Career planning & development for employees.

By:Abhishek P Das

PGM 07060481

MBA IT June 2007

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Careers

Career The series of work-related positions a person

occupies through life. Organization-Centered Career Planning

Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.

Individual-Centered Career Planning Focuses on individuals’ careers rather than in

organizational needs.

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We need to ask ourself..

“In each of us rests the power to shape our future and it will be shaped by our action – or inaction”

What inspired you to enter the profession?

If you want a career in this profession, you need to plan, and work towards that plan

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A few important concepts

Career planning is not necessarily about a steadily upward progression

Career planning must be flexible Some type of planning must be

undertaken People with diverse interests and

aspirations find a place in libraries

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Professional Opportunities

“manage your own career, or let change manage it for you”

Opportunities exist for new career paths for information professionals

Develop a network of professional contacts, including mentors

Become a member of professional committees

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Taking Risks

Initiate career changes Career development is not necessarily about

a steadily upward trend Think outside the realm of traditional

positions In today’s job market, there is more

movement between jobs Portfolio careers – successive, frequent changes

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Responsibility for one’s own career Be clear about what you want out of life Spend time on self-analysis and self-

reflection Know your skills, abilities, values,

aspirations, wants, needs, dreams and personal style

.

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Continuing Education & Professional DevelopmentProfessional development can meet a number

of needs: It may lead to a new career opportunity An injection of motivation and enthusiasm

The pace at which mid-career stagnation takes place is accelerating

An employee can reach a career plateau in as little as two years

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For a successful career…

Take the time to reflect Review the changing information

landscape Think about possible directions to take Be creative, bold and visionary Grasp the opportunities presented

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Organizational and Individual Career Planning Perspectives

Figure 10–1

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Career Management for Individuals

Setting Career GoalsSetting Career GoalsSetting Career GoalsSetting Career Goals

Self-AssessmentSelf-AssessmentSelf-AssessmentSelf-Assessment Feedback on RealityFeedback on RealityFeedback on RealityFeedback on Reality

CareerCareerManagementManagement

CareerCareerManagementManagement

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How People Choose Careers

Social Social BackgroundBackground

Social Social BackgroundBackground

InterestsInterestsInterestsInterests

Self-ImageSelf-ImageSelf-ImageSelf-Image

PersonalityPersonalityPersonalityPersonality

Career Career ChoiceChoice

Career Career ChoiceChoice

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Length of Time Employees Stay With Employers

Figure 10–2Source: U.S. Department of Labor, Bureau of Statistics, 2001

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General Career Periods

Figure 10–3

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Late Career/Retirement

TerritorialityTerritoriality

Self-Self-ManagementManagement

Need toNeed toBelongBelong

Pride inPride inAchievementAchievement

RetirementRetirementAdjustmentAdjustment

GoalsGoals

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Special Career Issues for Organizations and 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.

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The “Portable” Career Path

Figure 10–4

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Dual-Career Paths for Engineers

Figure 10–5

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Developing Human 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.

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Development vs. Training

Figure 10–6

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The HR Development Process in an Organization

Figure 10–7

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The HR Development Process

Re-DevelopmentRe-DevelopmentRe-DevelopmentRe-Development

Make or Buy?Make or Buy?Make or Buy?Make or Buy?

Developing Developing Specific Specific

CapabilitiesCapabilities

Developing Developing Specific Specific

CapabilitiesCapabilities

Lifelong Lifelong LearningLearning

Lifelong Lifelong LearningLearning

HR HR DevelopmentDevelopment

HR HR DevelopmentDevelopment

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Other Development 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.

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Succession Planning Process

Figure 10–8

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Choosing a Development Approach

Job-SiteJob-SiteMethodsMethods

Job-SiteJob-SiteMethodsMethods

Committee Committee Assignment/ Assignment/

MeetingsMeetings

Committee Committee Assignment/ Assignment/

MeetingsMeetings

JobJobRotationRotation

JobJobRotationRotation

““Assistant to” Assistant to” PositionsPositions

““Assistant to” Assistant to” PositionsPositions

On-line On-line DevelopmentDevelopment

On-line On-line DevelopmentDevelopment

Corporate Corporate Universities Career Universities Career

DevelopmentDevelopment

Corporate Corporate Universities Career Universities Career

DevelopmentDevelopment

Learning Learning OrganizationOrganization

Learning Learning OrganizationOrganization

IndividualIndividualCoachingCoaching

IndividualIndividualCoachingCoaching

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Possible Means Used in a Learning Organization

Figure 10–9

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Choosing a Development Approach (cont’d)

Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence

Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of Absence

Classroom CoursesClassroom Coursesand Degreesand Degrees

Classroom CoursesClassroom Coursesand Degreesand Degrees

Human RelationsHuman RelationsTrainingTraining

Human RelationsHuman RelationsTrainingTraining

Off-Site Off-Site MethodsMethods

Off-Site Off-Site MethodsMethods

Outdoor TrainingOutdoor TrainingOutdoor TrainingOutdoor Training SimulationsSimulations(Business Games)(Business Games)

SimulationsSimulations(Business Games)(Business Games)

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Advantages and Disadvantages of Major Development Approaches

Figure 10–10a

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Advantages and Disadvantages of Major Development Approaches

Figure 10–10b

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Managerial Lessons and Job Experience

Figure 10–11

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Management Development

ManagerialManagerialModelingModeling

ManagerialManagerialModelingModeling

ManagementManagementCoachingCoaching

ManagementManagementCoachingCoaching

MentoringMentoringMentoringMentoring

ExecutiveExecutiveEducationEducation

ExecutiveExecutiveEducationEducation