Chapter 6

CAREER DEVELOPMENT

51

LEARNING OUTCOMES
1. Compare employers traditional and career planning-oriented HR focuses. 2. Explain the employees, managers, and employers career development roles. 3. List and briefly explain approaches to employee career management. 4. Identify the steps in the process of career management.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

102

The Basics Of Career Management

Career Terminology Career is the occupational positions a person has had over many years.

Career Management: The process for enabling employees to better

understand and develop their career skills and interests and to use these skills and interests most effectively.

Career Development: The lifelong series of activities that contribute to a

persons career exploration, establishment, success, and fulfillment.

Career Planning: The formal process through which someone becomes

aware of their personal KSAOs, interests, career opportunities; career-related goals; and establishes action plans to attain specific goals.

103

Careers Today and Employee Commitment

Old Contract (Employer-focused)
Do your best and be loyal to us, and well take care of your career.

New Contract (Employee-focused)

Ill do my best for you, but I expect you to provide the development and learning that will prepare me for the day I must move on, and for having the work-life balance that I desire.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

104

TABLE 101

Traditional Versus Career Development Focus

HR Activity
Human resource planning

Traditional Focus
Analyzes jobs, skills, tasks present and future. Projects needs. Uses statistical data.

Career Development Focus

Adds information about individual interests, preferences, and the like to replacement plans. Matches individuals and jobs based on variables including employees career interests and aptitudes.

Recruiting and placement

Matching organizations needs with qualified individuals.

Training and development

Provides opportunities for learning skills, information, and attitudes related to job.

Provides career path information. Adds individual development plans.

Performance
appraisal Compensation and benefits

Rating and/or rewards.

Adds development plans and individual

goal setting.

Rewards for time, productivity, talent, and so on.

Adds tuition reimbursement plans, compensation for nonjob-related activities

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

such as United Way.

105

Why Offer Career Development?

Better equips employees to serve the firm

Career Development Benefits

Boosts employee commitment to the firm Supports recruitment and retention of efforts

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

106

TABLE 102

Roles in Career Development

Individual
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.

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

Employer
Communicate mission, policies, and procedures. Provide training and development opportunities, including workshops. Provide career information and career programs. Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

107

FIGURE 103 Employee Career Development Plan

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

108

TABLE 103

Possible Employer Career Planning and Development Practices (Approaches to Employee Career Development)

Formal education/tuition reimbursement Performance appraisal for career planning

Career booklets/pamphlets Written individual career plans Career workshops

Counseling by manager
Lateral moves/job rotations Counseling by HR Preretirement programs Succession planning Formal mentoring Common career paths

Assessment center
Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples)

Dual ladder career paths

Diversity management
Expatriation/repatriation

109

Approaches to Employee Career Development

Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations, development

needs

Career Workshops
Conducting workshops on related topics Discuss and compare attitudes, concerns, plans

Mentoring
experienced & skilled senior employee helps develop a less

experience employee
concerned with the career advancement and psychological aspects

of the person being mentored.

Career Counseling
Discuss job, career interests, goals

Approaches to Employee Career Development

Assessment Center
A process by which individuals are evaluated as they participate

in a series of situations that resemble what they might be called on to handle on the job. In-basket exercises Leaderless group discussions Role playing Behavioral interviews

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

FIGURE

5.7

Typical Line of Advancement in HR Management

2
Career Path of Jeffrey Immelt, CEO, General Electric
1982 Enters GEs Commercial Leadership Program 1983 Manager of Business Development/GTX Product Management, GE Plastics 1984 Manager of Dallas District Sales, GE Plastics 1986 General Manager of Western Region Sales, GE Plastics 1987 General Manager of New Business Development and Marketing Development, GE Plastics 1989 Vice President of Consumer Service, GE Appliances

1991 Vice President of Worldwide Marketing and Product Management, GE Appliances

1992 Vice President of Commercial Division, GE Plastics Americas 1993 Vice President and General Manager, GE Plastics Americas 1997 President and CEO, GE Medical Systems 2000 President, GE 2001 CEO, GE

Approaches to Employee Career Development

Career Moves
Promotion

Exit

Career Moves

Transfer

Demotion

Approaches to Employee Career Development

Special needs (Highfliers: Fast-track Program)
A 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.

Career Self-Management Training

Helping employees learn to continuously gather

feedback and information about their careers. Encouraging them to prepare for mobility.

Approaches to Employee Career Development: Innovative Initiatives

1. Provide individual lifelong learning budgets. 2. Encourage role reversal.

3. Help organize career success teams.

4. Provide career coaches. 5. Offer online career development programs.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1016

Approaches to Employee Career Development: Commitment-Oriented Efforts

Career-oriented Appraisals
Provide an opportunity to discuss and link the employees

performance, career interests, and developmental needs into a coherent career plan.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1017

Career Management Process

(Noe et al., 2009, pp. 262)

Career Management Process (Contd)

Self-Assessment
The use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs. Strong-Campbell Interest Inventory Self-Directed Search Self assessment

Reality Check Information employers give employees about their skills and knowledge and where these assets fit into the organizations plans.

(Noe et al., 2009, pp. 263-264)

Career Management Process (contd)

Goal Setting
Based on the information from the self-assessment and reality check, the employee sets short- and long-term career objectives.

Action Planning
Employees prepare an action plan for how they will achieve their short- and long-term career goals. Any one or a combination of development methods may be used. Approach used depends on the particular development need and career objectives.

(Noe et al., 2009, pp. 265)

FIGURE 104 Sample Agenda Two-Day Career Planning Workshop

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1021

Issues and Challenges on Career Development

Sources of Bias and Discrimination
A lack of diversity in the hiring department A lack of women mentors Invisible barrier that keep most women & minorities from

obtaining the top jobs in organization (glass ceiling).

A lack of company role models for members of the same

racial or ethnic group

Inflexible organizations and career tracks

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1022

Issues and Challenges on Career Development: Employer Life-Cycle Career Management

Making Promotion and Transfer 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?

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1023

Issues and Challenges on Career Development: 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 within the firm To boost productivity by consolidating positions

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1024

Issues and Challenges on Career Development: Attracting and Retaining Older Workers
Create a culture that honors experience

Modify selection procedures

HR Policies for Older Workers

Offer flexible or part-time work

Implement phased retirement programs

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1025

Issues and Challenges on Career Development: Managing Retirements

Preretirement Counseling Practices
Explanation of Social Security benefits Leisure time counseling Financial and investment counseling Health counseling Psychological counseling

Counseling for second careers

Counseling for second careers inside the company

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

1026

Issues and Challenges on Career Development: 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

(Snell & Bohlander, 2010, pp. 232)

527