Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Developing Careers 9-1 Chapter 9

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 9 Objectives  Establish a sound process for helping employees develop their careers.  Understand how to develop your own career.  Identify the negative aspects of an overemphasis on career development.  Understand the importance of dual- career issues in career development..9-2

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 9 Objectives  Develop a skills inventory and a career path.  Establish an organizational culture that is supports career development..9-3

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall What is Career Development?  An ongoing and formalized effort  Focus on developing enriched and more capable workers 9-4  Can play key role in recruitment  Tries to meet both employer and employee needs

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall What Kind of Path Are You On?  At least four approaches to careers:  Linear  Expert  Spiral  Transitory 9-5 NASA Photo. Used with permission.

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Challenges in Career Development  Who will be responsible?  Increasingly responsibility shifted to employees  How much emphasis is appropriate?  Too much is harmful to organizational effectiveness  How will the needs of a diverse workforce be met?  Women and minorities often excluded from informal career development activities 9-6

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Challenges in Career Development Dual-career couple:  A couple with both members having occupational responsibilities and career issues at stake  Require special consideration in career development 9-7

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Meeting the Challenges Three Phases: 9-8

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Assessment Phase  Goal: to identify employees strengths and weaknesses  Self-Assessment  Organizational Assessment 9-9

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Assessment Phase 9-10  Self-Assessment  Skills assessment  Interest Inventory  Clarifying Values  Organizational Assessment  Promotion Forecasts  Succession Planning

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Direction Phase  Determines the type of career employees want  And steps required to realize their goals 9-11  Individual Career Counseling  Information Services  Job-posting systems  Skills inventories  Career paths  Career resource center

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Generic Example of Career Paths 9-12

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Development Phase  Taking actions to create and increase skills  For future job opportunities 9-13  Four most common development programs:  Mentoring  Coaching  Job Rotation  Tuition Assistance

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Development Phase  Mentoring  Voluntary or involuntary  Effective mentoring can improve performance  Particularly important for minorities 9-14  Coaching  Ongoing meetings between employee and manager  To discuss employee’s goals and development

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall The Development Phase  Job Rotation  Employees gain experience  Results in a more broadly trained, skilled workforce  Are short and intermediate term costs 9-15  Tuition Assistance Programs  Supports employee education and development

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Career Self-Assessment  Employees need to take responsibility for own development 9-16  How do you define success?  How much money do you want to earn?  What kind of work do you want to do?  What kind of work fits your strengths and values?  What does work life balance look like for you?

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Development vs. Advancement 9-17  Development —enhancing your skills and potential  Advancement— positioning yourself to move ahead in the organization

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Summary and Conclusions  Employee development needs to be a key business strategy  Management needs to determine:  Who is responsible for development  How much emphasis will be put on it  How to meet needs of diverse workforce  Career development is continuous  Employees need to take an active role in their development 9-18

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 9-19 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.