Dr.

Rahmi Fahmy, SE, MBA

Faculty of Economics, Andalas University

Career: as an individually
perceived sequence of
attitudes and behaviors
associated with workrelated activities and
experiences over the span
of a persons life

Career Planning: a
deliberate attempt by an
individual to become more
aware of his or her own
skills, interests, values,
opportunities, constraints,
choices, and
consequences.

Career Mgt: as an
organizational process
that involves preparing,
implementing, &
monitoring career plans
undertaken by an
individual alone or within
the organizational
workforce requirements.

Career Devl. System: a

formal, organized, planned
effort to achieve a balance
between individual career
needs and organizational
workforce requirement.

Organizations viewpoint.
1.Reduce cost due to employee turnover.
2.Improve morale, boost productivity, efficient

Individuals viewpoint
1. Feelings of achievement.
2. Increase individuals personal satisfaction and
motivation

To meet the immediate and future human

resource needs of the organization on a
timely basis.

To better inform the organization and the

individual about potential career path within
organization

Org. Career
Development

Career
planning
Sub processes:
Occupational choice
Organizational choice
Choice of job
assignment
Career selfdevelopment

Career
management
Sub processes:
Recruitment &
selection
Human resource
allocation
Appraisal &
evaluation
Training &
development

Steps & Responsibility in the Career

Management Process
Employee
responsibility
SelfAssessment
Reality check

Goal
setting

Action
planning

Company
responsibility

Identify opportunities
& needs to improve

Provide assessment,
information to identify,
strengths, weaknesses,
interests, & values
Communicate
Identify what needs
performance evaluation,
are realistic to
where employee fits in
develop
long-range plans of the
company
Insure goals is specific,
Identify goal &
method to determine challenging,&attainable,
commit to help employee
goal progress
reach the goal
Identify steps & time
table to reach goal

Identify resources
employee needs to reach
goal, including courses,
work experiences,
relationships

1.

2.
3.

4.

5.

Self-assessment tools (e.g.

career planning work shops,
career work books)
Individual counseling
Information services (e.g. job
posting systems, skills
inventories, career ladders,
career resource centers)
Initial development
programs (e.g. anticipatory
socialization programs, realistic
recruitment, employee
orientation programs)
Organizational assessment
programs (assessment centers,
psychological testing,
promotability forecasts,
succession planning)

6.

Developmental
programs (e.g.
assessment centers,
job rotation
programs, in-house
training, tuitionrefund plans,
mentoring)

Traditional
Psychological Contract
Protean Career:
New Contract based on
continuous learning and
identity change
Career -Resilient Work
Force

The traditional psychological contract has

been replaced by a new contract based on
continuous learning and identity change
The traditional psychological contract in
which an employee entered a firm, worked
hard, performed well, was loyal and
committed, and thus received ever-greater
reward and job security

Old view

New view

As series of upward
moves, with steadily
increasing income,
power, status, and
security

The career as a series

of lifelong workrelated experiences
and personal
learning

It has died

Never die

Only one occupation the

best suite.
Interests were more
important.
Chronological age and
life stages.
Developing skills need
in organizational
Driven by organization
How to work

Multi skills.

Determined by skills
and aptitudes.

Continuous learning,
self-knowledge.
Developing competitive
skills needed in
marketplace,
adaptability
Driven by person.
How to learn

 One

that driven by person, not organizaton.

Reinvented

by person from time to time as

the person and environment change.

Requires

a high level of self-awareness and

personal responsibility.

This new career will be continuous learning

process and necessitates that the individual
develop self-knowledge and adaptability
Learning how to learn is significant for
establishing meta-skills

Employees
Responsibility:
Manage her or
his own career

Employer's
Responsibility:
Provide employees
with tools and
opportunity

Increased employees productivity

Prevent job burnout.
Prevent job obsolescence
Improve the quality of employees
work live

Individually perceived sequence of

attitudes and behavior associated with
work-related activities and experience
over the span of a persons life.

Internal Focus
Individual view
her/his career

External Focus.
Actual series of job
position held by the
individual.
Actual series of job
position

ACTIVITY TRADITIONAL
FOCUS

CAREER DEV. FOCUS

HRP

Analyzes jobs, skills,

tasks present & future
Projects needs
Uses statistical data

Adds information about

individual interests,
preferences, and the like to
data
Provides career path
information

Training &
developme
nt

Provides opportunities for

learning skills,
information, & attitudes
related to job.

Adds individual growth

orientation

Performanc
e appraisal

Rating &/or rewards

Adds development plans and

individual goal setting

Recruiting
&
placement

Matching organizations
needs with qualified
individuals.

Matches individual & job

based on a number of
variables including
employees career interests.

Compensat

Rewards for time,

Adds non-job-related

Individual

Manager

Organization

Accept

responsibility
Assess interests, skills &
values

Provide

Communication

timely
performance
feedback

mission,
policies, &
procedures

Seek

out career info. &

resources
Establish goals & career
plans

Provide

Provide

Utilize

development
opportunities
Talk with mgr. About career

Participate

Follow

Support

through on realistic
career plans.

training
development & development
assignment & opportunities
support
in Provide career
career
information &
development career programs
discussions
employee
development

Offer

a variety
of career
options

Downsizing
Delayering
Decentralizing
Reorganizations
Cost-reduction
strategies
IT innovation
Competency
measurement
Performance-related
pay

The goal: psychological success

The career is managed by the person, not the organization
The career is a lifelong series of identify changes and
continuous learning career age counts, not chronological
age.
The organization provides

Development is not necessarily

work challenges and

relationship
formal training
retraining
upward mobility

Profile for Success

from
from
from
from

know how --------------------------- to learn-how

job security ------------------------- to employability
organization career ---------------- to protean careers
work self ---------------------------- to whole self

Management development:
company schools, universitybased programs, &
management training.
Development through the
Life Cycle: younger
employees.
Middle-Aged Employees
Older employees: provide
flexible work schedule,
making training relevant to
older workers, sensitize mgrs.
& other employees to older
workers, tailor career
opportunities, ask older
workers to consider being
mentors
Self development.

Development
Create

your own
personal mission
statement
Take responsibility for
your own direction &
growth
Make enhancement
your priority, rather than
advancement
Talk to people in
positions to which you
aspire & get suggestions
on how to proceed
Set reasonable goals
Make investment in
yourself a priority

Advancement
Remember

that
performance in your
function is important,
but interpersonal
performance is critical
Set the right values &
priorities
Provide solutions, not
problems
Be a team player
Be customer-oriented
Act as if what you are
doing makes a
difference.

A small permanent work force - contingent

A flat hierarchy with self-managed groups
taking responsibility to most important
activity.
An extensive set of alliance with internal
and external partners.
A rapid introduction and utilization of
advance technology into work process

The Impact of Dual-Employed Couples

Dual-Career Couples.
Highly committed to their careers and view work as
essential to their psychological sense of self and as
integral to their personal identities.
Dual-Earner Couples
Defining their employment as relating to rewards,
opportunity to keep busy, or an additional resource to
help out.

Outplacement
To help an employees terminate and get a job someplace
else.
Positive effect on employee morale.
Use outplacement consultant.

Breaking the Glass Ceiling

Invisible, yet real or perceived, barriers found in many
organizational structures that appear to stymie executive
advancement opportunities of woman and minorities.
Practice that contribute to glass ceiling:
ceiling
1. Word-of-mouth recruiting.
2. Inadequate access to developmental opportunities for
woman and minorities.
3. A lack of responsibility among management for EEO