CH- 10_ Managing Careers (22072011) Updated

8/6/2019 CH- 10_ Managing Careers (22072011) Updated

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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human ResourceHuman ResourceManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Managing CareersManaging CareersTariq SaeedTariq Saeed

Chapter 10Chapter 10

Part 3 | Training and DevelopmentPart 3 | Training and Development


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Introduction to Careers

The Basics of Career Management

The Roles Career Planning and Development

Managing Promotions and Transfers

Enhancing Diversity Through Career Management

Career Management and Employee Commitment

Retirement

Summary/Q&As& Discussion

Purpose: To address employees career related issues

and be more effective to manage ur own & employees

careers

MANAGING CAREERMANAGING CAREER


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What Is A Career DefinitionWhat Is A Career Definition

IntroductionIntroduction In popular usage it can mean advancement (HesIn popular usage it can mean advancement (Hes

moving up in his career) a profession (She hasmoving up in his career) a profession (She has

chosen a career in medicine), or stability over timechosen a career in medicine), or stability over time

(career military).(career military). We will define career as the pattern of workWe will define career as the pattern of work--relatedrelated

experiences that spans the course of a personsexperiences that spans the course of a persons

life.life.

Therefore, any work, paid or unpaid, pursued overTherefore, any work, paid or unpaid, pursued over

an extended period of time, can constitute a career.an extended period of time, can constitute a career.

Career success is defined not only objectively, inCareer success is defined not only objectively, in

terms of promotions, but also subjectively, in termsterms of promotions, but also subjectively, in terms

of satisfaction.of satisfaction.


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The Basics Of Career ManagementThe Basics Of Career Management

Career

Management

Career

Planning

Career

Development

Employees

Careers


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The Basics of Career ManagementThe Basics of Career Management

CareerCareer The occupational positions a person has had overThe occupational positions a person has had over

many years.many years.

Career managementCareer management

The process for enabling employees to betterThe process for enabling employees to betterunderstand and develop their career skills andunderstand and develop their career skills and

interests, and to use these skills and interests moreinterests, and to use these skills and interests more

effectively.effectively.

Career developmentCareer development The lifelong series of activities that contribute to aThe lifelong series of activities that contribute to a

persons career exploration, establishment, success,persons career exploration, establishment, success,

and fulfillment.and fulfillment.


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Career planningCareer planning

The deliberate process through which someone becomesThe deliberate process through which someone becomesaware of personal skills, interests, knowledge, motivations,aware of personal skills, interests, knowledge, motivations,

and other characteristics; and establishes action plans toand other characteristics; and establishes action plans to

attain specific goals.attain specific goals.

Careers todayCareers today

Careers are no simple progressions of employment from jobCareers are no simple progressions of employment from job

to job in one or two firms with a single profession.to job in one or two firms with a single profession.

May need to reinvent themselves for new job/careerMay need to reinvent themselves for new job/career

Peoples needs have also changed . From job and employerPeoples needs have also changed . From job and employer--

focused people now value work arrangements providingfocused people now value work arrangements providingmore opportunities and balanced workmore opportunities and balanced work--lifelife

Employers took care while employees provided loyaltyEmployers took care while employees provided loyalty

Employees now want to exchange performance for training,Employees now want to exchange performance for training,

learning, and development that keep them marketable.learning, and development that keep them marketable.


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Career Planning & DevelopmentCareer Planning & Development

The deliberate process through which a person becomesThe deliberate process through which a person becomesaware of personal career related attributes and the lifelongaware of personal career related attributes and the lifelong

series of steps that contribute to his/her career fulfillment.series of steps that contribute to his/her career fulfillment.

EmployersEmployers strenghthenedstrenghthened career focus of their HR activitiescareer focus of their HR activities

Need to change employers several timesNeed to change employers several times

They expect activities likeThey expect activities like selection,trainingselection,training and appraisal toand appraisal to

serve their own long term career needsserve their own long term career needs

Emphasis now on HR activities to facilitate career selfEmphasis now on HR activities to facilitate career self

analysis, development and managementanalysis, development and management

Employees report that training and individual developmentEmployees report that training and individual developmentplans reduce their chances of leaving companysplans reduce their chances of leaving companys

Employers provide better skills , tools &developmentEmployers provide better skills , tools &development

opportunities and build potential and foster commitment.opportunities and build potential and foster commitment.

Still people switch jobs due to job designs &way work doneStill people switch jobs due to job designs &way work done


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Traditional Versus Career Development FocusTraditional Versus Career Development Focus


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Employee CareerEmployee Career

DevelopmentDevelopment

PlanPlan


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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.

The Organization

Communicate mission, policies, and procedures.

Provide training and development opportunities.

Provide career information and career programs.

Offer a variety of career options.

Roles in Career DevelopmentRoles in Career Development


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Choosing a MentorChoosing a Mentor

Choose an appropriate potential mentor.Choose an appropriate potential mentor.

Dont be surprised if youre turned down.Dont be surprised if youre turned down.

Be sure that the mentor understands what youBe sure that the mentor understands what you

expect in terms of time and advice.expect in terms of time and advice.

Have an agenda.Have an agenda.

Respect the mentors time.Respect the mentors time.


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Roles in Career Planning and DevelopmentRoles in Career Planning and Development

The Employees RoleThe Employees Role

The Employers RoleThe Employers Role


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The Employers Role inThe Employers Role in

Career DevelopmentCareer Development

Realistic Job

Previews

Challenging First

Jobs

Networking and

Interactions

Mentoring

Career-Oriented

Appraisals

Job

Rotation

Employers

Role


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The Employers Role in CareerThe Employers Role in Career


Realistic job previewsRealistic job previews

Challenging first jobsChallenging first jobs

CareerCareer--oriented appraisalsoriented appraisals

Job rotationJob rotation

MentoringMentoring Networking and interactionsNetworking and interactions


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Innovative Corporate CareerInnovative Corporate Career

Development InitiativesDevelopment Initiatives

Provide each employee with an individual budget.Provide each employee with an individual budget.

Offer onOffer on--site or online career centers.site or online career centers.

Encourage role reversal.Encourage role reversal.

Establish a corporate campus.Establish a corporate campus.

Help organize career success teams.Help organize career success teams.

Provide career coaches.Provide career coaches.

Provide career planning workshopsProvide career planning workshops

Make computerized on and off time programs availableMake computerized on and off time programs available

for improving the organizational career planningfor improving the organizational career planning

process.process.


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Sample AgendaSample Agenda

TwoTwo--Day CareerDay Career

PlanningPlanningWorkshopWorkshop


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Managing Promotions and TransfersManaging Promotions and Transfers

Decision 1:

Is Seniority orCompetence

the Rule?

Decision 4:

Vertical,Horizontal, or

Other?

Decision 2:

How Should WeMeasure

Competence?

Decision 3:

Is the ProcessFormal or

Informal?

Making Promotion

Decisions


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Managing Promotions and TransfersManaging Promotions and Transfers

Making promotion decisionsMaking promotion decisions

Decision 1: Is Seniority or Competence the Rule?Decision 1: Is Seniority or Competence the Rule?

Decision 2: How Should We Measure Competence?Decision 2: How Should We Measure Competence?

Decision 3: Is the Process Formal or Informal?Decision 3: Is the Process Formal or Informal?

Decision 4: Vertical, Horizontal, or Other?Decision 4: Vertical, Horizontal, or Other?


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Enhancing Diversity throughEnhancing Diversity through

Career ManagementCareer Management Sources of bias and discrimination in promotionSources of bias and discrimination in promotion

decisionsdecisions

Having few people of color employed in the hiringHaving few people of color employed in the hiring

departmentdepartment The oldThe old--boy network of informal friendshipsboy network of informal friendships

A lack of women mentorsA lack of women mentors

A lack of highA lack of high--visibility assignments andvisibility assignments and

developmental experiences (glass ceiling)developmental experiences (glass ceiling)A lack of company role models for members of theA lack of company role models for members of the

same racial or ethnic groupsame racial or ethnic group

Inflexible organizations and career tracksInflexible organizations and career tracks


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Enhancing Diversity throughEnhancing Diversity through

Career ManagementCareer Management

Different career ChallengesDifferent career Challenges

Women and men face different challenges as theyWomen and men face different challenges as they

advance their careers.advance their careers.

Women report greater barriers and difficulty in gettingWomen report greater barriers and difficulty in getting

developmental assignments and opportunities.developmental assignments and opportunities.

Females need to focus on breaking barriers that interfereFemales need to focus on breaking barriers that interfere

with access to developmental opportunitywith access to developmental opportunity

Lack of informal networking & role modelsLack of informal networking & role models

Lack of high visibility assignmentsLack of high visibility assignments

Some development programs inconsistent with womenSome development programs inconsistent with women

needsneeds

Their need to stop working for a time to attend to familyTheir need to stop working for a time to attend to family


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Taking Steps to Enhance Diversity:Taking Steps to Enhance Diversity:

Womens and Minorities ProspectsWomens and Minorities Prospects

Eliminate

Institutional

Barriers

Eliminate the

Glass Ceiling

Improve

Networking and

Mentoring

Institute Flexible

Schedules and

Career Tracks

Focus on taking the career interests of women and minority employees seriously


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Enhancing Womens and MinoritiesEnhancing Womens and Minorities

ProspectsProspects Eliminate institutional barriersEliminate institutional barriers

Improve networking and mentoringImprove networking and mentoring

Eliminate the glass ceilingEliminate the glass ceiling

Institute flexible schedules and career tracksInstitute flexible schedules and career tracks


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Career Management andCareer Management and

Employee CommitmentEmployee Commitment

Old Contract:Do your best and be loyal to us, and

well take care of your career.

New Contract:Do your best for us and be loyal to

us for as long as youre here, and

well provide you with thedevelopmental opportunities youll

need to move on and have a

successful career.

Comparing Yesterdays and Todays

Employee-Employer Contract


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Career Management and EmployeeCareer Management and Employee

CommitmentCommitment The New Psychological ContractThe New Psychological Contract

Old contract:Old contract: Do your best and be loyal to us, andDo your best and be loyal to us, and

well take care of your career.well take care of your career.

New contract:New contract: Do your best for us and be loyal to usDo your best for us and be loyal to us

for as long as youre here, and well provide you withfor as long as youre here, and well provide you with

the developmental opportunities youll need to movethe developmental opportunities youll need to move

on and have a successful career.on and have a successful career.


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Career Management and EmployeeCareer Management and Employee

CommitmentCommitment CommitmentCommitment--oriented career developmentoriented career development

effortsefforts

Career development programsCareer development programs

Career workshops that use vocational guidance toolsCareer workshops that use vocational guidance tools(including a computerized skills assessment program and(including a computerized skills assessment program and

other career gap analysis tools) to help employeesother career gap analysis tools) to help employees

identify careeridentify career--related skills and the development needsrelated skills and the development needs

they possess.they possess.

CareerCareer--oriented appraisalsoriented appraisals Provide the ideal occasion to link the employeesProvide the ideal occasion to link the employees

performance, career interests, and developmental needsperformance, career interests, and developmental needs

into a coherent career plan.into a coherent career plan.


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Career Management andCareer Management and

Employee Commitment (contd)Employee Commitment (contd)

Career

DevelopmentPrograms

Career-Oriented

Appraisals

Commitment-oriented

career development

efforts


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RetirementRetirement

RetirementRetirement The point at which one gives up ones work, usuallyThe point at which one gives up ones work, usually

between the ages of 60 and 65.between the ages of 60 and 65.

Preretirement practicesPreretirement practices

Explanation of Social Security benefitsExplanation of Social Security benefits Leisure time counselingLeisure time counseling

Financial and investment counselingFinancial and investment counseling

Health counselingHealth counseling

Psychological counselingPsychological counseling

Counseling for second careersCounseling for second careers

Counseling for second careers inside the companyCounseling for second careers inside the company


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Attracting and Retaining Older WorkersAttracting and Retaining Older Workers

Create a Culture that

Honors Experience

Offer Flexible Work

Offer Part-Time Work

HR Practicesfor Older

Workers


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Create a Culture that Honors ExperienceCreate a Culture that Honors Experience

At many employers, the work environment and HR practicesAt many employers, the work environment and HR practicesare often explicitly biased against older workers Changing thisare often explicitly biased against older workers Changing this

culture, and making the workplace more attractive to those ofculture, and making the workplace more attractive to those of

retirement age, requires concrete actions.retirement age, requires concrete actions.

Offer Flexible WorkOffer Flexible Work

Companies need to design jobs such that staying on its moreCompanies need to design jobs such that staying on its moreattractive than leaving. One of the simplest ways to do this isattractive than leaving. One of the simplest ways to do this is

through flexible work, specifically, making where one worksthrough flexible work, specifically, making where one works

and when the work is performed flexible.and when the work is performed flexible.

Offer PartOffer Part--Time WorkTime Work

Another trend is granting part time employment to employeesAnother trend is granting part time employment to employeesas an alternative to outright retirement.. Several surveys of blueas an alternative to outright retirement.. Several surveys of blue

and white collar employees showed that about half of alland white collar employees showed that about half of all

employees over age 55 would like to continue working part timeemployees over age 55 would like to continue working part time

after they retire.after they retire.

Attracting and Retaining Older WorkersAttracting and Retaining Older Workers


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2005 Prentice Hall Inc. All rights reserved. 1032

MarciaMarcia NorgardNorgard Career PlanCareer Plan

My occupational orientation isMy occupational orientation is enterprisingenterprisingUsing my skills to influence othersUsing my skills to influence others

My career anchors areMy career anchors are

Managerial competenceManagerial competence

SecuritySecurity

Career goalsCareer goals

To be a VP of HRTo be a VP of HR

Development StepsDevelopment StepsMore global responsibilityMore global responsibility

More analytical business experienceMore analytical business experience


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Identify Your Occupational OrientationIdentify Your Occupational Orientation

Realistic orientationRealistic orientation

Physical activities (forestry, farming)Physical activities (forestry, farming)

Investigative orientationInvestigative orientation

Thinking, organizing, understanding (biologist)Thinking, organizing, understanding (biologist)

Social orientationSocial orientation Interpersonal rather than intellectual skills (social work,Interpersonal rather than intellectual skills (social work,

psychologist)psychologist)

Conventional orientationConventional orientation

Structured, ruleStructured, rule--regulated activities (banker, accountant)regulated activities (banker, accountant)

Enterprising orientationEnterprising orientation

Influencing others (lawyers, PR executives)Influencing others (lawyers, PR executives)

Artistic orientationArtistic orientation

SelfSelf--expression (artists, musicians)expression (artists, musicians)


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Traditional Career StagesTraditional Career Stages

ExplorationExploration

EstablishmentEstablishment

MidMid--CareerCareer Late CareerLate Career

Decline (Late Stage)Decline (Late Stage)


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Identify Your Career StageIdentify Your Career Stage

Growth stageGrowth stage

Exploration stageExploration stage

Establishment stageEstablishment stage

Trial substageTrial substage

Stabilization substageStabilization substage

Midcareer crisis substageMidcareer crisis substage

Maintenance StageMaintenance Stage

Decline StageDecline Stage


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Writing Your RsumWriting Your Rsum

Introductory InformationIntroductory Information

Job ObjectiveJob Objective

Job ScopeJob Scope

Your AccomplishmentsYour Accomplishments

LengthLength

Personal DataPersonal Data

Make Your Rsum ScannableMake Your Rsum Scannable


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Making A Career ChoiceMaking A Career Choice

Career Planning is designed to assist you inCareer Planning is designed to assist you inbecoming more knowledgeable of your needs,becoming more knowledgeable of your needs,

values, and personal goals. This can be achievedvalues, and personal goals. This can be achieved

through the following threethrough the following three--step, selfstep, self

assessment process.assessment process. Identify and organize your skills, interests, workIdentify and organize your skills, interests, work--

related needs, and values.related needs, and values.

Convert this information into general career fieldsConvert this information into general career fields

and specific job goalsand specific job goals

Test your career possibilities against the realities ofTest your career possibilities against the realities of

the organization or the job market.the organization or the job market.


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Career Choices And PreferencesCareer Choices And Preferences

Holland Vocational Preferences ModelHolland Vocational Preferences Model The most widely used approach to career choices. ThisThe most widely used approach to career choices. This

theory consists of three major components.theory consists of three major components.

First, Holland found that people have varyingFirst, Holland found that people have varyingoccupational preferences;occupational preferences;

Second, if you have a job where you can do what youSecond, if you have a job where you can do what youthink is important, you will be a more productivethink is important, you will be a more productiveemployee. Personality of workers may be matched toemployee. Personality of workers may be matched totypical work environments where that can occur.typical work environments where that can occur.

Third , you will have more in common with people whoThird , you will have more in common with people whohave similar interest patterns and less in common withhave similar interest patterns and less in common withthose who dontthose who dont..

The Schein AnchorsThe Schein Anchors

Jung and the MyersJung and the Myers--Briggs TypologiesBriggs Typologies


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Structure of Hollands ThemesStructure of Hollands Themes

C A

E S

RR I

R = Realistic

I = Investigative

A = Artistic

S = Social

E = Enterprising

C = Conventional


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Hollands General Occupational ThemesHollands General Occupational Themes

RealisticRealistic

InvestigativeInvestigative

ArtisticArtistic

SocialSocial

EnterprisingEnterprising

ConventionalConventional


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Managing Your CareerManaging Your Career

Making Your Career DecisionMaking Your Career Decision

Achieving Your Career GoalsAchieving Your Career Goals Select YourFirst Job JudiciouslySelect YourFirst Job Judiciously

Participate in an InternshipParticipate in an Internship

Do Good WorkDo Good Work

Present the Right ImagePresent the Right Image

Learn the Power StructureLearn the Power Structure

Gain Control of Organizational ResourcesGain Control of Organizational Resources

Stay VisibleStay Visible

Dont Stay Too Long in YourFirst Job.Dont Stay Too Long in YourFirst Job.

Find a MentorFind a Mentor

Support Your BossSupport Your Boss

Stay MobileStay Mobile

Think LaterallyThink Laterally Keep Your Skills CurrentKeep Your Skills Current

Develop a NetworkDevelop a Network

Some Final Words of WisdomSome Final Words of Wisdom


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MyersMyers--Briggs Type Indicator (MBTI)Briggs Type Indicator (MBTI)The Jung Theory Dimensions And The MeyersThe Jung Theory Dimensions And The Meyers--Briggs Type IndicatorsBriggs Type Indicators

Where do you get your energy?Where do you get your energy?Extraversion (E)________________________________________Introversion (1)Extraversion (E)________________________________________Introversion (1)________________________________________________________________________________________________________________

OutgoingOutgoing QuietQuietInteractingInteracting ConcentratingConcentratingSpeaks, then thinksSpeaks, then thinks Thinks, then speaksThinks, then speaksGregariousGregarious ReflectiveReflective

How do you orient yourself to the outside word?How do you orient yourself to the outside word?

Judging (J)______________________________________________Perceiving (P)_______________________________________________________________________

Structured Flexible

Time oriented Open endedDecisive ExploringOrganized Spontaneous

What do you pay attention to and collect information on?

Sensing (S) _____________________________________________Intuiting (N)________________________________________________________________________

Practical General

Details PossibilitiesConcrete TheoreticalSpecific Abstract

How do you evaluate and make decisions?Thinking (T)_______________________________________Feeling (F)

_____________________________________________________________Analytical SubjectiveHead Heart

Rules CircumstanceJustice Mercy


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Class ExerciseClass Exercise

Determine the following:Determine the following: Identify your occupational orientation (page 373)Identify your occupational orientation (page 373)

Identify your career anchor or anchors (page 375)Identify your career anchor or anchors (page 375)

11--2 career goals2 career goals

22--3 development steps to get from where you are3 development steps to get from where you arenow to where you want to benow to where you want to be


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THANK YOUTHANK YOU


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Handling the InterviewHandling the Interview

Prepare, Prepare, PreparePrepare, Prepare, Prepare

Uncover the Interviewers NeedsUncover the Interviewers Needs

Relate Yourself to the Persons NeedsRelate Yourself to the Persons Needs

Think Before AnsweringThink Before Answering

Make a Good Appearance and ShowMake a Good Appearance and Show

EnthusiasmEnthusiasm


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Example of Some Occupations that MayExample of Some Occupations that May

Typify Each Occupational ThemeTypify Each Occupational Theme

Figure 10A3Source: James Waldroop and Timothy Butler, " Finding the Job You Should Want, Fortune, March 2, 1998, p. 211.


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MANAGING CAREERS


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Managing CareersManaging Careers

IntroductionIntroduction

What Is A Career?What Is A Career?

Traditional Career StagesTraditional Career Stages Career Choices And PreferencesCareer Choices And Preferences

Managing Your CareerManaging Your Career


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What Is A Career?What Is A Career?

Individual Versus Organizational PerspectiveIndividual Versus Organizational Perspective

Career Development Versus EmployeeCareer Development Versus Employee


Career Development: Value for the OrganizationCareer Development: Value for the Organization Ensures Needed Talent Will Be AvailableEnsures Needed Talent Will Be Available

Improves the Organization's Ability to Attract and RetainImproves the Organization's Ability to Attract and Retain

Highly Talented EmployeesHighly Talented Employees

Ensures That Minorities and Women Get Opportunities forEnsures That Minorities and Women Get Opportunities for

Growth and DevelopmentGrowth and Development

Reduces Employee FrustrationReduces Employee Frustration

Enhances Cultural DiversityEnhances Cultural Diversity Promotes Organizational GoodwillPromotes Organizational Goodwill

Career Development: Value for the IndividualCareer Development: Value for the Individual

Mentoring and CoachingMentoring and Coaching


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Steps In Managing Your CareerSteps In Managing Your Career

Develop a net work

Acquire and continue upgrading your skills

Participate in an internship

Think laterally

Stay mobile

Support your boss

Find a mentor

Present the right image

Gain control of organizational resources

Learn the power structure

Dont stay too long

Stay visible

Do good work

Select your job judiciously


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SummarySummary

Explain who is responsible for managing careers.Explain who is responsible for managing careers.

Describe what is meant by the term careerDescribe what is meant by the term career

Discuss the focus of careers for both the organization andDiscuss the focus of careers for both the organization and

individualsindividuals

Describe how career development and employee developmentDescribe how career development and employee development

are differentare different

Explain why career development is valuable to organizationsExplain why career development is valuable to organizations

Identify the five traditional stages involved in a careerIdentify the five traditional stages involved in a career

List the Holland Vocational PreferencesList the Holland Vocational Preferences

Describe the implications of Personality Typologies and jobsDescribe the implications of Personality Typologies and jobs

Identify several suggestions that you can use to manage yourIdentify several suggestions that you can use to manage yourcareer more effectively.career more effectively.


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Managing Career TerminologyManaging Career Terminology

Career:Career: The sequence of positions that a person has held over his or her lifeThe sequence of positions that a person has held over his or her life

External Career:External Career: Involves the properties or qualities of an occupation.Involves the properties or qualities of an occupation.

Mentoring or Coaching: Actively guiding another individual.Mentoring or Coaching: Actively guiding another individual.

Exploration Period:Exploration Period: A career stage that usually ends in ones midA career stage that usually ends in ones mid-- twenties as one makes thetwenties as one makes the

transition from school to work.transition from school to work.

Establishment Period: A career stage in which one begins to search for work. It includes gettingEstablishment Period: A career stage in which one begins to search for work. It includes getting

ones first job.ones first job.

MidMid--career Stage:career Stage: A career stage marked by a continuous improvement in performance.A career stage marked by a continuous improvement in performance.

Leveling off in performance, or the beginning of deterioration ofLeveling off in performance, or the beginning of deterioration ofperformance.performance.

PlateauingPlateauing:: A condition of stagnating in ones current job.A condition of stagnating in ones current job.

LateLate--career Stage:career Stage: A career phase in which individuals are no longer learning about theirA career phase in which individuals are no longer learning about their

jobs, nor is it expected that they should be trying to outdo levels ofjobs, nor is it expected that they should be trying to outdo levels of

performance from previous years.performance from previous years.

Decline or Late Stage: The final stage in ones career, usually marked by retirement.Decline or Late Stage: The final stage in ones career, usually marked by retirement.

Holland Vocational Preference:Holland Vocational Preference: An individual occupational personality as it relates to vocationalAn individual occupational personality as it relates to vocationalthem.them.

MyersMyers--Briggs Type Indicator:Briggs Type Indicator: Uses four dimensions of personality to identify 16 personality types.Uses four dimensions of personality to identify 16 personality types.


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K E Y T E R M SK E Y T E R M SK E Y T E R M SK E Y T E R M S

careercareer

career managementcareer management

career developmentcareer development

career planningcareer planning

career planning and developmentcareer planning and development

reality shockreality shock

job rotationjob rotation

mentoringmentoring

promotionspromotions

transferstransfers

retirementretirement

preretirement counselingpreretirement counseling

career cyclecareer cycle

growth stagegrowth stage

exploration stageexploration stage

establishment stageestablishment stage

trial substagetrial substage

stabilization substagestabilization substage

midcareer crisis substagemidcareer crisis substage

maintenance stagemaintenance stage

decline stagedecline stage

career anchorscareer anchors

CH- 10_ Managing Careers (22072011) Updated

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Transcript of CH- 10_ Managing Careers (22072011) Updated