change management and development

7/29/2019 change management and development

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Chapter 12

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Career Management and

Development


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Questions for Discussion

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1. When you think about the term career, what

comes to your mind?


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HRD and Career Development

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Understanding employee careers

Influencing those careers

Changing KSAOs to reflect changes in

environmentAssist employees in preparing for new work and

enhance their employability


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The New Employment Relationship

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OLD If competent and reliable,

job for life

Entitlement mentality

Paternalistic companies Loyalty expected up and

down

NEW No promise of

Survivability

Nonacquisition

Room for promotion Job until retirement

Money for your pension

Undying loyalty up or

down


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Results of New Relationship

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Individuals responsible for their own development

Must demonstrate value added to company

Must understand nature of business


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Employers Should:

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Provide opportunities for development

Allow for employee participation in

Decision making

Career management

Performance-based compensation


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What is a Career?

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The property of an organization or occupation

Progression and increasing success

Status of a profession

Involvement in ones work Stability of persons work pattern


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Career Defined

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The pattern of work-related experiences thatspan the course of a persons life.

Includes objective and subjective views of work


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Career Development

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An ongoing process by whichindividuals progress through a

series of stages, each of which can

be characterized by relatively

unique set of issues, themes and

tasks.


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Career Planning

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A deliberate process of Becoming aware of

Self

Opportunities

Constraints

Choices

Consequences

Identifying career-related goals

Working to attain career goals


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Career Management

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Process of preparing, implementing andmonitoring career plans undertaken by the

individual alone or in concert with the

organizations career systems.


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Spectrum of Career Development

Activities

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Stages of Life and Career

Development

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Stage views ofadult development:

Erik Erickson

Daniel Levinson


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Eriksons Stages of Life

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Basic trust vs. mistrust Autonomy vs. shame and doubt

Initiative vs. guilt

Industry vs. inferiority

Identity vs. role confusion

Intimacy vs. isolation

Generativity vs. stagnation

Ego integrity vs. despair

The stages


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Age Virtues Psycho Social Crisis Significant Relationship Existential Question Examples

infant -18 months Hopes Trust vs. Mistrust Mother Can I Trust The World? Feeding, Abandonment

18 month-3 years Will Autonomy vs. Shame & Doubt Parents Is It Ok To Be Me? Toilet Training, Clothing Themselves

3-5 years Purpose Initiative vs. Guilt Family Is It Ok For Me To Do, Move and Act? Exploring, Using Tools or Making Art

5-13 years Competence Industry vs. Inferiority Neighbors, SchoolCan I Make It In The World Of People And

Things?School, Sports

13-21years Fidelity Identity vs. Role Confusion Peers, Role Model Who Am I? What Can I Be? Social Relationships

21-40 years Love Intimacy vs. Isolation Friends, Partners Can I Love? Romantic Relationships

41-65 years Care Generativity vs. Stagnation Household, Workmates Can I Make My Life Count? Work, Parenthood

65-and on Wisdom Ego Integrity vs. Despair Mankind, My Kind Is It Ok To Have Been Me? Reflection on Life

The stages

L i E S f Lif


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Levinsons Eras or Seasons of Life

(Figure 12-2)

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Stage Views of Career Development

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Traditional model of career development Five stages in Greenhaus et al. model:

Preparation for Work (025)

Organizational Entry (1825)

Early Career (2540) Midcareer (4055)

Late Career (55retirement)


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Other Views of Career

Development

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Protean career individuals must reinventtheir careers over time (Hall & Mirvis)

Multiple career concept model:

Linear steady movement up the hierarchy Expert devotion to expertise within an occupation

Spiral periodic moves across related occupations

Transitory frequent moves across different jobs or

fields


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A Model of Career Management

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Summary of Career Management

Activities

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Career exploration

Awareness of self and environment

Goal setting

Strategy development Strategy implementation

Progress toward goal

Feedback from work and nonwork sources Career appraisal


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Organizationally Oriented Career

Management Models

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Pluralistic approach (Brousseau et al.)aligning individual and organizationalinterests.

Systems view (Nicholson):

People system

Job market system

Management and information system

Team-based career development (Cianni &Wnuck)


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Roles in Career Management

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Who is responsible for career development? Individual

Manager

HRD professional/career counselor

For all, it is a cyclical and continuing process


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The Individuals Role

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Knowing What

Knowing Why

Knowing Where

Knowing Whom Knowing When

Knowing How


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Managers Responsibilities

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Coaching

Appraising

Advising

Referring


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HRD Professionals

Responsibility

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Includes career development professional Recognize individual's career ownership

Be a broker for career development (CD)

Develop expertise in CD and assessment

technologies Create support and info for individual efforts

Promote work planning over career planning

Promote learning through work

Be interventionist Promote mobility and lifelong learner

Use existing resources


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Career Development Practices and

Activities

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Self-assessment activities Self-Directed Search(Holland)

What Color is Your Parachute?(Bolles)

Other workbooks and workshops

Individual counseling Career planning and advancement

Outplacement

Preretirement counseling


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Activities 2

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Internal labor market information Job posting

Career paths

Skills inventory


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Organization Potential

Assessment

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Assessing individuals to ensure they are availableand qualified to fill key positions when they becomevacant

Assesses promotability of employees Managerial

Professional

Technical

Assessments of organizational potential Potential ratings

Assessment centers Succession planning


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Activities 3

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Developmental programs Job rotation

Mentoring

Assessment centers (used for both evaluating

potential anddeveloping employees)


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Current Issues in Career

Development 1

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Developing career motivation (M. London):

Career resilience the ability to resist careerbarriers or disruptions

Career insightrealistic perceptions about onescareer goals

Career identity the extent to which peopledefine themselves by their work


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Development 2

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Career plateaus: The likelihood of future advancement or promotion

is very low

Important to look at the individuals perceptionsof

being plateaued i.e., how they feel about theirsituation (G. Chao)

Can one be successfully plateaued?

Look at Table 12-8


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Development 3

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Career development for nonexempt employees: If we are serious about our definition of a career,

then career development should not focus primarily

on salaried employees. Not much research on career issues for blue-collar

and other nonexempt-level employees

Examples: Corning and Lockheed Marine


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Development 4

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Enrichment Career development withoutadvancement:

Build additional expertise into an employees

current area of work e.g.,

Retraining Certification programs

Mastery paths

Job transfer or rotation (without a promotion)


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Development 5

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Work/Life Balance Issues conflicts that

arise between work and nonwork issues

e.g., work-family conflict

Good news: Organizations are paying more

attention to issues of work/life balance.

Concern: The costs of success, e.g., career

success/personal failure. Many successful people

feel highly alienated from their own values, andfrom their families because of the demands of their

careers (Korman & Korman, 1981).


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Effective Career Development

Systems

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Need a systems approach to career development(Gutteridge et al., 1993):

Identify needs for career development

Build a vision for change

Develop a plan for action

Implement for impact and longevity

Evaluate and maintain results


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How to Improve Career Development

Efforts 1

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1. Integrate career planning with theorganizations strategic planning efforts.

2. Strengthen the linkages between careerdevelopment and other HR systems.

3. Increase the openness of careerdevelopment systems (i.e., less secretive).

4. Enhance the role of managers in careerdevelopment.

5. Expand team-based development efforts.


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Efforts 2

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6. Increase the use of on-the-jobdevelopment efforts (rather than one shottraining).

7. Encourage job enrichment and lateral jobmovement.

8. Identify and develop transferable jobcompetencies.

9. Include personal values and lifestyleassessments within career developmentactivities.


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Efforts 3

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10. Implement a wide variety of approaches toaccommodate different learning styles.

11. Link career development to the

organizations quality (TQM) initiatives.12. Expand the measurement and evaluation

of career development activities.

13. Continue to study best practices in careermanagement and development in a globalcontext.


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Summary

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The best career development is likely to bedone... In the context of a systemsapproach

As a joint effort between: You

Your manager

HRD/Career professional

You need to be proactive in managing your owncareer

change management and development

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