Career Development. Chapter 10

Transcription

1 Career Development Chapter 10

2 Learning Objectives After studying this chapter, you should be able to: 1. Define career development and summarize its major objectives. 2. Name the three entities required to provide input for a successful career development program and briefly describe their respective responsibilities. 3. Describe the steps involved in implementing a career development program. 4. Define career pathing and career self-management. 5. List several myths employees hold related to career planning and advancement. 10-2

3 Learning Objectives (cont.) 6. List several myths management holds related to career development. 7. Define a career plateau and a plateaued employee. 8. Describe the four principal career categories. 9. Explain the concept of a career lattice. 10. Distinguish between dual-career couples and dual-earner couples. 11. Define outplacement. 12. Explain what the glass ceiling is. 13. List some of the online career development resources that are available today. 10-3

4 Career Development Career development An ongoing, formalized effort by an organization that focuses on developing and enriching the organization s human resources in light of both the employees and the organization s needs. 10-4

5 Why is Career Development Necessary? To meet the immediate and future human resource needs of the organization on a timely basis. To better inform the organization and the individual about potential career paths within the organization. 10-5

6 Why is Career Development Necessary? To utilize existing human resource programs to the fullest by integrating the activities that select, assign, develop, and manage individual careers with the organization s plans 10-6

7 Career Planning Career planning Process by which an individual formulates career goals and develops a plan for reaching those goals. 10-7

8 Who is Responsible for Career Development? Organization Employee Employee s immediate manager 10-8

9 Organization s Responsibilities Entity having primary responsibility for instigating and ensuring that career development takes place Responsible for developing and communicating career options within the organization to the employee Should carefully advise an employee concerning possible career paths to achieve that employee s career goals 10-9

10 Employee s Responsibilities Primary responsibility for preparing individual career plans rests with individual employees Only individual knows what he really wants out of a career, and desires vary appreciably from person to person Requires a conscious effort on the part of the employee 10-10

11 Manager s Responsibilities Manager should serve as a catalyst and sounding board Manager should show an employee how to go about the process and then help employee evaluate conclusions 10-11

12 Potential Career Development Roles of Managers Table

13 Potential Career Development Roles of Managers Table

14 Implementing Career Development Four basic steps at the individual level: Individual s assessment of his or her abilities, interests, and career goals Organization s assessment of the individual s abilities and potentials Communication of career options and opportunities within the organization Career counseling to set realistic goals and plans for their accomplishment 10-14

15 Career Planning Roles at Corning, Inc. Figure

16 Individual Assessment Vision statement A concise statement of career goals in measurable terms. Effective vision statements are concise and they are stated in measurable terms 10-16

17 Assessment by the Organization Most frequently used source has been the performance appraisal process Assessment centers can also be an excellent source of information Other potential sources include personnel records reflecting information such as education and previous work experience 10-17

18 Career Pathing Career pathing A technique that addresses the specifics of progressing from one job to another in an organization sequence of developmental activities involving informal and formal education, training, and job experiences that help make an individual capable of holding more advanced jobs

19 Basic Steps of Career Pathing 10-19

20 Career Self-Management Career self-management The ability to keep up with the changes that occur within the organization and industry and to prepare for the future

21 Career Self-Management Emphasizes the need of individual employees to keep learning because jobs that are held today may evolve into something different tomorrow or may simply disappear entirely. Involves identifying and obtaining new skills and competencies that allow the employee to move to a new position

22 Career Counseling Suggestions for Managers 1. Recognize the limits of career counseling 2. Respect confidentiality 3. Establish a relationship 4. Listen effectively 5. Consider alternatives 6. Seek and share information 7. Assist with goal definition and planning 10-22

23 Career-Related Myths Held by Employees 1. There is always room for one more person at the top Contradicts the fact that structures of the overwhelming majority of today s organizations have fewer positions available as one progresses up the organization 2. The key to success is being in the right place at the right time A person, through careful design, can affect rather than merely accept the future 10-23

24 Career-Related Myths Held by Employees 3. Good subordinates make good superiors Based on belief that those employees who are the best performers in their current jobs should be the ones who are promoted 4. Career development and planning are functions of human resource personnel Ultimate responsibility for career development and planning belongs to the individual 10-24

25 Career-Related Myths Held by Employees 5. All good things come to those who work long, hard hours Results of spending 10 to 12 hours a day trying to impress managers and move rapidly in the organization often have little relationship to the individual s long-range career growth 10-25

26 Career-Related Myths Held by Employees 6. Rapid advancement along a career path is largely a function of the kind of manager one has Provides a ready-made excuse for failure Easy and convenient to blame failures on one s manager 10-26

27 Career-Related Myths Held by Employees 7. The way to get ahead is to determine your weaknesses and then work hard to correct them The secret is to first capitalize on one s strengths and then try to improve deficiencies in other areas 8. Always do your best, regardless of the task Those tasks and jobs that rank high in importance in achieving one s career goals should receive the individual s best effort 10-27

28 Career-Related Myths Held by Employees 9. It is wise to keep home life and work life separated Spouses must understand basic factors that weigh in any career decisions 10.The grass is always greener on the other side of the fence Regardless of career path the individual follows, another one always seems a little more attractive 10-28

29 Career-Related Myths Held by Managers 1. Career development will raise expectations Should bring employees aspirations into the open and match their skills, interests, and goals with opportunities that are realistically available. 2. We will be overwhelmed with requests Employees will expect organization to provide them with a multitude of career opportunities 10-29

30 Career-Related Myths Held by Managers 3. Managers will not be able to cope While coaching and counseling should be an important part of any manager s job, the key to career development and planning is to place the responsibility primarily on the employee 4. We do not have the necessary systems in place Many organizations have implemented successful programs with few formal mechanisms beyond basic requirement of providing employees with effective career-planning tools 10-30

31 Dealing With Career Plateaus Career plateau Point in an individual s career where likelihood of an additional promotion is very low Takes place when an employee reaches a position from which she or he is not likely to be promoted further 10-31

32 Dealing With Career Plateaus Learners Stars Solid citizens Deadwood 10-32

33 Dealing With Career Plateaus Learners Individuals with high potential for advancement who are performing below standard Stars Individuals presently doing outstanding work and having a full potential for continued advancement; these people are on fasttrack career paths 10-33

34 Dealing With Career Plateaus Solid citizens Individuals whose present performance is satisfactory but whose chance for future advancement is small; make up the bulk of the employees in most organizations Deadwood Individuals whose present performance has fallen to an unsatisfactory level; they have little potential for advancement 10-34

35 Managing the Plateauing Process 1. Prevent plateauees from becoming ineffective 2. Integrate relevant career-related information systems 3. Manage ineffective plateauees and frustrated employees more effectively 10-35

36 Classifying Managerial Careers Table

37 Rehabilitating Ineffective Job knowledge Plateauees Plateaued employees have usually been in the job for quite some time and have amassed considerable job knowledge Organizational knowledge Plateaued employees not only know their jobs but also know the organization 10-37

38 Loyalty Rehabilitating Ineffective Plateauees Plateaued employees are usually not job-hoppers but often have demonstrated above-average loyalty to the organization Concern for the well-being of plateauees If the organization were to terminate all plateaued employees, this could have a disastrous impact on other employees 10-38

39 Possibilities of Rehabilitating Ineffective Plateauees 1. Provide alternate means of recognition 2. Develop new ways to make their current jobs more satisfying 3. Effect revitalization through reassignment 4. Utilize reality-based self-development programs 5. Change managerial attitudes toward plateaued employees 10-39

40 Career Lattice Career lattice employees moving at any angle, heading from side to side, supporting organizational goals while getting their career goals met at the same time approach allows employees to move to different projects and locations across an organization rather than only through higher ladder-like levels

41 Lattice Thinking Versus Ladder Thinking Table

42 The Impact Of Dual-Employed Couples With dual-career couples Both members are highly committed to their careers They view their employment as part of a career path involving progressively more responsibility, power, and financial remuneration 10-42

43 The Impact Of Dual-Employed Couples A geographical move for one member creates an obvious problem for the couple and their respective organizations Other potential problems of dual-employed couples include Need for child care Balancing time schedules Emotional stresses 10-43

44 Single Parent Employees Single-parent employees have needs and requirements that are different from those of families that have one parent at home. Proactive corporate programs include Child and elder care, Flexible work scheduling, Job sharing, Part-time work, Telecommuting, Parental leave, Personal time 10-44

45 Outplacement Outplacement Benefit provided by an employer to help an employee leave the organization and get a job someplace else

46 Outplacement Services Skill assessment Establishment of new career objectives Résumé preparation Interview training Generation of job interviews Training for those who notify terminated employees Office support Spouse involvement Individual psychological counseling 10-46

47 Breaking the Glass Ceiling Glass ceiling Refers to invisible, yet real or perceived, barriers found in many organizational structures that appear to stymie executive advancement opportunities of women and minorities 10-47

48 Breaking the Glass Ceiling Common practices that contribute to the creation of a glass ceiling: Word-of-mouth recruiting Inadequate access to developmental opportunities for women and minorities Lack of responsibility among senior management for equal employment opportunity efforts 10-48

49 Breaking the Glass Ceiling Demonstrate commitment Hold line managers accountable for progress by including diversity in all strategic business plans Use affirmative action as a tool to ensure that all qualified individuals compete based on ability and merit 10-49

50 Breaking the Glass Ceiling Expand your pool of candidates Educate all employees about strengths and challenges of gender, racial, ethnic, and cultural differences Initiate family-friendly programs that help men and women balance their work and family responsibilities 10-50

51 Career Development Online Information about employment trends and job opportunities Self-assessment tools that employees can use to determine which types of jobs they might best pursue Links to online employment resources such as job listings and career development information Individual online job counseling, including advice on preparing for interviews 10-51