Chapter 12 Human Resource Development Career Development Chapter 12 Human Resource Development

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

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)

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

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)

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

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

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

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,

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

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

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

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