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WHO MANAGES YOUR

CAREER?

MOM

DAD

ACADEMIC ADVISORCAREER CENTER

FRIEND (_________)

HR GUY AT WORK

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WHO MANAGES YOUR

CAREER?

THEY CAN ALL HELP,BUT IT BETTER BE

YOU

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CAREER DEFINITION

WHAT DID YOURFRIENDS SAY - DOTHEY HAVE A JOB OR

A CAREER?

HOW DID THEYDESCRIBE A

DIFFERENCE?WHAT DO YOU

THINK?

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WHAT IS A CAREER?

Pattern

Work-related

experiencesLife span

Commitment

PersistenceAdvancement

Success

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FOCUS ON INDIVIDUAL

AND ORGANIZATION

Dual perspective

Individual

OrganizationalEmphasis here?

Organizational

Balance and

consideration of both

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HR Activity Traditional Focus Career DevelopmentFocus

Human ResourcePlanning

Analyze jobs, skills, taskspresent and future. Projectneeds. Uses statistical data

Adds information aboutindividual interests,preferences, and the like toreplacement plans.

Recruiting and

Placement

Matching organizations

needs with qualifiedindividuals.

Matches individual and jobs

based on variables includingemployees career interestsand aptitudes.

Training andDevelopment

Provides opportunities forlearning skills, information,and attitudes related to job.

Provides career pathinformation. Adds individualdevelopment plans

PerformanceAppraisal

Rating and/or rewards Adds development plans andindividual goal setting.

Compensation andBenefits

Rewards for time,productivity, talent, and soon.

Adds tuition reimbursementplans, compensation for non-job related activities such as

United Way

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INDIVIDUAL CAREER

MANAGMENT

Personal goals

Achievement of goals

Life planning andanalysis

Balancing work andfamily, other priorities

Training, education

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ORGANIZATIONAL

CAREER MANAGEMENT

Tracking career paths

Developing careerladders

Monitoring specialgroups

Organizational careerplanning

Job needs

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CAREER COMPARED TO

EMPLOYEE DEVELOPMENT

Longer time framethan employeedevelopment

Focus on long term

Success

Effectiveness

CompatibleLong term needs

Dynamic changes

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VALUE TO THE

ORGANIZATION

Needed talent pool

High talent workers

AttractRetain

Growth, developmentopportunities

Minorities

Women

AND.

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VALUE TO THE

ORGANIZATION

Reduce employeefrustration

Enhance culturaldiversity

Promoteorganizational

goodwill

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VALUE TO THE

INDIVIDUAL

EXTERNAL

Extrinsic

Objective

INTERNAL

Intrinsic

Subjective

MOTIVATIONS AREDIFFERENT

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EXTERNAL VALUE TO

THE INDIVIDUAL

Status - hierarchy

Flexibility

Opportunity-promotion

Characteristics oforganization or job

Money

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INTERNAL VALUE TO THE

INDIVIDUAL

Meaning

Respect

FamilyRelationships

Satisfaction

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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.

Manager Provide timely and accurate performance feedback.

Provide developmental assignments and support.

Participate in career development discussions with subordinates.

Support employee development plans.

Roles in Career Development

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Employer

Communicate mission, policies, and procedures.

Provide training and development opportunities including

workshops.

Provide career information and career programs

Offer a variety of career paths.

Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and

self-direction.

Provide employees with individual development plans.

Provide academic learning assistance programs.

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Possible Employer Career Planning and Development

Practices

Job postings

Formal education/tuition reimbursement

Performance appraisal for career planning

Counseling by manager

Lateral moves/job rotations

Counseling by HR

Pre-retirement programs

Succession planning

Formal mentoring

Common career paths

Dual ladder career paths

Career booklets/pamphlets

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Possible Employer Career Planning and Development

Practices

Written individual career plans

Career workshops

Assessment center

Upward appraisal

Appraisal committees

Training programs for managers

Orientation/induction programs

Special needs (highfliers)

Special needs (dual-career couples) Diversity management

Expatriation/repatriation

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Innovative Corporate Career Development Initiatives

1. Provide each employee with an individual budget.

2. Offer on-site or online career centers.

3. Encourage role-reversal.

4. Establish a corporate campus.

5. Help organize career success teams.

6. Provide career coaches.

7. Provide career planning workshops.

8. Make computerized on- and off-line programs available for

improving the organizational career planning process.

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Important Terms in Career Planning

1. Career : A career is all the jobs that are held during ones working

life.

2. Career Goals : Future positions one tries to reach as part of a career.

3. Career Cycle : The stages through which a persons career evolves.

4. Career Paths : These are flexible line of progression through whichemployees typically move.

5. Career Anchors : These are distinct patterns of self-perceived

talents, attitudes, motives and values that guide and stabilize a

persons career after several years of real-world experience andfeedback.

6. Career Progression : Making progress in ones career through a

series of right moves.

7. Career Planning : the process by which one selects career goals and

the path to these goals.

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Important Terms in Career Planning

8. Career Development : The personal actions one undertakes to

achieve a career plan.

9. Career Planning and Development : Extending help to employees

to form realistic career goals and the opportunities to realize them.

10. Career Counselling : The process of advising employees on settingcareer goals and assisting them find suitable career paths.

11. Career Management : it is the process of setting continuous career

goals, formulating and implementing strategies for reaching the goals

and monitoring the results.

12. Mid-career Crisis : The period occurring between the mid-thirties

and the mid-forties during which people often make a major

reassessment of their progress relative to their original career goals

and ambitions.

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Important Terms in Career Planning

13. Reality Shock : A period that may occur at the initial career entry

when the new employees high job expectations confront the reality

of a boring, unchallenging job.

14. Plateauing : A condition of stagnating in ones job.

15. Mentor : Someone who extends informal career advice andassistance.

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CAREER STEPS

Exploration

Establishment

Mid-careerLate-career

Decline

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Career Stages

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EXPLORATION

Training

Trying lots of options

Finding what you likeNew beginnings

Find a mentor

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ESTABLISHMENT

Putting down roots

Sending up shoots

Becoming an expertMaking your mark

Have a mentor

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MID-CAREER

Level of comfort

Demonstrated

successMaybe boredom, time

to start over

Maybe satisfaction,

enjoyment

Be a mentor

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LATE-CAREER

Be a mentor

Coach

Energy devotedelsewhere

New or differentinterests

Influencer, morepowerful

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DECLINE

Retirement

Change of life focusLegacy

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How Do People Choose Careers

1. Interests : People tend to go after careers that they believe tend to

match their interests.

2. Self-image : A career is a reflection of a persons self-image, as well

as a moulder of it.

3. Personality : This factor includes a persons personal orientation

(whether one is adventurous, outgoing, passive, submissive, artistic,

etc.) and personal needs (including affiliation, power & achievement

needs).

4. Social Backgrounds : Socio-economic status, education andoccupational status of a persons parents are covered in this category.

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Career Anchors

1. Managerial Competence : People having this drive seek mangerial

positions that offer opportunities for higher responsibility, decision

making, power, etc.

2. Technical Competence : People who have a strong technical orfunctional career anchor seem to make career choices based on the

technical or functional content of the work, such as engineering or

accounting.

3. Security : If your career anchor is security, then you are willing to dowhat is needed to maintain job security (complying with rules and

regulations of every kind), a decent income and a stable future in the

form of a good retirement package.

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Career Anchors

4. Creativity : These people are driven by an overwhelming desire to

do something that is entirely of their own making. For them, starting

a new venture, working in a research lab, piloting a novel venture in

a desert may be exciting alternatives, their idea of a creative

vocation.5. Autonomy : These people seek as career that offers freedom of

action and independence.

6. Dedication to a Cause : If this is your anchor, you focus on a cause

that you believe is important (ending starvation deaths, bringingabout world peace, cure for a disease etc.)

7. Pure Challenge : If this your career anchor, you seek to meet and

overcome difficult barriers or obstacles (scaling a mountain, reviving

sick companies, etc.). You basically seek novelty and variety in your

work.

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Career Anchors

8. Life-style : If this is your career anchor, you seek to integrate

personal, career and family goals. You choose jobs that enable you to

fit all parts of your life together.

VOCATIONAL

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VOCATIONAL

PREFERENCES

People have differentpreferences

People work better atjobs they like

Communication isbetter between

workers with similarinterests

VOCATIONAL

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VOCATIONAL

PREFERENCES

Realistic

Investigative

ArtisticSocial

Enterprising

Conventional

PREFERENCE

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PREFERENCE

DIMENSIONS

Being with people

Realistic

Social

Action

Investigative

Enterprising

Who providesstructure?

Artistic

Conventional

SCHEIN CAREER

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SCHEIN CAREER

ANCHORS (PREFERENCE)

Technical-functionalcompetence

Managerialcompetence

Security-stability

Creativity

Autonomy-independence

INDIVIDUAL DIFFERENCES

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INDIVIDUAL DIFFERENCES

AND JOBS

Jungian personalitytypology

Myers-Briggs TypeIndicator(MBTI)

Match individualcharacteristics with

job characteristicsSimilar to vocational

preferences

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MBTI DIMENSIONS

Orientation to theouter world

Information gatheringsource

Informationevaluation process

Closure seeking

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MBTI - OUTER WORLD

Extraversion (E)

Energy builds withpeople

Introversion (I)

Energy drained withpeople

INFORMATION

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INFORMATION

GATHERING

Sensing (S)

Focus on what is

Intuitive (N)

Focus on what mightbe

INFORMATION

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INFORMATION

EVALUATION

Thinking (T)

Linear, rational

Feeling (F)

Holistic

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CLOSURE SEEKING

Judging (J)

Once its done, itsdone

Perceiving (P)

Always willing to

reopen a subject

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CAREER SUGGESTIONS

Select first jobcarefully

Power department

Do good work

Project the rightimage

Learn the powerstructure

AND.

MORE CAREER

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MORE CAREER

SUGGESTIONS

Gain control oforganizationalresources

Stay visible

Dont stay too long

Find a mentor

Support your boss

Stay mobile

AND.

MORE CAREER

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MORE CAREER

SUGGESTIONS

Think laterally

Internships

Acquire skillsUpgrade skills

Develop network

AND.

TO KEEP YOUR CAREER

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TO KEEP YOUR CAREER

GOING (D.A.T.A.)

D esire

More than experience

A bilityCant quit growing

T emperament

Security is a thing of

the pastA ssets

Networking, skills, etc.

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Hollands General Occupational Themes

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Structure of Hollands Themes

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Characteristics Frequently Associated with

Myers-Briggs Types

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Steps in Managing Your Career

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a) Identifying Individual Needs and Aspirations

b) Analyzing Career Opportunities

c) Aligning Needs and Opportunities

d) Action Plans and Periodic Review

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a. Performance

b. Exposure

c. Networking

d. Leveraginge. Loyalty to Career

f. Mentors and Sponsors

g. Key Subordinates

h. Expand Ability

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a. Self assessment tools

b. Individual Counselling

c. Information Services

Job Posting System

Skills Inventory

Career Ladders and Career Paths

Career Resource Centre

d. Employee Assessment Programmes

Assessment Centres

Psychological Tests

Promotability Forecasts

Succession Planning

e. Employee Development Programmes

f. Career Programmes for Special Groups

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a. Support

b. Goals

c. Reward Performance

d. Placemente. Career Paths

f. Continuous Tracking

g. Publicity

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Succession Planning

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Meaning

Examining existing managerial talent in lightof future competencies and future businessneeds and challenges

Ensure that the right talent is available whenneeded and that appropriate developmentexperiences are provided for higher- levelemployees

Focuses on creating and stocking pools ofcandidates with high leadership potential

A ti iti

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Activities

Identifying the shortage of leadership skillsand defining the requirements

Identifying potential successors for criticalpositions

Coach and groom the STARS

Secure top managements commitment and

support

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Learners Stars

Deadwood Solid Citizens

Low High

High

Potenti

al