Employee Movements

Career Management

Organizations Needs

Matching Individual and Organizational Needs

Operational
Strategic

Career Management
Professional Personal

Individuals Needs

A Model of Career Development

Exploration Stage: Characteristics
- Identify interests and skills - Fit between self and work - Engaged in Helping and Learning - Serves as Apprentice

Tasks

Activity
Relationship to others

Exploration Stage

30

AGE

A Model of Career Development

Establishment Stage: Characteristics
Establishment Stage
- Advancement

Tasks

Activity
Relationship to others

- Growth - Independent contributor - Become a Colleague

30

45 AGE

A Model of Career Development

Maintenance Stage: Characteristics

Tasks

Maintenance Stage

Activity
Relationship to others

- Remain a contributor - Trainer - Sponsor - Policy-maker - Become a Mentor

30 45 AGE 60

A Model of Career Development

Disengagement Stage
Tasks

Characteristics

Activity
Relationship to others

- Retirement planning - Change balance between work & life - Phase out of work
30 45 AGE 60

The Individuals Role in Career Development

Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans.

Combinations of Career Interests and Skills

High

Explore

Pursue

SKILLS

Avoid
Low

Develop

Low

High

INTERESTS

The Managers Role in Career Development

Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans.

Realistic job previews Challenging first jobs Training and development opportunities. Career information and career programs. Variety of career options. Mentoring Networking and interactions

The Organisations Role in Career Development

Alternative Career Moves

Promotion

Exit
Transfer Demotion

Managing Promotions
Making promotion decisions
Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal?

Decision 4: Vertical, Horizontal, or Other?

Managing Transfers
Employees reasons for desiring transfers
Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities

Employers reasons for transferring employees

To vacate a position where an employee is no longer needed. To fill a position where an employee is needed. To find a better fit for an employee To boost productivity by consolidating positions.

Career Management Issues

Career Plateau

most likely during mid-career Dual career paths technical / professional vs. managerial Skills obsolescence continuous learning Balancing work and family Coping with job loss provide outplacement services Retirement meet needs of older worker pre-retirement socialization

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

Dual Career Tracks

Scientist

Senior Scientist

Section Leader

Research Associate

Department Head

Principal Scientist

Dual-Career Couples
Dual-Career Partnerships
Couples in which both members follow their own careers and actively support each others career development.
Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing

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 womens networks Diminishing stereotyping of women Presence of women in significant managerial positions

Approaches to creating personal job security

Find passion in what you do. Find excellence in what you do. Become a life-long learner. Be flexible Focus on productivity Be a team player Market yourself to both internal and external customers

Career Development Trends

More horizontal ladders in middle management More strategic focus on core competencies Careers as a series of projects, not upward steps in an organization Career development now extends to all employees Employees who change jobs and employers frequently are now the norm. In new career era, the individual manages own development, not the organization.

Retirement
Pre-retirement practices include counselling and help for
Leisure time Financial and investment Health Psychological counseling Second careers

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