Career Management & Development Career Management & Development

Human Resource ManagementModule 9

10–2

The Basics of Career ManagementCareer

The occupational positions a person

has had over many years.

10–3

The Basics of Career Management

Career management

The process for enabling employees tobetter understand and develop their

careerskills and interests, and to use these

skillsand interests more effectively.

10–4

The Basics of Career Management

Career development

The lifelong series of activities thatcontribute to a person’s careerexploration, establishment, success,

andfulfillment.

10–5

The Basics of Career Management

Career planning

The deliberate process through whichsomeone becomes aware of personal

skills,interests, knowledge, motivations, and

othercharacteristics; and establishes action

plans toattain specific goals.

Traditional Versus Career Development Focus

Employee Career

Development Plan

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.

Roles in Career Development

The Manager

• Provide timely performance feedback.

• Provide developmental assignments and support.

• Participate in career development discussions.

• Support employee development plans.

Roles in Career Development

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

10–11

Choosing a Mentor

1. Choose an appropriate potential mentor.

2. Don’t be surprised if you’re turned down.

3. Be sure that the mentor understands what you expect in terms of time and advice.

4. Have an agenda.

5. Respect the mentor’s time.

10–12

The Employer’s Role in Career Development

1. Realistic job previews

2. Challenging first jobs

3. Career-oriented appraisals

4. Job rotation

5. Mentoring

6. Networking and interactions

10–13

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. Utilize computerized on- and offline career development programs

9. Establish a dedicated facility for career development

10–14

Sample Agenda—Two-Day Career

Planning Workshop

Managing Your CareerManaging Your Career

10–16

Identify Your Career Stage

1. Growth stage

2. Exploration stage

3. Establishment stage

a. Trial sub stageb. Stabilization sub stagec. Midcareer crisis sub stage

4. Maintenance Stage

5. Decline Stage

10–17

Identify Your Occupational Orientation1. Realistic orientation

Physical activities (forestry, farming)

2. Investigative orientationThinking, organizing, understanding (biologist)

3. Social orientationInterpersonal rather than intellectual skills (social work,

psychologist)

4. Conventional orientationStructured, rule-regulated activities (banker, accountant)

5. Enterprising orientationInfluencing others (lawyers, PR executives)

6. Artistic orientationSelf-expression (artists, musicians)

Example of Some Occupations that May Typify Each Occupational

Theme

10–19

‘‘The primary career goal of most people is to make it to The primary career goal of most people is to make it to the top of the ladder in their chosen profession.’the top of the ladder in their chosen profession.’

Do you agree with this statement?

Identify our Career Anchors

Edgar Schein, the organisational psychologist and MIT professor, first defined career anchors in the 1960s. In order to understand our anchors, he suggests that when looking at our careers, it is useful to recognise that we have both an internal and an external career. The internal career: This is our subjective idea about life and work and our role within it. It is our drives, ambitions, hopes and aspirations.

The external career: This is more objective and represents the realistic possibilities available to us. The ‘career anchor’ is like an internal compass that guides and defines our ‘internal career’. It is our motivator or driver and is the one thing one will not give up, even in the face of difficult choices.  

Identify our Career Anchors

Schein identifies eight career anchor themes and posits that we will all have prioritised preferences for them:

1.Technical/functional competence2.General management competence3.Autonomy/independence4.Security/stability5.Entrepreneurial creativity6.Service/dedication to a cause7.Pure challenge8.Lifestyle.

What does Career Anchor mean?What does Career Anchor mean?

Schein suggests that in order to identify and understand our anchors, it is useful to consider our reactions in relation to three domains.

1.1.Skills and competencies –Skills and competencies –The things we are good at.

2.2.Motives – Motives – The things we want.

3.3.Values – Values – The things that are important to us.

10–23

Class Exercise

1. Determine the following:

1. Identify your occupational orientation

2. Identify your career anchor or anchors

3. 1-2 career goals4. 2-3 development steps to get

from where you are now to where you want to be

Paired Coaching Questions

10–24

1. To what extent does your current role reflect this value?

(for example, if you value autonomy, how muchcontrol do you have over your workload, type oftask, how you perform a particular task etc)

2. To what extent is your current role aligned with this value?

3. Are there any activities that you can undertake to increase alignment between this and your role that will have a positive impact on you/on the organisation?

4. What career development activities can you undertake to gain a deeper understanding of your values?

 

 

  

10–25

Sample Career Plan

My occupational orientation is enterprising

Using my skills to influence others

My career anchors are

Managerial competenceSecurity

Career goals

To be a VP of HRDevelopment Steps

More global responsibilityMore analytical business experience

Definition of Succession Planning :

 

“Succession planning is a means of identifying

critical management positions starting at

manager and supervisor levels and extending

up to the highest position in the organization.”

William J. Rothwell

Need for Succession Planning :

 

1. Need for future growth and skill development

2. Proactive approach to fill key potential vacancies

3. Aligns mission with workplace planning strategy

Manager’s Role in Succession Planning :

 1. Identify

a. key replacement needs b. Identify high-potential people c. critical positions to include in the

succession plan 2. Clarify present and future work activities

and work results 3. Compare present individual performance

and future individual potential4. Establish individual-development plans

(IDPs) to prepare replacements and to develop high-potential workers

Steps in Succession Planning Process :

10–29

1.  Gain Buy-in from Senior Management2. Identify succession planning purpose and goals. 3. Assess the organizations current and future business

strategy and top leadership replacement needs. Identify and analyze key positions.

4. Assess candidates against job and competency requirements.

5. Identify development strategies.6. Define succession planning process and procedures. 7. Communicate and implement succession planning.8. Collect information from employees regarding their career

interests and expertise.9. Assess employee competencies. 10. Create individual development plans. 11. Select people to potential fill positions. 12. Develop, select, and schedule training and development

programs.13. Monitor progress.14. Measure and evaluate outcomes.

Checklist to Succeed :

10–30

1. Identify a systematic approach for identifying, nominating and selecting potential successors

2. Review background information on potential successors, such as education, experience, skills, appraisals and potential

3. Develop skills of potential successors through work experiences, job rotation, projects and other challenging assignments

4. Determine training and development requirements of potential successors Succession planning must include a system for providing feedback and encouragement to potential successors

5. Establish a system for monitoring candidate's development plan progress by senior management

7. Getting results through 7. Getting results through comprehensive Enterprise comprehensive Enterprise Leadership & Statesmanship.Leadership & Statesmanship.

6. Getting results through 6. Getting results through Business Managers. Business Managers.

5. Getting results through 5. Getting results through comprehensive business comprehensive business management.management.

4. Getting results through a 4. Getting results through a functionfunction..

3. Getting results through 3. Getting results through managers.managers.

2. Getting results through others.2. Getting results through others.

1. Getting results through personal 1. Getting results through personal efforteffort..

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Provides a framework upon which organizations can plan succession effectively

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The Leadership Pipeline model

1.Work Values:

What people believe is important and becomes the focus of their effort(Attitude)

2.Skill Requirements:

Capabilities required to execute new responsibilities (Ability)

3. Time Applications:

New time frames that govern how one works(Focus)

The key to evaluating the leadership pipeline

04/20/2332