Provide timely performance feedback.
• Provide developmental assignments and support.
• Participate in career development discussions.
• Support employee development plans.
The Organization• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options.
Roles in Career Development
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
Career Development Process1. Discovery
Determine Where You Want To Go
2. AssessmentIdentify strengths & development areas
3. PlanningMake a Career
Development Plan
4. PreparationGet closer to your
goalManagement
Support and Coaching
RATE THE SUCCESS OF YOUR SUCCESSION PLANNINGFor each characteristic of a best-practice succession-planning and management program appearing in the left column below, enter a number to the right to indicate how well you believe your organization manages that characteristic. Ask other decision makers in your organization to complete this form individually. Then compile the scores and compare notes.
Succession-Planning Checklist
Scores
Source: From William J. Rothwell, “Putting Success into Your Succession Planning,” The Journal of Business Strategy 23, no. 3 (May/June 2002): 32–37. Republished with permission—Thomson Media, One State Street, 26th Floor, New York, NY 10004.
Sample Agenda—Two-Day Career
Planning Workshop
Source: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 22–23. In addition to career development training and follow-up support, First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment and planning tools.
Employee Career Development Plan
Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
Design factors of Effective Career Management Systems
• System is positioned as a response to a business need.
• Employees and managers participate in development of the system.
• Employees are encouraged to take an active role in career management.
• Evaluation is ongoing and used to improve the system.
Design factors of Effective Career Management Systems (continued)
• Business units can customize the system for their own purposes.
• Employees need access to career information sources.
• Senior management supports the career system.
• Career management is linked to other human resource practices such as training, recruiting systems, and performance management.
Traditional talent management is not up to the challenge
Deficiencies• Minimal alignment with business strategy• Less effective given labor market realities• Does not maximize the “yield”
RetainDevelopAcquire
Heavy reliance on external recruitment to meet immediate needs
Driven by compensation benchmarks and surveys
Largely a function of training expenditures
Deploy
Assignments for “A” Players
3. Connect
2. Deploy 1. Develop
Acquire Retain
Connect Create networks and high-quality relationships that maximize performance
Deploy Broaden and deepen capability through stretch assignments
Develop Build capability through on-the-job learning
A new model focuses on develop, deploy, connect
Advantages• Focused on productivity of critical talent• Creates dividends for acquisition and retention
In an environment of skills shortages and limited resources, the focus must shift from managing “A” players to “A” positions
From “A” Players To “A” Positions
How do we support our most critical positions?
How do we support our top performers?
A Critical Workforce Segment-Based Talent Strategy
A new model focuses on develop, deploy, connect
A new model focuses on develop, deploy, connect
Building a critical workforce segment strategy: example
Business Unit Strategic PlanBuild new technologiesGrow Asia
HR, Finance, IT, Supply Chain
Sales and Marketing
Business Development
Global Key Account Mgr
Sales Analyst
Strategic Support
Strategic Support
Technology Platform Mgr
Demand Planning Mgr
Critical Position
Strategic Support
HR Business Partner AP Analyst
Critical Position
Core Support
For Core Support Positions• Reduce talent investments or outsource
For Strategic Support Positions• Maintain investments and buy talent
For Critical Positions – regardless of level• Increase access to investments and build
talent by feeding from strategic support positions
A new model focuses on develop, deploy, connect
Workforce planning focuses HR programs levers that will most effectively meet the business demand for critical talent
1. Talent Demand Forecast
2. Talent Supply Forecast
Driven by business plans and workforce attrition
Internal and external labor market factors4. Talent Management
Programs
3. Talent Management Objectives
Serves to define:• Future business demand for critical talent• Opportunities presented by the external market• Potential to maximize existing talent
Connect
Deploy DevelopCapability
Commitment
Performance
Alignment
A new model focuses on develop, deploy, connect
• Formal training helpful for meeting specific requirements
• Learning is social in nature - people learn through their interactions with others, especially when tasked with real-life issues
• People are more committed to the learning that occurs when they are “tested” in ways that matter, especially when they collaborate with or are accountable to others
Develop: Ensuring that critical workforce segments are acquiring cutting edge skills to drive innovation
A new model focuses on develop, deploy, connect
• People learn the most in jobs that stretch them to grow, tap their unique skills, and fuel their imaginations
• The best organizations avoid pigeonholing people based on the confines of their resumes
• They also employ formal systems to manage performance - And they offer frequent dialogue and feedback
Deploy: Strategic deployment of critical workforce segments will enable intensified growth
Connect
Deploy DevelopCapability
Commitment
Performance
Alignment
A new model focuses on develop, deploy, connect
• People-to-People: Cultivate high-performance networks of high-quality relationships (i.e., CoPs, knowledge management programs)
• People-to-Purpose: Build and sustain a sense of personal and organizational mission
• People-to-Resources: Manage knowledge, technology, tools, capital, time, and physical space to achieve professional and business goals
Connect: Connecting talent in critical workforce segments converts knowledge into productive action
Connect
Deploy DevelopCapability
Commitment
Performance
Alignment
Employees’ Role in Career Management
• Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses.
• Identify their stage of career development and development needs.
• Seek challenges by gaining exposure to learning opportunities.
• Interact with employees from different work groups inside and outside the company.
• Create visibility through good performance.
Managers’ Role in Career ManagementRoles Responsibilities
Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns
Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs
Advisor Generate options, experiences, and relationshipsAssist in goal settingProvide recommendations
Referral agent Link to career management resourcesFollow up on career management plan
HR Manager’s Role in Career Management
• Provide information or advice about training and development opportunities.
• Provide specialized services such as testing to determine employees’ values, interests, and skills.
• Help prepare employees for job searches.
• Offer counseling on career-related problems.
Company’s Role in Career Management
Companies are responsible for providing employees with the resources needed to be successful in career planning:
– Career workshops– Information on career and
job opportunities– Career planning workbooks– Career counseling– Career paths
Evaluating Career Management Systems
• Career management systems need to be evaluated to ensure that they are meeting the needs of employees and the business.
• Two types of outcomes can be used to evaluate:– Reactions of the customers (employees
and managers) who use the career management system
– Results of the career management system• Evaluation of a career management
system should be based on its objectives.
THANKSAshfaq Mastoi
@Jacobabad Sindh
Cell:+92-3326413088