Executives who coach, advise, and encourage individuals of a lesser rank are referred to as

Presentation on theme: "Career Development Career Development."— Presentation transcript:

1 Career Development Career Development

2 Career Development Learning Objectives
Explain Integration of Individual and Organizational Needs Describe Conditions leading to success Discuss Matching Jobs with Individual’s Desires Describe Methods used in C.D.

3 Career Development for Professional Staff
Sequence of Jobs for Management and Professionals Benefits to: Individual Management Goals: Make Best Use of Skills and Talents for all Rank and Earnings Job 5 Job 4 Job 3 Job 2 Job 1 Years with Organization

4 Career Paths Lines of advancement in an occupational field within an organization.

5 Career Plateau Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

6 Promotion Change of assignment to a job at a higher level in the organization.

7 Transfer Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

8 Career Development Policies
Transfers Promotions Demotions/Termination Relocation Services Outplacement Services Development Opportunity Announcements “Promotion of CD Opportunities”

9 Impacts from Economic Situation
Equal Employment Right-sizing Restructuring Promotion Competition Technology and Innovation Layoffs/Firings

10 Two-Way Support: Career Development/HR
Performance Appraisal Career Path Recruitment/Transfer/Promotion Policies Job Descriptions Job Posting Succession Planning Skills Inventories Strategic Planning Forecasting Career Development Process Organizational Information and Planning Job Acquisition and Movement Development and Reward Individual Information and Planning Training, Development, and Education Compensation and Benefits

11 The Career Development Program Who is Responsible?
Organization Employee ? Partnership

12 The Career Development Program
MATCHING INDIVIDUAL AND ORGANIZATIONAL NEEDS ORGANIZATIONAL NEEDS Staffing Development Leveling off Restaffing INDIVIDUAL NEEDS Making career/job choice Making contributions Fitting into organization Using experience

13 Creating Favorable Conditions for Career Development
Management Participation Provide top management support Provide collaboration between line managers and HR managers Train managerial personnel Setting Goals Plan human resources strategy Changing HR Policies Provide for job rotation Provide outplacement service Announcing Program Explain its philosophy

14 INVENTORY JOB OPPORTUNITIES
Job Competencies Base on job analysis and evaluation Identify knowledge and skills required Job Progressions Design career paths for individuals Training Needs Identify needs beyond one-the-job training

15 DETERMINE EMPLOYEE POTENTIAL
Career Planning Workbooks Stimulate thinking about careers, strengths/limitations, development needs Career Planning Workshops Discuss and compare attitudes, concerns, plans Career Counseling Discuss job, career interests, goals Web-based Career Development Products, services, and confidentiality

16 Mentors Executives who coach, advise, and encourage individuals of lesser rank.

17 Mentoring WHO Senior Managers Peer Groups Role Models HOW Advise Coach
Encourage

18 Why Develop a Mentoring Program?
Generate Management Visibility Build Bridges Between Management and Employees Create Culture Awareness Increase Networking Foster People-Developers

19 Inside an Organization
Mentoring Functions Inside an Organization Sponsorship Exposure and visibility Coaching Protection Challenging assignments Advocate Internally Outside Environment Role modeling Acceptance Counseling/Advising Friendship

20 Mentoring Functions Functions concerned with the career advancement and psychological aspects the person being mentored.

21 Fast-Track Program Program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

22 Mentors Proteges Communicators Learn the Ropes Old Boys' Network
Internal Politics Career Ladders Partnering-Teams Avoid Discrimination

23 Special Interest Groups Needs Assistance
Women Families/Child Care Nepotism Deficient Interns Minorities Dual Careers Handicapped/ Challenged Intrapreneurs

24 Entrepreneur and Intrapreneurs
One who starts, organizes, manages, and assumes responsibility for a business or other enterprise.

25 Assessment Center Process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called upon to handle on the job.

26 Evaluating Employee Development Needs
Servicing the Career Development Needs Career Planning Workshops Career Planning Workbooks Career Counseling Development Testing for Employees Extensive Web-Based Products/Services

27 Career Development Aids for Self-Assessment
Values Assessments Interest Inventories Personal Characteristics Instruments Skill Development and Ability Tests

28 Career Development BPO Self-Assessments Career Resources

29 Career Counseling Process of discussing with employees their current job activities and performance, their personal job and career goals, their personal skills, and suitable career development objectives.

30 Stages of Career Development
Preparation for Work Typical Age Range: 0-25 Major Tasks: Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education. STAGE 2: Organizational Entry 18-25 Obtain job offer(s) from desired organization(s), select appropriate job based on accurate info. STAGE 3: Early Career 25-40 Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

31 Stages of Career Development
Mid-career Typical Age Range: 40-55 Major Tasks: Reappraise early career and early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive in work. STAGE 5: Late Career 55-retirement Remain productive in work, maintain self-esteem, prepare for effective retirement.

32 Specific Career Development Activities
Career Counseling Career Pathing Inventory Skills Transfers Training Job Posting Promoting Lateral Development

33 Holland's Self-Directed Search Types
Realistic Investigative Artistic Social Enterprising Conventional

34 Matching to Career Individual Personality Types
Relationship to Working Environments

35 SELF-ASSESSMENTS MBTI Personality types CareerLeader

36 Basic Skills of successful Career Management
Develop a positive attitude Take responsibility for your own career. Establish goals. Be aware of success factors. Present yourself in a positive manner. Be in the right place at the right time. Establish a relationship with a mentor or guide. Adopt the mind-set of your superiors.

37 Career Development Terms to Identify
Transfer Relocation Services Outplacement Services Job Progressions Career Paths Career Counseling Assessment Center Fast-track program Mentors Mentoring functions Dual-career couples Self-Assessment Instruments

38 Organizational Purposes
Advantages Disadvantages WHY?

39 Academy Online AcademyOnline is a free, subscription-based journal for professionals in management education. Sponsored by Quisic, an online business education company, the quarterly publication focuses on online MBA and management training programs. Along with book reviews, commentary, news, and editorials, the journal features stories about the challenges facing programs as they venture into distance learning. Visitors should note that many of the features highlight Quisic’s own product. The Web site does offer useful news and case studies on issues including video conference, content development, and software. The news section links readers to stories on e-commerce and education. Decision makers at schools in the midst of designing a distance learning program will find the Think Tank page valuable: It lists dozens of online management programs around the world and links to their sites.

40 HBS Working Knowledge From the Harvard Business School, HBS Working Knowledge is a collection of cutting-edge management information created by and for top professionals. On the site, subscribers will find resources and information drawn from the intellectual capital of the Harvard Business School, as well as the insights of industry leaders and organizations worldwide. Designed in an attractive magazine format, HBS Working Knowledge features business information on 12 topic areas, articles and essays on diverse management topics, interviews with HBS professors and industry leaders, coverage of HBS campus speakers and conferences, book recommendations, and Web site reviews. Topics include business history, marketing, nonprofits, leadership, and e-commerce. The site is updated weekly from September through May, (bi-weekly June through August). The “What Do You Think?” section features analysis by an HBS faculty member and an opportunity for visitors to voice opinions and share ideas.

41 Fathom.com A consortium of Columbia University, the London School of Economics and Political Science, Cambridge University Press, The British Library, Smithsonian Institution’s National Museum of Natural History, The New York Public Library, University of Chicago, American Film Institute, RAND, and Woods Hole Oceanographic Institution, Fathom offers visitors an opportunity to dip into the well of knowledge available at these institutions through free online articles, lectures, interviews, forums, and discussions. Fathom’s free content is a useful resource for general browsing as well as serious research. Fathom also offers entry to hundreds of online course, through the founding institutions as well as recent new partners such as USC’s School of Engineering, the University of Washington, Iowa State University, and the University of Buffalo. Each institution sets its own fees, prerequisites, and guidelines, although most courses are oriented toward a sophisticated lay audience. No degrees are granted. Fathom also makes available books, videos, and CD-ROMs, created by Fathom partners.

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Which of the following are the lines of advancement for an individual within an organization?

Which term refers to the process of obtaining information about jobs by determining the duties tasks or activities of jobs?

Which of the following is the approach to recruitment that informs applicants about all aspects to job including both desirable and undesirable facets?

Which of the following fits the definition of a career plateau?