Employee Movements Career Management

The Basics 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.

The Basics 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.

Operational Strategic Organization’s Needs Professional Individual’s Needs Personal Career Management Matching Individual and Organizational Needs

A Model of Career Development Exploration Stage: Characteristics - Identify interests and skills - Fit between self and work - Engaged in Helping and Learning - Serves as Apprentice Relationship to others AGE 30 Exploration Stage Activity Tasks

A Model of Career Development Establishment Stage: Characteristics - Advancement - Growth - Independent contributor - Become a Colleague Relationship to others AGE Establishment Stage Tasks Activity

A Model of Career Development Maintenance Stage: Characteristics - Remain a contributor - Trainer - Sponsor - Policy-maker - Become a Mentor Tasks Activity Relationship to others AGE Maintenance Stage 60

A Model of Career Development Characteristics - Retirement planning - Change balance between work & life - Phase out of work Tasks Activity Relationship to others AGE Disengagement Stage 60

The Individual’s Role in Career Development 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.

Combinations of Career Interests and Skills ExplorePursue Avoid Develop INTERESTS LowHigh Low High SKILLS

The Manager’s Role in Career Development Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans.

The Organisation’s Role in Career Development Realistic job previews Challenging first jobs Training and development opportunities. Career information and career programs. Variety of career options. Mentoring Networking and interactions

Transfer Promotion Exit Demotion Alternative Career Moves

Managing Promotions Making promotion decisions Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Decision 4: Vertical, Horizontal, or Other?

Managing 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 To boost productivity by consolidating positions.

Career Plateau – most likely during mid-career Dual career paths – technical / professional vs. managerial Skills obsolescence – continuous learning Balancing work and family Coping with job loss – provide outplacement services Retirement – meet needs of older worker – pre-retirement socialization Career Plateau – most likely during mid-career Dual career paths – technical / professional vs. managerial Skills obsolescence – continuous learning Balancing work and family Coping with job loss – provide outplacement services Retirement – meet needs of older worker – pre-retirement socialization Career Management Issues

The Plateauing Trap Career Plateau Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low. Types of Plateaus Structural plateau: end of advancement Content plateau: lack of challenge Life plateau: crisis of personal identity

Dual Career Tracks Scientist Senior Scientist Section LeaderResearch Associate Department HeadPrincipal Scientist

Dual-Career Couples Dual-Career Partnerships Couples in which both members follow their own careers and actively support each other’s career development. Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing

Career Development for Women The “Glass Ceiling” Artificial barriers based on attitudinal or organizational bias that prevent qualified women from advancing upward in their organizations into management level positions. Eliminating Barriers to Advancement Development of women’s networks Diminishing stereotyping of women Presence of women in significant managerial positions

Approaches to creating personal job security Find passion in what you do. Find excellence in what you do. Become a life-long learner. Be flexible Focus on productivity Be a team player Market yourself to both internal and external customers

Career Development Trends More horizontal “ladders” in middle management More strategic focus on core competencies Careers as a series of projects, not upward steps in an organization Career development now extends to all employees Employees who change jobs and employers frequently are now the norm. In “new career” era, the individual manages own development, not the organization.

Retirement Pre-retirement practices include counselling and help for Leisure time Financial and investment Health Psychological counseling Second careers

Keeping a Career in Perspective Maintaining Off-the-Job Interests Having a Healthy Marital and/or Family Life Planning for Retirement Maintaining a Healthy Balance

THANK YOU