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Transcript of Career planning
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CAREER PLANNINGCLYD CYLL N. VERBOSIDAD, MPA I
Southwestern UniversityCebu City
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Definition: the process by which the
individual worker patterns and orchestrates his
separate but related work activities to prepare him
together with the organization to take greater
job responsibility for his future
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the individual determines if the organization meets his expectations or if these are aligned with the
organization
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the person introspects if he is willing to blend both
expectations
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Organization’s end: therefore, that phase of
human resources management that sets up
paths along which the individual moves and
progresses over time in the
organization
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MY EXPECTATIO
NS
ORGANIZATION’S
EXPECTATIONS
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PERSONAL GOALS
ORGANIZATION’S GOALS
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PERSONAL VISION
ORGANIZATION’S VISION
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DO THEY
MEET?
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MYEXPECTATIONS
ORGANIZATION’S
EXPECTATIONS
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DO MY EXPECTATIONS
AND MY ORGANIZATION’S EXPECTATIONS
MOVE FORWARD TO THE SAME DIRECTION?
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Objective/Ultimate Aim:
to make the individual accept responsibility for
whatever he achieves
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IS MY ORGANIZATION MAKING WAYS FOR ME TO BE AWARE OF MY
RESPONSIBILITY TO MY
ACHIEVEMENT?
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MYGROWTH AND
ACCOMPLISHMENT
ORG’SGROWTH AND
ACCOMPLISHMENT
PERSONAL RESPONSIBILITY
ORG’S RESPONSIBILITY
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Assumption: status quo in one’s position
is not the agenda of his employment
(we all seek a happier new year in our jobs, and not just the same every year = boredom/burnout)
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Value: the process makes him
more motivated because HE IS DOING WHAT HE WANTS
and HE IS ABLE AND WILLING to accept
RESPONSIBILITY FOR HIS GROWTH AND
ACCOMPLISHMENT
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WOULDN’T YOU BE HAPPIER, HAPPIEST IF
YOU ARE DOING WHAT YOU WANT AND IT IS FOR YOUR OWN
GROWTH AND ACCOMPLISHMENT?
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Limitation:“Don’t let people burnout—
let them do their thing.”
(Couture is a New York born authority who has stayed in the country for more
than twenty years and thus, has extreme empathy with
Philippine culture.)
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General vs. Specific, and…to work mainly for work, or… if you love your work you don’t have to be paid for what you do, but since you are working anyway, you get paid—but you enjoy!!! Getting paid for enjoying!
“One problem we had in the States for many years as
people working for the organization, because that
was how they could get the money, period.”
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To work for money, or… to enjoy while being
paid?“I’m sure 95% of the people on
Ayala Avenue work from nine to five and then enjoy
themselves afterwards. When the clock ticks at five,
they start enjoying themselves. But they can
enjoy now by doing what they want to do. By thinking about their future in the
organization.”
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“If we do this, the company won’t be wasting so much
money training everybody for everything. As it is now, we
run a supervisory training program and everybody takes
it. But not everybody is interested in supervisory
work. Companies don’t zero in on things people are
particularly interested in.”
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COMING UP! SUPERVISORY TRAINING PROGRAM
(EVERYONE IS REQUIRED TO ENROLL
IN THE COURSE)
WALA JU’Y LAIN? DILI MAN TA KO GANAHAN UG SUPERVISORY WORK…MAAYO
UNTA KUNG MAY SALES TRAINING… BUT...NO CHOICE…
ORGANIZATION BULLETIN:
WHAT’S HOT!
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SALES! MAO NING AKONG GIINGON, BAGAY-
BAGAY BA!
ORGANIZATION BULLETIN:
WHAT’S HOT!
COMING UP! SUPERVISORY
TRAINING PROGRAM
SALES TRAINING PROGRAM
ETC.(ENROLL
WHERE YOU WANT TO!)
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Career Planning:Professionalizes management
and worker’s concept of growth; puts an imprimatur on the need and importance of career system not only in
the private sector (as practiced in some orgs) but
also in the public sector where careerism has given
way to politicization of positions and appointments
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Limitation:1) The typical Filipino worker,
unlike his Western counterpart, is shy and far
from being assertive and therefore generally does not ventilate himself in coursing
his career path, much less talk about it openly to
management or to his peer group.
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He fears his being branded as ambitious or “hambug” so he tacitly awaits management to
open up the topic before he dares articulate his desire
to plot out his future.
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Limitation:
2) At the other end, a supervisor who, because of
his job insecurity and tinge of jealousy over a younger but efficient fellow, stays mum
about his subordinate.
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Limitation:
Moreover, the average Filipino supervisor DOES NOT KNOW
ABOUT HIS ROLE in career planning and how to
implement it.
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Implication:In this type of atmosphere, the
Filipino employee, however, manages in a covert way to
push himself up sometimes to the chagrin of his supervisor
who somehow feels threatened in his position causing both to
look at each other in mysterious ways = a not too healthy relationship ensues!
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A Closer Look:Considering such cultural
phenomena, it behooves management to institutionalize
career planning to free the worker from the shackles of
shyness, timidity and fear and to make the supervisor take the
initiative of opening up and providing channels to the
employee in mapping out his career goals.
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As Part of the Organization’s Concern for the
Employee’s Development:
He picks up formally and officially even against his
personal need system, the cudgels of the important career
planning program.
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However,it is also the organization’s
responsibility to reshape the supervisor’s need system in
this area that deters employee and organization growth.
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Operationalizing the Career Planning Program
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An All-Important Question:The supervisor asks:
IF I AM TO PUT THE PROGRAM
IN ACTION, HOW CAN I DO IT?
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Flippo’s List of Main Ingredients:
1) Utilize the career growth cycle.
The individual sets up with management regarding his work. Based on this
challenge, he exerts effort and performs.
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INDIVIDUALMANAGEMEN
T
CAREER
PLANS/PLANN
ING
“Let’s sit down and think of the future…”
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Success—material and psychic—earns status and esteem and
thus feels recognized. More feedback is received.
Unattainable goals can reshaped to insure complete
success. The loop is repeated until
all rational goals are achieved.
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Career Growth CyclePerformanc
e
Success
Recognition
EsteemFeedbac
k
Goals
Effort
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Flippo’s List of Main Ingredients:
2) Plan and utilize the job itself.
The job is the locus of attention at this point.
Abilities, skills and attitudes are considered re level of job
difficulty.
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3) Set goals. Both organization and individual
goals are identified, explained and established.
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4) Conduct frequent performance review and
feedback. Using performance as the main
criterion of evaluation, it is pitted against goals.
Unattainable goals are discussed in light of how
performance can be improved.
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For excellent performance, the supervisor suggests
promotion or transfer that carries implied and explicit
expression of movement along the path plotted by
both supervisor and employee.
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The Supervisor's Role:Flippo's Four
Main Components
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1) Assist employees in evaluating their own career
needs.
Key words: JOINT EFFORTof EMPLOYEE and
ORGANIZATION
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2) Develop and disseminate available career opportunities
in the organization.
Key words: Career Pathand
KASH (Knowledge, Attitude, Skills, Habit)
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Career Path of a Medical Representative
(Astra Pharmaceuticals, Inc.)PRESIDENT/MANAGING DIRECTOR
VPMARKETING
VPDISTRIBUTION
VPADMIN & FINANCE
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VPMARKETING
MARKETINGOPERATIONS
MANAGER
MARKETINGSERVICESMANAGER
PRODUCTMANAGER
DISTRICTMANAGER
PROMOTIONSMANAGER
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DISTRICTMANAGER
RECRUIT
MEDICALREP
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VPDISTRIBUTION
VPADMIN & FINANCE
DISTRICTMANAGER
RECRUIT
MEDICALREP
VPMARKETING
MARKETINGOPERATIONS
MANAGER
MARKETINGSERVICESMANAGER
PRODUCTMANAGER
PROMOTIONSMANAGER
PRESIDENT/MANAGING DIRECTOR
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3) Align needs and abilities of employees with career
opportunities.
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4) Train and reward supervisors for career
planning skills.
Various exercises have been formulated by career path
specialists and used by organizations with their
employees in their sincere effort to assist the latter in
career planning and development.
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Research Study in the Philippines
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Fabro’s Study (1980) on Career Development and
Performance LevelsRespondents: 57 first line
supervisors in a food manufacturing conglomerate
About: Background and Career Development
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1) Respondents who have at least one year of college
education performed better when compared with the rest.
Results:
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2) Communicating was found to be “the strongest rival factor”
which affected 25% of the respondents who performed
below standard.
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3) Performance and attitudinal views towards rival factors
affecting performance were found to be strongly correlated
with individual effort for self-development.
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4) Benefits, promotion, developmental training,
refresher training, getting feedback and job training were
the top rival factors which affect the performance
of the respondents.
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5) A relationship existed between career development
variables and performance levels of the respondents.
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Questions!WHAT WOULD YOU WANT TO
BE 3-5 YEARS FROM NOW?
IS YOUR ORGANIZATION/COMPANY
AWARE OF YOUR PLANS/GOALS/DESIRES/
EXPECTATIONS?
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IS THE COMPANY/ORGANIZATION
GUIDING YOU TO ACHIEVE THAT 3-5 YEARS
VISION/DESIRE/GOAL AND THUS HAVE FULFILMENT?
ARE YOU SATISFIED WITH YOUR CURRENT WORK? OR, ARE YOU A CANDIDATE FOR
BURNOUT?
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CAREER PLANNING
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CAREER PLANNING BRINGS
SATISFACTION…BEING PAID TO ENJOY…WORK
BECOMES A JOY, NOT A BURDEN.
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Thank you.
GOD BLESS US ALL.
CLYD CYLL N. VERBOSIDAD, MPA ISouthwestern University
Cebu City