Human Resource

Management

CAREER PLANNING AND

DEVELOPMENT

6A-1
 Job Security versus Career
Security
• Career - General course that a person chooses
to pursue throughout working life
• Job security - Implies security in one job, often
with one company
• Career security - Requires developing
marketable skills and expertise that help ensure
employment within a range of careers
• Employability doctrine - Employees owe the
company their commitment while employer and
the company owes its workers the opportunity to
learn new skills, but that is as far as the
commitment goes
6A-2
 Jobs Identified for Extinction
• Stockbrokers, auto dealers, mail carriers,
insurance and real estate agents,
telephone repair people (wireless
technology will take over), computer data
entry personnel (voice recognition
technology and scanning devices will
eliminate the manual effort), and library
researchers

6A-3
Career Planning and Development
Definitions
• Career planning - Ongoing process whereby individual
sets career goals and identifies means to achieve them
• Organizational career planning - Firm identifies paths
and activities for individual employees as they develop
• Career path - Flexible line of movement through which
employee may move during employment with company
• Career development - Formal approach used by
organization to help people acquire skills and
experiences needed to perform current and future jobs

6A-4
Career Planning

• Process where plan life’s work

• Evaluates abilities and
interests
• Considers alternative career
planning
• Establishes goals
• Plans developmental activities

6A-5
 Individual Career Planning: The
Self-Assessment

• Process of learning about oneself

• Realistic self-assessment may help
person avoid mistakes
• Getting to know yourself is not a singular
event
• Should be viewed as continuous process
• primary responsibility for career planning
rests with the individual
6A-6
Strength/Weakness Balance Sheet

• Self-evaluation procedure, developed

originally by Benjamin Franklin that assists
people in becoming aware of strengths
and weaknesses
• Individual lists strengths and weaknesses
as he or she perceives them
• Perception of weakness often becomes a
self-fulfilling prophecy
6A-7
 Likes and Dislikes Survey

• Assists individuals in recognizing

restrictions they place on themselves
• Looking for qualities you want in job and
attributes of job you do not want

6A-8
Using the Web for Self-Assessment
Assistance
• Valuable information available
• Some sites free, others charge
modest fee

6A-9
Using the Web for Career Planning
Assistance
• Large amount of free information
available
• Develop and maintain a professional
network
• Investigate specific companies

6A-10
Organizational Career Planning
Planned succession of jobs
worked out by a firm to develop
its employees
Begins with a person’s job
placement and initial
orientation
Organizational career planning
must closely parallel individual
career planning if a firm is to
retain its best and brightest
workers

6A-11
 Objectives Organizational Career
Planning Expected to Achieve
• Effective development of available talent
• Self-appraisal opportunities for employees
considering new or nontraditional career
paths
• Development of career paths that cut
across divisions and geographic locations

6A-12
 Objectives Organizational Career
Planning Expected to Achieve
(Cont.)
• Satisfaction of employees’ specific
development needs
• Improvement of performance
• Increased employee loyalty and motivation
• Method of determining training and
development needs

6A-13
 Career Paths

• Traditional career path

• Network career path
• Lateral skill path
• Dual career path
• Adding value to your career
• Demotion
• Free agents (being own boss)

6A-14
Traditional Career Path

Employee progresses
vertically upward in
organization from one
specific job to the next
Not as viable a career
path option today
6A-15
Network Career Path

• Both vertical job sequence

and horizontal opportunities
• Recognize experience
interchangeable at certain
levels and broad experience
at one level needed before
promotion to next level

6A-16
 Lateral Skill Path
• Lateral moves within
company
• Employee becomes
revitalized and finds new
challenges
• No pay or promotion involved
• Opportunity to develop new
skills
6A-17
Dual Career Path

Technical specialists
contribute expertise
without having to
become managers

6A-18
Adding Value to Retain Present Job
• Workers view themselves as
independent contractors who must
constantly improve their skills to
continually add value to organization
• Workers need to develop own plan

6A-19
 Demotion
• A more realistic option today
with limited promotional
opportunities and the fast
pace of technological
change
• Senior employee can
escape unwanted stress
without being a failure
6A-20
Free Agents

Take charge of all or part

of career by being own
boss or working for
others in ways that fit
particular needs or wants

6A-21
 Career Planning and
Development Methods
• Manager/Employee Self-
Service
• Discussion with knowledgeable
individuals
• Company material
• Performance appraisal system
• Workshops
• Personal development plans
6A-22
Developing Unique Segments of
the Workforce

• Baby Boomers
• Developing Generation X employees
• Developing the new factory workers
• Generation Y -- As Future Employees
• Generation I -- As Future Employees

6A-23
Baby Boomers
• People born between
just after World War II
through the mid-1960s
• Corporate downsizing
in the 1980s and 1990s
cast aside millions of
baby boomers
• Now returning
• Do not appear ready to
retire
6A-24
Generation X Employees

• Label affixed to the 40

million American workers
born between the mid-
1960s and late 1970
• Xers careers not founded
on relationship with any
one employer

6A-25
 The New Factory Worker

• Life on factory line requires more

brains than brawn
• Laborers identifying skills and
educational strengths and
weaknesses and adaptability

6A-26
Generation Y -- As Present and Future
Employees
• People born between the late 1970s and
early 1990s
• Never wound a watch, dialed a rotary
phone, or plunked the keys of a manual
typewriter
• Leading edge of generation that will be
richest, smartest and savviest ever
• Often referred to as the echo boomers,
and nexters
• Want a workplace that is both fun and
rewarding
• Childhoods have been short-lived
6A-27
 Generation I -- As Future
Employees
• Bill Gates, chairman of Microsoft
Corporation, referred to children born after
1994 as Generation I
• First generation to grow up with Internet
• Internet will change Generation I’s world
as much as television transformed world
after World War II

6A-28
6A-29