1. Career Management & Development
Human Resource Management
Module 9
Career Management & Development

2. The Basics of Career Management
The occupational positions a person
has had over many years.

3. The Basics of Career Management
The process for enabling employees to
better understand and develop their career
skills and interests, and to use these skills
and interests more effectively.

4. The Basics of Career Management
Career development
The lifelong series of activities that
contribute to a person’s career
exploration, establishment, success, and
fulfillment.

5. The Basics of Career Management
Career planning
The deliberate process through which
someone becomes aware of personal skills,
interests, knowledge, motivations, and other
characteristics; and establishes action plans to
attain specific goals.

6. Traditional Versus Career Development Focus

7. Employee Career Development Plan

8. Roles in Career Development
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

9. 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

10. 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

11. Choosing a Mentor Choose an appropriate potential mentor.
Don’t be surprised if you’re turned down.
Be sure that the mentor understands what you expect in terms of time and advice.
Have an agenda.
Respect the mentor’s time.

12. The Employer’s Role in Career Development
Realistic job previews
Challenging first jobs
Career-oriented appraisals
Job rotation
Mentoring
Networking and interactions

13. Innovative Corporate Career Development Initiatives
Provide 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 workshops
Utilize computerized on- and offline career development programs
Establish a dedicated facility for career development

14. Sample Agenda—Two-Day Career Planning Workshop

15. Managing Your Career

16. Identify Your Career Stage
Growth stage
Exploration stage
Establishment stage
Trial sub stage
Stabilization sub stage
Midcareer crisis sub stage
Maintenance Stage
Decline Stage

17. Identify Your Occupational Orientation
Realistic orientation
Physical activities (forestry, farming)
Investigative orientation
Thinking, organizing, understanding (biologist)
Social orientation
Interpersonal rather than intellectual skills (social work, psychologist)
Conventional orientation
Structured, rule-regulated activities (banker, accountant)
Enterprising orientation
Influencing others (lawyers, PR executives)
Artistic orientation
Self-expression (artists, musicians)

18. Example of Some Occupations that May Typify Each Occupational Theme

19. Do you agree with this statement?
‘The primary career goal of most people is to make it to the top of the ladder in their chosen profession.’

20. 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.

21. Identify our Career Anchors
Schein identifies eight career anchor themes and posits that we will all have prioritised preferences for them:
Technical/functional competence
General management competence
Autonomy/independence
Security/stability
Entrepreneurial creativity
Service/dedication to a cause
Pure challenge
Lifestyle.

22. 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.

23. Class Exercise Determine the following:
Identify your occupational orientation
Identify your career anchor or anchors
1-2 career goals
2-3 development steps to get from where you are now to where you want to be

24. Paired Coaching Questions
To what extent does your current role reflect this value?
(for example, if you value autonomy, how much
control do you have over your workload, type of
task, 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?

25. Sample Career Plan My occupational orientation is enterprising
Using my skills to influence others
My career anchors are
Managerial competence
Security
Career goals
To be a VP of HR
Development Steps
More global responsibility
More analytical business experience

26. 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

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

28. Manager’s 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

29. Steps in Succession Planning Process :
 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.

30. Checklist to Succeed :
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 successors
Establish a system for monitoring candidate's development plan progress by senior management

31. Scope and Complexity Increases
The Leadership Pipeline model
Provides a framework upon which organizations can plan succession effectively
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.
Scope and Complexity Increases
4/23/2017

32. The key to evaluating the leadership pipeline
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)
4/23/2017