Amity Business School

Career Development

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Definition: Career
A sequence of positions or job held by a person during the course of his working life OR The pattern or series of work related experiences that span the course of the persons life

(Source SHRM-Santosh Gupta)

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Career Planning: A systematic process by which one selects career goals and the path to these goals. Career Development: Refers to the activities & processes undertaken by the organization to help employees attain their career objectives. {It refer to the extent to which more senior, or more rewarding, jobs are reserved for insiders(Source: Boxall:Pg 117)} Career Management: is a continuous process that involves setting personal career goals, developing strategies for achieving these goals, and revising based on work & experience.
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Career Development Interventions at Each Stage

Career Development includes all those activities that are undertaken by the organization to prepare an employee for the current and future need of the organization.

Career development needs are likely to evolve with each career stage, hence specific career development interventions can be adopted by organizations to facilitate career development.

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THE GOAL: MATCH INDIVIDUAL AND ORGANIZATION NEEDS --------------------------------IDENTIFY CAREER OPPORTUNITIES AND REQUIREMENTS -------------------------------- Opportunities & Requirements Identify future competency needs. Establish job progressions/career paths. Balance promotions, transfers, exits, etc. Establish dual career paths.

HRs Role in Career Development

The Goal: Matching Encourage employee ownership of career. Create a supportive context. Communicate direction of company. Establish mutual goal setting and planning

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INSTITUTE CAREER DEVELOPMENT INITIATIVES ----------------------------------- Career Development Initiatives Provide workbooks and workshops. Provide career counseling. Provide career self-management selftraining. Give developmental feedback. Provide mentoring.

GAUGE EMPLOYEE POTENTIAL -------------------------------- Gauge Employee Potential Measure competencies (appraisals). Establish talent inventories. Establish succession plans. Use assessment centers.

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Balancing Individual and Organizational Needs

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Career Stages
According to Huse & Cummings (1980) : Establishment Stage (20-26 yrs) Advancement Stage ( 26-40 yrs) Maintenance Stage ( 40-60 yrs) Withdrawal Stage ( 60 & above)

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Career Stages Establishment Stage

Career Development Needs 1. Challenging Initial Job 2. Variety in job activities 3. Opportunities for development of skills 4. Feedback on performance

Career Development Interventions Realistic Job Preview Job Pathing Performance Feedback & Coaching

Advancement Stage

1. Exposure & visibility in the firm 2. Opportunity to demonstrate potential 3. Balance career with outside interests

Challenging and visible assignments Mentoring Dual Career Accommodation

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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

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Career Stages Maintenance Stage

Career Development Needs 1. Redefine role in company 2. Autonomy 3. Opportunity to develop others

Career Development Interventions Assigning mentoring roles Rotation to job requiring new skills Developmental training

Withdrawal Stage

1.Adjust to role of retired person 2. Establish a meaningful life outside the organization

Consultative role Retirement counseling

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Career Management Systems

Individual Centred Focus on individuals career rather Than on organizational needs

Organization Centred Focus on ensuring the fulfillment of Organizational goals

Individual Career Management Strategies -Self Assessment -Assessment of job opportunities -Formulating career goals -Seeking opportunities for professional growth
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Organizational Career Management Strategies -Career Planning workshops -Development performance Appraisal -Providing mentors for individual -Establishing realistic career plans 11 11 5

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Career Management Best Practices

Providing Employee Assessment and Career Planning Workshops. Companies such as Apple Computer and Sun Microsystems hold on-site workshops where employees learn to take charge of their careers, beginning with assessing their abilities, interests, and values. They then engage in a planning process where they explore the organization's needs to determine possible future options and how to prepare for them. Then they are ready for productive career discussions with their managers

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Establishing Employee Career Centers. Companies such as Advanced Micro Devices, IBM, and Motorola, have set up internal career centers where employees can come for selfassessment. Services may include computerized programs that incorporate 360-degree feedback, competency assessment, confidential counseling, career management and resilience training, lunchand-learn seminars, and information, sometimes through an intranet system, about internal opportunities.

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Giving Open Business Briefings. To meet employees halfway in planning their careers inside the organization, companies such as Sun Microsystems, 3Com, Advanced Micro Devices, Intel, and Microsoft openly discuss strategic decisions and plans that may impact jobs or skills that will be required in the future. At 3Com, most departments hold weekly discussion sessions on the status of the business and what it may mean to employees. IBM has a national website for employees that provides information about the strategic direction of the company.

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Andy Grove, chairman of Intel, is a strong believer in giving employees the information they need to stay resilient, or, as he calls it, "owning your own employability. "Every quarter," he says to his employees, "I give you a two-hour dump of what's happening to us. You have to figure out what that means to you

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Maintaining Internal Job and Talent Banks. Microsoft has created an on-line service where employees can learn about open positions and the skills required for them. Microsoft also places large amounts of career information on what it calls its "electronic campus," including a "resource and referral" section with lists of books, professional associations, conferences, courses, articles, and other information recommended by coworkers

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Starting a Mentoring Program. The list of companies who have launched mentoring programs includes Hewlett-Packard,Charles Schwab, Ford Motor, Ernst & Young, Quaker Oats Company, IBM, PriceWaterhouseCoopers, 3M, and General Mills. mentees can use to search for mentors with specific areas of expertise. They can even interview potential mentors and submit their choices in order of preference.

. Hewlett-Packard maintains an on-line mentor database that

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Benefits of Career Management

Individual
- Development of potential & competencies - Increase in salary & status - Achievement of personal career aspirations - Improved performance Organization - Improved productivity - Reduced employee turnover - Retention of quality employees - Better utilization of employee skills - Employer Branding

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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.

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