Career Management & Development Human Resource Management Module 9.

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  • Career Management & Development Human Resource ManagementModule 9

    2005 Prentice Hall Inc. All rights reserved.

  • 10*The Basics of Career ManagementCareer

    The occupational positions a personhas had over many years.

  • 10*The Basics of Career ManagementCareer management

    The process for enabling employees tobetter understand and develop their careerskills and interests, and to use these skillsand interests more effectively.

  • 10*The Basics of Career Management

    Career development

    The lifelong series of activities thatcontribute to a persons careerexploration, establishment, success, andfulfillment.

  • 10*The Basics of Career ManagementCareer 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*Choosing a MentorChoose an appropriate potential mentor.Dont be surprised if youre turned down.Be sure that the mentor understands what you expect in terms of time and advice.Have an agenda.Respect the mentors time.

  • 10*The Employers Role in Career DevelopmentRealistic job previewsChallenging first jobsCareer-oriented appraisalsJob rotationMentoringNetworking and interactions

  • 10*Innovative Corporate Career Development InitiativesProvide each employee with an individual budget.Offer on-site or online career centers.Encourage role reversal.Establish a corporate campus.Help organize career success teams.Provide career coaches.Provide career planning workshopsUtilize computerized on- and offline career development programs Establish a dedicated facility for career development

  • 10*Sample AgendaTwo-Day Career Planning Workshop

  • Managing Your Career

    2005 Prentice Hall Inc. All rights reserved.

  • 10*Identify Your Career StageGrowth stageExploration stageEstablishment stageTrial sub stageStabilization sub stageMidcareer crisis sub stageMaintenance StageDecline Stage

  • 10*Identify Your Occupational OrientationRealistic orientationPhysical activities (forestry, farming)Investigative orientationThinking, organizing, understanding (biologist)Social orientationInterpersonal rather than intellectual skills (social work, psychologist)Conventional orientationStructured, rule-regulated activities (banker, accountant)Enterprising orientationInfluencing others (lawyers, PR executives)Artistic orientationSelf-expression (artists, musicians)

  • Example of Some Occupations that May Typify Each Occupational Theme

  • 10*The primary career goal of most people is to make it to 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:

    Technical/functional competenceGeneral management competenceAutonomy/independenceSecurity/stabilityEntrepreneurial creativityService/dedication to a causePure challengeLifestyle.

  • 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.

    Skills and competencies The things we are good at.

    Motives The things we want.

    Values The things that are important to us.

  • 10*Class ExerciseDetermine the following:

    Identify your occupational orientationIdentify your career anchor or anchors1-2 career goals2-3 development steps to get from where you are now to where you want to be

  • Paired Coaching Questions10*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)

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

    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?

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

  • 10*Sample Career PlanMy occupational orientation is enterprisingUsing my skills to influence others

    My career anchors areManagerial competenceSecurity

    Career goalsTo be a VP of HRDevelopment StepsMore global responsibilityMore analytical business experience

  • Definition of Succession Planning :Succession planning is a means of identifyingcritical management positions starting atmanager and supervisor levels and extendingup to the highest position in the organization.

    William J. Rothwell

  • Need for Succession Planning :Need for future growth and skill development Proactive approach to fill key potential vacancies Aligns mission with workplace planning strategy

  • Managers Role in Succession Planning :Identify key replacement needs Identify high-potential people critical positions to include in the succession plan Clarify present and future work activities and work results Compare present individual performance and future individual potential Establish individual-development plans (IDPs) to prepare replacements and to develop high-potential workers

  • Steps in Succession Planning Process :10*Gain Buy-in from Senior Management Identify succession planning purpose and goals. Assess the organizations current and future business strategy and top leadership replacement needs. Identify and analyze key positions. Assess candidates against job and competency requirements. Identify development strategies.Define succession planning process and procedures. Communicate and implement succession planning. Collect information from employees regarding their career interests and expertise. Assess employee competencies. Create individual development plans. Select people to potential fill positions. Develop, select, and schedule training and development programs. Monitor progress. Measure and evaluate outcomes.

  • Checklist to Succeed :10* Identify a systematic approach for identifying, nominating and selecting potential successors Review background information on potential successors, such as education, experience, skills, appraisals and potential Develop skills of potential successors through work experiences, job rotation, projects and other challenging assignments Determine training and development requirements of potential successors Succession planning must include a system for providing feedback and encouragement to potential successorsEstablish a system for monitoring candidate's development plan progress by senior management

  • Scope and Complexity IncreasesProvides a framework upon which organizations can plan succession effectively**The Leadership Pipeline model

    7. Getting results through comprehensive Enterprise Leadership & Statesmanship.6. Getting results through Business Managers. 5. Getting results through comprehensive business management.4. Getting results through a function.3. Getting results through managers.2. Getting results through others.1. Getting results through personal effort.

  • 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**

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