1. © Farhan Mir 2008 IMS Human Resource Management MBA & BBA Organizational Development & Career Management Lectures 22,23,24 Course Lecturer: Farhan Mir

2. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Organizations and Careers The single organization career. prior to 1980, individuals tended to work for a single organization through their entire careers the organization and the employee had an unwritten psychological contract, where the employee traded job security and gradual increases in pay for loyalty to the organization increased technological innovations leading to automation, outsourcing, and globalization have essentially ended the single-organization career the new model is known as the protean career, where an individual’s career can span multiple companies and multiple jobs

3. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Ch-Ch-Ch-Ch-Ch-Changes! Changes for the employee: take control of their own careers develop portable skills learn networking be adaptable and flexible in both job and geography Changes for the organization: providing tools and opportunities for the employee to thrive in their career creating a continuous learning environment helping people balance their work and non-work lives

4. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Employee Development The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

5. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS The Concept of Career A career is the pattern of work-related experiences and activities over the span of the person’s work life, e.g., job positions job duties decisions subjective interpretations about work-related events

6. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Career Path Of Colin Powell 1954Joins ROTC program 1957Enrolls in City College of New York 1963 Tour of duty in Vietnam 1968Graduates from U.S. Army Command and General Staff College (CGSC) 1971Graduate School at the George Washington University 1972White House Fellow under President Richard Nixon 1974Commander of 1st Battalion, 32nd Infantry in Korea 1977Colonel, Commander of 2nd Brigade, 101st Infantry 1978Works in Office of Secretary of Defense under President Jimmy Carter 1982Brigadier General, Commander of 4th Infantry Division 1982Deputy Commanding General of Combined Arms Combat Developments Activity 1987National Security Advisor under President Ronald Reagan 1989Chairman, Joint Chiefs of Staff under President George Bush 1992Approached to be Bill Clinton’s vice presidential running mate (declined) 1993Chairman, Joint Chiefs of Staff under President Bill Clinton 1993Retired from military service 2000Secretary of State under President George W. Bush

7. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Individual Responsibility Need to understand that a career has two components.  internal focus – your view of your career  external focus – your actual job and the positions you fill Career Planning – The deliberate attempt to know your own skills, values, opportunities, and constraints.  this involves making and constantly updating career goals and the plans to achieve those goals.

8. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Organizational Responsibility: Career Development Systems Career management – preparing, implementing, and monitoring career plans undertaken by an individual alone or within the organization’s career system. Career development systems – planned efforts by a company to achieve a balance between individual career needs and organizational workforce requirements. Benefits for creating these systems include: better use of employee skills greater retention of valued employees an expanded public image as an organization that develops its employees

9. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Career Changes Promotion A change of assignment to a job at a higher level in the organization. Principal criteria for determining promotions are merit, seniority, and potential. Transfer The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

10. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Organizational Initiatives That Could Have Negative Consequences Downsizing. Decentralizing. Reorganization. Cost-reduction strategies. IT innovations. Competency measurement. Performance-related pay.

11. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Training vs. Development Table 9.1

12. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS HR’s Role in Career Develop ment THE GOAL: MATCH INDIVIDUAL AND ORGANIZATION NEEDS --------------------------------- The Goal: Matching Encourage employee ownership of career.Encourage employee ownership of career. Create a supportive context.Create a supportive context. Communicate direction of company.Communicate direction of company. Establish mutual goal setting and planningEstablish mutual goal setting and planning THE GOAL: MATCH INDIVIDUAL AND ORGANIZATION NEEDS --------------------------------- The Goal: Matching Encourage employee ownership of career.Encourage employee ownership of career. Create a supportive context.Create a supportive context. Communicate direction of company.Communicate direction of company. Establish mutual goal setting and planningEstablish mutual goal setting and planning IDENTIFY CAREER OPPORTUNITIES AND REQUIREMENTS --------------------------------- Opportunities & Requirements Identify future competency needs.Identify future competency needs. Establish job progressions/career paths.Establish job progressions/career paths. Balance promotions, transfers, exits, etc.Balance promotions, transfers, exits, etc. Establish dual career paths.Establish dual career paths. IDENTIFY CAREER OPPORTUNITIES AND REQUIREMENTS --------------------------------- Opportunities & Requirements Identify future competency needs.Identify future competency needs. Establish job progressions/career paths.Establish job progressions/career paths. Balance promotions, transfers, exits, etc.Balance promotions, transfers, exits, etc. Establish dual career paths.Establish dual career paths. GAUGE EMPLOYEE POTENTIAL --------------------------------- Gauge Employee Potential Measure competencies (appraisals).Measure competencies (appraisals). Establish talent inventories.Establish talent inventories. Establish succession plans.Establish succession plans. Use assessment centers.Use assessment centers. GAUGE EMPLOYEE POTENTIAL --------------------------------- Gauge Employee Potential Measure competencies (appraisals).Measure competencies (appraisals). Establish talent inventories.Establish talent inventories. Establish succession plans.Establish succession plans. Use assessment centers.Use assessment centers. INSTITUTE CAREER DEVELOPMENT INITIATIVES ------------------------------------ Career Development Initiatives Provide workbooks and workshops.Provide workbooks and workshops. Provide career counseling.Provide career counseling. Provide career self-management training.Provide career self-management training. Give developmental feedback.Give developmental feedback. Provide mentoring.Provide mentoring. INSTITUTE CAREER DEVELOPMENT INITIATIVES ------------------------------------ Career Development Initiatives Provide workbooks and workshops.Provide workbooks and workshops. Provide career counseling.Provide career counseling. Provide career self-management training.Provide career self-management training. Give developmental feedback.Give developmental feedback. Provide mentoring.Provide mentoring. 1 2 43

13. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Steps in the Career Management Process Figure 9.3

14. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Assessment Assessment Collecting information and providing feedback to employees about their behavior, communication style, or skills.

15. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Assessment Centers An assessment process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group at an offsite location. Typically used to assess managerial potential.

16. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Balancing Individual and Organizational Needs Figure 7.2

17. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Alternative Career Moves Figure 7.4

18. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Internal Barriers to Career Advancement Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a short-term focus. Lack of career opportunities and pathways within the organization for employees.

19. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Career Networking Contacts Your college alumni association or career office networking lists Your own extended family Your friends’ parents and other family members Your professors, advisors, coaches, tutors, clergy Your former bosses and your friends’ and family members’ bosses Members of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or go to school

20. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS 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 Online e-mentoring for women Diminishing stereotyping of women Presence of women in significant managerial positions

21. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS 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

22. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS 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

23. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS Stages of Career Development Stage 5: Late Career (ages 55–retirement): Remain productive in work, maintain self-esteem, prepare for effective retirement. Stage 4: Midcareer (ages 40–55): Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive. Stage 3: Early Career (ages 25–40): Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals. Stage 2: Organizational Entry (ages 18–25): Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information. Stage 1: Preparation for Work (ages 0–25): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

24. © Farhan Mir 2007 IMS © Farhan Mir 2008 IMS 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