1. Fall 2008MGMT 412 | CareersPage 1 Careers and Career Development Whose perspective? The organization: succession planning The individual: career planning Changing ideas about careers Current issues in careers

2. Fall 2008MGMT 412 | CareersPage 2 What is a Career? “A sequence of positions occupied by a person during the course of a lifetime” “A sense of where one is going in one’s work life” Who is responsible for your career? Traditionally, the employer Now, YOU What constitutes a successful career?

3. Fall 2008MGMT 412 | CareersPage 3 Succession Planning Determine possible successors Job analysis of key jobs and job progressions, as they will exist in the future Appraise employees’ performance to determine gaps Training and development to close gaps Progression through career ladder

4. Fall 2008MGMT 412 | CareersPage 4 Career Development Career planning How do individuals choose careers? The career cycle Changing ideas about careers Current issues in careers

5. Fall 2008MGMT 412 | CareersPage 5 Career Planning Identify individual goals Assess personal characteristics Determine how and if goals can be reached Obtain more information about goal Compare personal resources and career requirements Take steps toward goal Mentors and other interpersonal relationships Personal development activities Periodically reassess goals and progress toward goals

6. Fall 2008MGMT 412 | CareersPage 6 Mentors A mentor: a senior person in the organization who guides your career What does a mentor do? Provides inside knowledge, insight into culture Feedback on career progress Provides opportunities for visibility How do you find a mentor? Seek one out You may be sought out Formal company program

7. Fall 2008MGMT 412 | CareersPage 7 Individual Career Choice Overall life goals Social background, including family factors Personal interests Abilities Self-identity Personality factors

8. Fall 2008MGMT 412 | CareersPage 8 Holland’s Model of Occupational Personality Types Realistic Prefers to work alone Values predictability, order Work with hands Craft/trades, engineer, military Investigative Interested in ideas, not people; abstract thinker Creative (external focus) Tends to be cold, distant Scientist, physician Artistic Work with ideas and materials to express self Creative (internal focus) Singleminded Social Work with and through others Provide nurturance and support Not abstract thinkers Helping professions Enterprising Control, dominate people Interpersonally distant Prefers well-defined, clear goals Management Conventional Focus on details (verbal, numeric), not people Looks for structured setting Clerical, accounting

9. Fall 2008MGMT 412 | CareersPage 9 Issues to Consider in Career Choice Overall life goals Look at each choice or step as it contributes to your overall goal Be willing to make short-term sacrifices for long-term benefits Think carefully about becoming too specialized Portable knowledge & skills Networking

10. Fall 2008MGMT 412 | CareersPage 10 Take steps toward goal Periodically reassess goals and progress toward goals Identify individual goals Assess personal strengths and weaknesses Determine how and if goals can be reached Obtain information about career requirements Compare personal resources and career requirements A Model of Career Development

11. Fall 2008MGMT 412 | CareersPage 11 The Career Cycle: Traditional Model Pre-Career Exploration Early Career Trial Early Career Establishment Middle Career Transition Middle Career Growth Late Career Maintenance Late Career Withdrawal Retirement

12. Fall 2008MGMT 412 | CareersPage 12 The Career Cycle: A New Model Beginning Expanding Changing Mid-Career Toward End of Career

13. Fall 2008MGMT 412 | CareersPage 13 Current Issues in Careers Retirement Dual career paths Work and family Moonlighting

14. Fall 2008MGMT 412 | CareersPage 14 Retirement Retirement is now an option..... Work is less physically demanding People live longer and are healthier longer So, retirement at age 65, closely followed by death, is no longer the norm Why? To stay active (mentally and physically) To be productive, to help other people Money (Social Security may not be enough) Interaction with other people Where? Is it just McDonald’s and WalMart? Part-time or temporary for previous employer Something entirely new Source: AARP

15. Fall 2008MGMT 412 | CareersPage 15 Total Population and Retirees Sources: US Bureau of the Census ; AARP

16. Fall 2008MGMT 412 | CareersPage 16 What Does Retirement Mean? Source: AARP

17. Fall 2008MGMT 412 | CareersPage 17 Why Work After Retirement? Source: AARP

18. Fall 2008MGMT 412 | CareersPage 18 Work and Family Recent (2001) survey indicated 28% of workers felt “overworked” Why? Hours (actual time worked) Pressure (work volume, conflicting demands) 24 / 7 demands No time off Recent downsizings Lack of meaningful work Lack of organizational support to do job

19. Fall 2008MGMT 412 | CareersPage 19 What Can Be Done? Family-friendly benefits, work-life programs What might be included? Child care (on-site, other assistance) Specialized child care (24 hour, sick child) Elder care Alternative work arrangements (flextime, job sharing, support for part-time work) Employee services

20. Fall 2008MGMT 412 | CareersPage 20 What is Stress? “A physiological and emotional response to stimuli (stressors) that place physical or psychological demands on an individual” The response: Discomfort Anxiety Feelings of being overwhelmed Physical effects Withdrawal

21. Fall 2008MGMT 412 | CareersPage 21 Sources of Stress Personal characteristics and circumstances Physical and task demands Role characteristics

22. Fall 2008MGMT 412 | CareersPage 22 Personal Characteristics Type A vs. Type B Type A = competitive, impatient, aggressive Type B = more relaxed, balanced Type A associated with higher levels of stress- related illness Personal events Changes in family circumstances Economic pressures Availability of support

23. Fall 2008MGMT 412 | CareersPage 23 Sources of Stress Physical demands of work Noise, heat, dust Too little privacy Repetitive movements Task demands Serious consequences of decisions Incomplete information Nonprogrammed decisions Role Characteristics Role overload (too much to do) Role ambiguity (uncertainty about what to do) Role conflict (incompatible demands)

24. Fall 2008MGMT 412 | CareersPage 24 Reducing Stress Redesign jobs or the workplace Provide information Reduce task demands Reduce role ambiguity Reduce commitments

25. Fall 2008MGMT 412 | CareersPage 25 Managing Stress Social support Family Friends Support groups Calming activities Yoga, meditation or prayer Exercise Unhealthy coping mechanisms Food Alcohol or medications

26. Fall 2008MGMT 412 | CareersPage 26 Moonlighting Why? Income Interest in the field, enjoyment Prepare for a future career Who? 5% to 6% of the work force (minimum estimate) Everyone -- farmers, single mothers, police and firefighters, artists, professionals, etc.

27. Fall 2008MGMT 412 | CareersPage 27 Handling Moonlighting Potential problems for organization Split focus / divided attention Conflict of interest / confidentiality Public safety Use of employer’s time, resources HR policies One issue -- intrusion into employees’ off-job activities may be dubious, both legally and from employee relations viewpoint; can’t normally ban all moonlighting Prohibit use of company property / time Address conflict of interest and confidentiality May ban particular jobs