1. Chapter 12 Human Resource Development
Career Development
Chapter 12
Human Resource Development

2. New Employment Relationship
Corporate restructuring
Changing psychological contract
Length of employment with single firm
Geographic mobility
Dual careers
Generation X

3. What is a Career?
1. Property of an occupation (sales) or organization (IBM)
2. Advancement – continuing success
3. Status of a profession (lawyer) – versus job (carpenter)
4. Involvement in one’s work – can be negative (Don’t make a career out of it.)
5. Stability of a person’s work pattern (sequence of related jobs)

4. Career Planning and Career Management
Employee Self-directed/workbooks
Centered Company workshops
Corporate seminars
Mutual Focus Manager-employee
career discussions
Organization Assessment centers
Centered Talent inventories
Succession planning

5. Traditional Models of Career Development
Stage 1: preparation for work (age 1-25)
Stage 2: organizational entry (age 18-25)
Stage 3: early career (age 25-40) – proficiency, fit
Stage 4: mid career (age 40-55) – reappraisal
Stage 5: late career (age 55-retirement)

6. Contemporary Views of Career Development
Protean career – reinvent, flexible, idiosyncratic, moves from one line of work to another
Multiple career concept
Linear – through hierarchy
Expert – occupation based
Spiral – moves across related occupations
Transitory – moves across different fields

7. Individual-Oriented Process of Career Management
Career exploration
Awareness of self and environment
Goal setting
Strategy development – action plan
Progress toward the goal
Feedback from work and non work
Career appraisal

8. Organizational-Oriented Career Management Models
Pluralistic – process of assessing gaps between organization’s strategy and individual’s career concepts through
1. Counseling
2. Individual career development program contracts
3. Cafeteria approach using variety of career-track options, training, performance evaluation, and reward systems

9. Systems View of Career Management
People system – selecting, nurturing, motivating
Job market system – developmental, opportunities
Management and information systems – facilitate exchange of people, ideas, and information and links together,

10. Team-Based Career Development
Team members serve as role models
Teams reward behavior, enhance growth
Teams determine team and individual training opportunities
Team moves collectively to higher levels
People move laterally within team
Organization evaluates team, team evaluates the individual

11. Roles in Career Management
Individual’s role is knowing what, why, where, whom, when, and how
Manager’s responsibility is as coach, appraiser, advisor, referral agent
HRD’s responsibility is to support development, expert on information, promote planning and learning, intervene to remove roadblocks, promote mobility

12. Career Development Practices and Activities
Self-assessment activities – workshops, workbooks, Holland
Individual counseling
Internal labor market – postings, career paths, career enhancement opportunities, skills inventories
Organizational potential assessment – potential ratings, succession planning
Developmental programs – job rotation, mentoring

13. Issues in Career Development
Developing career motivation – resilience, insight, identity
Career plateau
Career development for nonexempt employees
Enrichment: effective career development without advancement – certification, retraining, transfers/rotation