Career Management

Careers and
Career
Management
102
Introduction
Introduction (1
(1of
of 2)
2)
Career development is important for

companies to create and sustain a
continuous learning environment
The biggest challenge companies face
is how to balance advancing current
employees careers with simultaneously
attracting and acquiring employees with
new skills
The growing use of teams is influencing
the concept of careers
e.g., project careers
The
The Basics
Basics of
of Career
Career Management
Management
Career
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 more effectively.
Career development
The lifelong series of activities that
contribute to a persons career exploration,
establishment, success, and fulfillment.
2005 Prentice Hall Inc. All rights reserved.
104
The
The Basics
Basics of
of Career
Career Management
Management
Career planning
The deliberate process through which someone
becomes aware of personal skills, interests,
knowledge, motivations, and other
characteristics; and establishes action plans to
attain specific goals.
Careers today
Careers are no simple progressions of
employment in one or two firms with a single
profession.
Employees now want to exchange performance
for training, learning, and development that
keep them marketable.
105
Introduction
Introduction (2
(2of
of 2)
2)
Changes in the concept of career affect:

employees motivation to attend training programs
the outcomes they expect to gain from attendance
their choice of programs
how and what they need to know
What
What Is
Is Career
Career Management?
Management?
Career management is the process

through which employees:
Become aware of their own interests, values,
strengths, and weaknesses
Obtain information about job opportunities
within the company
Identify career goals
Establish action plans to achieve career
goals
Why
Why Is
Is Career
Career Management
Management
Important?
Important? (1(1ofof2)2)
From the companys perspective,

perspective the
failure to motivate employees to plan
their careers can result in:
a shortage of employees to fill open positions
lower employee commitment
inappropriate use of monies allocated for
training and development programs
Why
Why Is
Is Career
Career Management
Management
Important?
Important?
(2
(2of
of 2)
2)
From the employees perspective,

perspective
lack of career management can result in:
frustration
feelings of not being valued by the company
being unable to find suitable employment
should a job change be necessary due to
mergers, acquisitions, restructuring, or
downsizing
Career
Career Management
Management and
and Career
Career
Motivation
Motivation (1(1of
of2)
2)
Career motivation refers to:

Employees energy to invest in their careers
Their awareness of the direction they want
their careers to take
The ability to maintain energy and direction
despite barriers they may encounter
Career motivation has three aspects:

Career resilience
Career insight
Career identity
Career
Career Management
Management and
and Career
Career
Motivation
Motivation (2(2of
of2)
2)
Career resilience the extent to which

employees are able to cope with
problems that affect their work
Career insight involves:
how much employees know about their
interests, skill strengths, and weaknesses
the awareness of how these perceptions
relate to their career goals
Career identity the degree to which

employees define their personal values
according to their work
The
The Value
Value of
of Career
Career Motivation
Motivation
Components of Career Motivation
Career Resilience
Career Insight
Career Identity
Company Value
Innovation
Employees adapting to
unexpected changes
Commitment to company
Employee
Pride inValue
work
Be aware of skill strengths and
weaknesses
Participate in learning activities
Cope with less than ideal working
conditions
Avoid skill obsolescence
What
What Is
Is A
ACareer?
Career?
Traditional Career
Sequence of positions held within an
occupation
Context of mobility is within an organization
Characteristic of the employee
Protean Career
Frequently changing based on changes in the
person and changes in the work environment
Employees take major responsibility for
managing their careers
Based on self-direction with the goal of
psychological success in ones work
Comparison
Comparison of
of Traditional
Traditional Career
Career
and
and Protean
Protean Career:
Career:
Dimension
Traditional Career
Protean Career
Goal
Promotions
Salary increase
Psychological success
Psychological contract
Security for commitment
Employability for flexibility
Mobility
Vertical
Lateral
Responsibility for
Management
Company
Employee
Pattern
Linear and expert
Spiral and transitory
Expertise
Know how
Learn how
Development
Heavy reliance on formal

training
Greater reliance on relationships

and job experiences
Traditional
Traditional Versus
Versus Career
Career Development
Development Focus
Focus
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees
Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
Table 101
101
1015
Different
Different generations
generations of
of employees
employees
have
have different
different career
career needs
needs and
and
interests:
interests:
Millennium
(0 to early 20s)
Generation X
(mid-20s to
early 40s)
Baby Boomers
(mid-40s to
mid-50s)
Traditionalists
(late 50s to
early 80s)
A
AModel
Model of
of Career
Career Development
Development
Career development is the process by
which employees progress through a
series of stages
Each stage is characterized by a
different set of developmental tasks,
activities, and relationships
There are four career stages:
Exploration
Establishment
Maintenance
Disengagement
Organizational
Organizationaland
andIndividual
Individual
Career
Career Planning
Planning Perspectives
Perspectives
Figure 101
2002 Southwestern College Publishing. All rights reserved.
1018
How
How People
People Choose
Choose Careers
Careers
Interests
Interests
Social
Social
Background
Background
Career
Career
Choice
Choice
Self-Image
Self-Image
Personality
Personality
1019
General
GeneralCareer
Career Periods
Periods
Figure 103
1020
Special
Special Career
Career Issues
Issues for
for
Organizations
Organizations and
and Employees
Employees
Career Plateaus
Employees who are stuck at a career level
and lack opportunities for upward mobility.
Technical and Professional Workers

Dual-career ladders provide advancement
pathways for specialists and technical
employees.
Dual-Career Couples
Problems occur when one partner is
promoted or transferred, causing the other
partner to have to relocate.
1021
The
ThePortable
PortableCareer
CareerPath
Path
Figure 104
1022
Developing
Developing Human
Human Resources
Resources
Development
Efforts to improve employees ability to
handle a variety of a variety of assignments.
Developing Needs Analyses

Assessment Centers
A collection of instruments and exercises designed to
diagnose individuals development needs.
Intent is to identify management potential in
participants.
1023
Development
Development vs.
vs.Training
Training
Figure 106
1024
The
TheHR
HR
Development
Development
Process
Processin
inan
an
Organization
Organization
Figure 107
1025
Other
Other Development
Development Issues
Issues
Psychological Testing
Performance Appraisals
Serve as a source of development information
Results can be difficult to interpret.
Succession Planning
The process of identifying a
longer-term plan for the orderly
replacement of key employees.
1026
Succession
SuccessionPlanning
PlanningProcess
Process
Figure 108
1027
Choosing
Choosing aa Development
Development Approach
Approach
Individual
Individual
Coaching
Coaching
Committee
Committee
Assignment/
Assignment/
Meetings
Meetings
Learning
Learning
Organization
Organization
Corporate
Corporate
Universities
UniversitiesCareer
Career
Development
Development
Job-Site
Job-Site
Methods
Methods
On-line
On-line
Development
Development
Job
Job
Rotation
Rotation
Assistant
Assistantto
to
Positions
Positions
1028
Choosing
Choosing aa Development
Development Approach
Approach (contd)
(contd)
Classroom
ClassroomCourses
Courses
and
andDegrees
Degrees
Human
HumanRelations
Relations
Training
Training
Off-Site
Off-Site
Methods
Methods
Simulations
Simulations
(Business
(BusinessGames)
Games)
Outdoor
OutdoorTraining
Training
Sabbaticals
Sabbaticalsand
and
Leaves
Leavesof
of Absence
Absence
1029
Advantages
Advantagesand
andDisadvantages
Disadvantagesof
ofMajor
Major
Development
DevelopmentApproaches
Approaches
Figure 1010a
1030
Advantages
Advantagesand
andDisadvantages
Disadvantagesof
ofMajor
Major
Development
DevelopmentApproaches
Approaches
Figure 1010b
1031
Managerial
ManagerialLessons
Lessonsand
and Job
Job Experience
Experience
Figure 1011
1032
Management
Management Development
Development
Managerial
Managerial
Modeling
Modeling
Management
Management
Coaching
Coaching
Mentoring
Mentoring
Executive
Executive
Education
Education
1033
Stages
Stagesin
inMentoring
MentoringRelationships
Relationships
Figure 1012
1034
A
A Model
Model of
of Career
Career Development
Development
(continued)
(continued)
Exploration
Establishment
Maintenance
Disengagement
Developmental
tasks
Identify interests,
skills, fit between
self and work
Advancement,
Hold on to
growth, security, accomplishments,
develop life style update skills
Retirement
planning,
change balance
between work
and non-work
Activities
Helping
Learning
Following
directions
Making
independent
contributions
Training
Sponsoring
Policy making
Phasing out of
work
Relationships
to other
employees
Apprentice
Colleague
Mentor
Sponsor
Typical age
Less than 30
30 45
45 60
61+
Years on job
Less than 2 years
2 10 years
More than 10
years
More than 10
years
The
The career
career management
management process:
process:
SelfAssessment
Reality
Check
Goal Setting
Action
Planning
Components
Components of
of the
the Career
Career Management
Management
Process:
Process: (1(1of
of2)
2)
Self-Assessment
Use of information by employees to
determine their career interests, values,
aptitudes, and behavioral tendencies
Often involves psychological tests
Reality Check
Information employees receive about how
the company evaluates their skills and
knowledge and where they fit into company
plans
Components
Components of
of the
the Career
Career Management
Management
Process:
Process: (2(2of
of2)
2)
Goal Setting
The process of employees developing shortand long-term career objectives
Usually discussed with the manager and
written into a development plan
Action Planning
Employees determining how they will
achieve their short- and long-term career
goals
Design
Design factors
factors of
of Effective
Effective Career
Career
Management
Management Systems:
Systems: (1(1ofof2)2)
1.
2.
3.
4.
5.
System is positioned as a response to a business need

or supports a business strategy
Employees and managers participate in development
of the system
Employees are encouraged to take active roles in
career management
Evaluation is ongoing and used to improve the system
Business units can customize the system for their own
purposes
Design
Design factors
factors of
of Effective
Effective Career
Career
Management
Management Systems:
Systems: (2(2ofof2)2)
6.
7.
8.
9.
10.
Employees need access to career information sources

Senior management supports the career system
Career management is linked to other human resource
practices such as training, recruiting systems, and
performance management
System creates a large, diverse talent pool
Information about career plans and talent is accessible
to all managers
Elements
Elements of
of Career
Career Management
Management
Websites
Websites
User Access
Website Features
Self-assessment tools
Jobs database
Training resources
Employee profile database
Job data
Matching engine
Salary information
Tools and services Assessment,

online
Career management advice
Training programs, development

resources
Shared
Shared Responsibility:
Responsibility:
Roles
Roles in
in Career
Career Management
Management
Employees
Manager
HR Manager
Company
Employees
Employees Role
Role in
in Career
Career
Management
Management
Take the initiative to ask for feedback from
managers and peers regarding their skill
strengths and weaknesses
Identify their stage of career development
and development needs
Seek challenges by gaining exposure to a
range of learning opportunities
Interact with employees from different
work groups inside and outside the
company
Create visibility through good performance
Managers
Managers Role
Role in
in Career
Career Management
Management
Roles
Responsibilities
Coach
Probe problems, interests, values, needs

Listen
Clarify concerns
Define concerns
Appraiser
Give feedback
Clarify company standards
Clarify job responsibilities
Clarify company needs
Advisor
Generate options, experiences, and relationships

Assist in goal setting
Provide recommendations
Referral agent
Link to career management resources

Follow up on career management plan
HR
HR Managers
Managers Role
Role in
in Career
Career
Management
Management
Provide information or advice about
training and development opportunities
Provide specialized services such as
testing to determine employees values,
interests, and skills
Help prepare employees for job searches
Offer counseling on career-related
problems
Companys
Companys Role
Role in
in Career
Career
Management
Management
Companies are responsible for providing

employees with the resources needed to
be successful in career planning:
Career workshops
Information on career and job opportunities
Career planning workbooks
Career counseling
Career paths
Evaluating
Evaluating Career
Career Management
Management
Systems
Systems
Career management systems need to be
evaluated to ensure that they are meeting
the needs of employees and the business
Two types of outcomes can be used to
evaluate:
Reactions of the customers (employees and

managers) who use the career management
system
Results of the career management system
Evaluation of a career management system

should be based on its objectives
Employee
Employee
Career
Career
Development
Development
Plan
Plan
Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
Figure 101
101
1048
The 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.
The Manager
Provide timely performance feedback.
Provide developmental assignments and support.
Participate in career development discussions.
Support employee development plans.
Roles
Roles in
in Career
Career
Development
Development
The Organization
Communicate mission, policies, and procedures.
Provide training and development opportunities.
Provide career information and career programs.
Offer a variety of career options.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping

Employees Manage Careers (Upper Saddle River, NJ:
Prentice Hall, 1992), p. 56.
Table 102
102
1049
Sample
SampleAgenda
Agenda
Two-Day
Two-Day
Career
Career
Planning
Planning
Workshop
Workshop
Source: Fred L. Otte and Peggy Hutcheson, Helping Employees

Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992),
pp. 2223. In addition to career development training and followup support, First USA Bank has also outfitted special career
development facilities at its work sites that employees can use on
company time. These contain materials such as career assessment
and planning tools.
Figure 102
102
1050
Sample
Sample
Performan
Performan
ce
ceReview
Review
Developm
Developm
ent
entPlan
Plan
Source: Business & Legal Reports, Inc.
Figure 103
103
1051
Example
Example of
of Some
Some Occupations
Occupations that
that May
May
Typify
Typify Each
Each Occupational
Occupational Theme
Theme
Figure 10A2
10A2
1052
Example
Example of
of Some
Some Occupations
Occupations that
that May
May
Typify
Typify Each
Each Occupational
Occupational Theme
Theme
Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want,
Want, Fortune,
Fortune, March 2, 1998, p. 211.
Figure 10A3
10A3
1053
The
The End
End
Questions
Questions
1054

Career Management

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Career Management

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Careers and

Career development is important for

e.g., project careers

2005 Prentice Hall Inc. All rights reserved.

2005 Prentice Hall Inc. All rights reserved.

Changes in the concept of career affect: