1. MANAGING CAREERS

2. The Basics of Career Management Career The occupational positions a person has had over many years. 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. Career development The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

3. 10–3 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. Careers today Careers are no simple progressions of employment in one or two firms with a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.

4. Employee Career Career management Career planning Career Development

5. 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,. Recruiting and placement Matching organization’s 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

7. Roles in Career Development

8. 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.

9. The Manager Provide timely performance feedback. Provide developmental assignments. Participate in career development discussions. Support employee development plans. Give a realistic picture of the career opportunities available in the organization

10. The Organization Develop policies to support in individual goals Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options. Job posting- organized process that allows employees to apply for open positions within the organizations. Can conduct career counseling workshops To clearly publish the path to a particular post Job rotation

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. Managing Promotions in an organization Promotions and transfers are integral parts of most peoples careers. Promotions traditionally refer to advancements to positions of increased responsibility; transfers are reassignments to similar positions in other parts of the firm

13. Most working people look forward to promotions, which usually mean more pay, responsibility, and (often) job satisfaction. For employers, promotions can provide opportunities to reward exceptional performance, and fill open position with tested and loyal employees. Yet the promotion process is not always a positive experience for either employee or employer. Unfairness, arbitrariness, or secrecy can diminish the effectiveness of the process for all concerned.

14. Bases for promotions Seniority or Competence- promotion based on competence is the superior motivator. Competence is the bases in Private sector In the advancement of employees to higher paid jobs when ability, merit, and capacity are equal, employees with the highest seniority will be given preference. Public Organization still stress seniority rather than competence Most employers use prior performance as a guide for measuring competence Many take tests and interview

15. Formal or informal Are their any set parameters or guidelines or policy of Promotion or is it informal by the Boss. Gives rise to flattery & autocracy Promotion policy should also contain alternatives to promotion when deserving candidates are not promoted due to lack of vacancies at higher level. These alternatives include up gradation, re- designation, sanctioning of higher pay or increments or allowances assigning new and varied responsibilities to the employee by enriching the job or enlarging job.

16. Managing Transfers Employees’ reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities

17. 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.

18. Managing Diversity Take career of minority seriously Improve mentoring for minority Bring in flexible schedule Change the overall policy in order to ensure diversity

19. Linda Noonan, an auditor with Deloitte & Touche left to join a smaller accounting firm after trying to balance a 70 hour workweek with her responsibilities as a new mother. Her situation also illustrates what a employers can do to resolve such work family conflicts. When Deloitte instituted a new flexible work schedule, Nooman went back to work there. She signed an agreement to work 80% of the hours normally expected of her position. She also arranged to work more hours from January to March (when the workload is heaviest) and to take more time off the rest of the year to spend with her two daughters.

20. Career Management and Employee Commitment The “New Psychological Contract” Old contract: “Do your best and be loyal to us, and we’ll take care of your career.” New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.”

21. Retirement The point at which one gives up one’s work, usually between the ages of 60 and 65. Preretirement 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

22. Stages in career

23. 6/3/201623 StageAgeCharacteristicMotivated by Exploration stage-20-30Unsure of the surroundings Support, constant feedback and appreciation, encouragement, job enlargement, fringe benefits Establishment stage 30-40Focus is now on achieving Promotion and salary Maintenance stage40-50Focus is on maintaining the current status Leadership position, mentor ship Disengagement stage 50-60Preparing for retirement, complacent Difficult to motivate

24. Examples of Occupations that Typify Each Occupational Theme RealisticInvestigativeArtisticSocialEnterprisingConventional Engineers Carpenters Physicians Psychologists Research and Development Managers Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators A Wide Range of Managerial Occupations, including: Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers