Text of M ANAGING C AREERS Week 12. The Basics Of Career Management Career Management Career Planning...
Slide 1
M ANAGING C AREERS Week 12
Slide 2
www.slideshare.com/natriumz The Basics Of Career Management
Career Management Career Planning Career Development Employees
Careers
Slide 3
www.slideshare.com/natriumz Traditional Versus Career
Development Focus HR ActivityTraditional FocusCareer Development
Focus Human resource planning Analyzes jobs, skills, tasks present
and future. Projects needs. Uses statistical data. Adds information
about individual interests, preferences, and the like to
replacement plans. Recruiting and placement Matching organizations
needs with qualified individuals. Matches individual and jobs based
on variables including employees career interests and aptitudes.
Training and development Provides opportunities for learning
skills, information, and attitudes related to job. Provides career
path information. Adds individual development plans. Performance
appraisal Rating and/or rewards.Adds development plans and
individual goal setting. Compensation and benefits Rewards for
time, productivity, talent, and so on. Adds tuition reimbursement
plans, compensation for non-job related activities such as United
Way. Source: Adapted from Fred L. Otte and Peggy G. Hutcheson,
Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice
Hall, 1992), p. 10, and
www.ge.com.cn/careers/career_management.html. Accessed May 18,
2008.
Slide 4
www.slideshare.com/natriumz Employee Career Development Plan
Source: Reprinted from www.HR.BLR.com with permission of the
publisher Business and Legal Reports Inc., 141 Mill Rock Road East,
Old Saybrook, CT 2004.
Slide 5
www.slideshare.com/natriumz Roles in Career Development
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. 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. Manager Provide timely and accurate
performance feedback. Provide developmental assignments and
support. Participate in career development discussions with
subordinates. Support employee development plans. Source: Adapted
from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage
Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56;
www.ge.com.cn/careers/career_management.html; and
www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18,
2007.
Slide 6
Choosing a Mentor Choose 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.
Slide 7
www.slideshare.com/natriumz Possible Employer Career Planning
and Development Practices Source: Adapted from Fred L. Otte and
Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle
River, NJ: Prentice Hall, 1992), p. 56;
www.ge.com.cn/careers/career_management.html; and
www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18,
2007. 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 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
Slide 8
www.slideshare.com/natriumz The Employers Role in Career
Development Realistic Job Previews Challenging First Jobs
Networking and Interactions Mentoring Career-Oriented Appraisals
Job Rotation Employers Role
Slide 9
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.
Slide 10
www.slideshare.com/natriumz Sample Agenda Two-Day Career
Planning Workshop
Slide 11
www.slideshare.com/natriumz Managing Promotions and Transfers
Decision 1: Is Seniority or Competence the Rule? Decision 4:
Vertical, Horizontal, or Other? Decision 2: How Should We Measure
Competence? Decision 3: Is the Process Formal or Informal? Making
Promotion Decisions
Slide 12
Handling Transfers Employees reasons for desiring transfers
Personal enrichment and growth More interesting jobs Greater
convenience (better hours, location) Greater advancement
possibilities Employers reasons for transferring employees To
vacate a position where an employee is no longer needed. To fill a
position where an employee is needed. To find a better fit for an
employee within the firm. To boost productivity by consolidating
positions.
Slide 13
Enhancing Diversity Through Career Management Sources of bias
and discrimination Too few people of color employed in the hiring
department The old-boy network of informal friendships A lack of
women mentors A lack of high-visibility assignments and
developmental experiences (glass ceiling) A lack of company role
models for members of the same racial or ethnic group Inflexible
organizations and career tracks
Slide 14
www.slideshare.com/natriumz Taking Steps to Enhance Diversity:
Womens and Minorities Prospects Take Their Career Interests
Seriously Eliminate Institutional Barriers Eliminate the Glass
Ceiling Improve Networking and Mentoring Institute Flexible
Schedules and Career Tracks
Slide 15
www.slideshare.com/natriumz Career Management and Employee
Commitment Old Contract: Do your best and be loyal to us, and well
take care of your career. New Contract: Do your best for us and be
loyal to us for as long as youre here, and well provide you with
the developmental opportunities youll need to move on and have a
successful career. Comparing Yesterdays and Todays
Employee-Employer Contract
Slide 16
www.slideshare.com/natriumz Career Management and Employee
Commitment (contd) Career Development Programs Career- Oriented
Appraisals Commitment- oriented career development efforts
Slide 17
www.slideshare.com/natriumz Career Management and Employee
Commitment (contd) Career Development Programs Career- Oriented
Appraisals Commitment- Oriented Career Development Efforts
Slide 18
www.slideshare.com/natriumz Sample Performance Review
Development Plan Source: Reprinted from www.HR.BLR.com with
permission of the publisher Business and Legal Reports, Inc., 141
Mill Rock Road East, Old Saybrook, CT 2004.
Slide 19
Retirement Preretirement Counseling Practices Explanation of
Social Security benefits Leisure time counseling Financial and
investment counseling Health counseling Psychological counseling
Counseling for second careers Counseling for second careers inside
the company
Slide 20
www.slideshare.com/natriumz Attracting and Retaining Older
Workers Create a Culture that Honors Experience Offer Flexible Work
Offer Part-Time Work HR Practices for Older Workers
www.slideshare.com/natriumz Choosing an Occupational
Orientation
Slide 23
www.slideshare.com/natriumz Finding the Job You Should Want
(Part 1) Source: James Waldroop and Timothy Butler, Finding the Job
You Should Want, Fortune, March 2, 1998, p. 211. Copyright 1998
Time Inc. Reprinted by permission. All rights reserved.
Slide 24
www.slideshare.com/natriumz Finding the Job You Should Want
(Part 2) Source: James Waldroop and Timothy Butler, Finding the Job
You Should Want, Fortune, March 2, 1998, p. 212. Copyright 1998
Time Inc. Reprinted by permission. All rights reserved.
Slide 25
www.slideshare.com/natriumz Identify Your Career Anchors
Technical/ Functional Competence Managerial Competence Autonomy and
Independence Creativity Security
Slide 26
www.slideshare.com/natriumz Finding the Job You Should Want
(Part 3) Source: James Waldroop and Timothy Butler, Finding the Job
You Should Want, Fortune, March 2, 1998, p. 214. Copyright 1998
Time Inc. Reprinted by permission. All rights reserved.
Slide 27
Finding the Right Job Do Your Own Local Research Online Job
Boards Personal Contacts Answering Advertisements Employment
Agencies Executive Recruiters Career Counselors Executive Marketing
Consultants Employers Web Sites
Slide 28
Writing Your Rsum Introductory Information Job Objective Job
Scope Your Accomplishments Length Personal Data Make Your Rsum
Scannable
Slide 29
Handling the Interview Prepare, Prepare, Prepare Uncover the
Interviewers Needs Relate Yourself to the Persons Needs Think
Before Answering Make a Good Appearance and Show Enthusiasm
