HRM 6 Career Development Student

Chapter 6

CAREER DEVELOPMENT

5–1

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–2

1. Compare employers’ traditional and career planning-oriented HR focuses.

2. Explain the employee’s, manager’s, and employer’s career development roles.

3. List and briefly explain approaches to employee career management.

4. Identify the steps in the process of career management.

LEARNING OUTCOMES

The Basics Of Career Management

10–3

Career Management: The process for enabling employees to better understand and develop their career skills and interests and to use these skills

and interests most effectively.

Career Development: The lifelong series of activities that contribute to a

person’s career exploration, establishment, success, and fulfillment.

Career Planning: The formal process through which someone becomes aware of their personal KSAOs, interests, career opportunities; career-related

goals; and establishes action plans to attain specific goals.

Career Terminolog

y

Career is the occupational positions a person has had over many years.

Careers Today and Employee Commitment


Old Contract(Employer-focused)

“Do your best and be loyal to us, and we’ll

take care of your career.”

New Contract(Employee-focused)

“I’ll do my best for you, but I expect you

to provide the development and learning that will

prepare me for the day

I must move on, and for having the work-

life balance that I desire.”


TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource

planning

Analyzes jobs, skills, tasks—

present and future. Projects

needs. Uses statistical data.

Adds information about individual

interests, preferences, and the like to

replacement plans.

Recruiting and

placement

Matching organization’s needs

with qualified individuals.

Matches individuals and jobs based on

variables including employees’ career

interests and aptitudes.

Training and

development

Provides opportunities for

learning skills, information,

and attitudes related to job.

Provides career path information.

Adds individual development plans.

Performance

appraisal

Rating and/or rewards. Adds development plans and individual

goal setting.

Compensation

and benefits

Rewards for time, productivity,

talent, and so on.

Adds tuition reimbursement plans,

compensation for non–job-related

activities such as United Way.

Why Offer Career Development?


Better equips employeesto serve the firm

Boosts employee commitment to the firm

Supports recruitment and retention of efforts

Career Development

Benefits


TABLE 10–2 Roles in Career Development

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.

Employer• Communicate mission, policies, and procedures.• Provide training and development opportunities, including workshops.• Provide career information and career programs.• Offer a variety of career paths.• Provide career-oriented performance feedback.• Provide mentoring opportunities to support growth and self-direction.• Provide employees with individual development plans.• Provide academic learning assistance programs.

Manager• Provide timely and accurate performance

feedback.• Provide developmental assignments and

support.• Participate in career development

discussions with subordinates.• Support employee development plans.


FIGURE 10–3Employee Career Development Plan

10–9

TABLE 10–3 Possible Employer Career Planning and Development Practices (Approaches to Employee Career Development)

Formal education/tuition reimbursement

Performance appraisal for career planning

Counseling by manager

Lateral moves/job rotations

Counseling by HR

Preretirement programs

Succession planning

Formal mentoring

Common career paths

Dual ladder career paths

Career booklets/pamphlets

Written individual career plans

Career workshops

Assessment center

Upward appraisal

Appraisal committees

Training programs for managers

Orientation/induction programs

Special needs (highfliers)

Special needs (dual-career couples)

Diversity management

Expatriation/repatriation

Approaches to Employee Career Development

• Career Planning Workbooks Stimulate thinking about careers, strengths/limitations, development

needs

• Career Workshops Conducting workshops on related topics Discuss and compare attitudes, concerns, plans

• Mentoring experienced & skilled senior employee helps develop a less

experience employee

concerned with the career advancement and psychological aspects of the person being mentored.

• Career Counseling Discuss job, career interests, goals

Approaches to Employee Career Development• Assessment Center

A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job. In-basket exercises Leaderless group discussions Role playing Behavioral interviews

• Career Paths• Lines of advancement in an occupational field within an organization.

FIGURE

5.7Typical Line of Advancement in HR Management

2Career Path of Jeffrey Immelt, CEO, General Electric

1982 Enters GE’s Commercial Leadership Program

1983 Manager of Business Development/GTX Product Management, GE Plastics

1984 Manager of Dallas District Sales, GE Plastics

1986 General Manager of Western Region Sales, GE Plastics

1987 General Manager of New Business Development and Marketing Development, GE Plastics

1989 Vice President of Consumer Service, GE Appliances

1991 Vice President of Worldwide Marketing and Product Management, GE Appliances

1992 Vice President of Commercial Division, GE Plastics Americas

1993 Vice President and General Manager, GE Plastics Americas

1997 President and CEO, GE Medical Systems

2000 President, GE

2001 CEO, GE

Career Moves

ExitExit

DemotionDemotion

TransferTransferCareer Moves

Career Moves

PromotionPromotion


• Special needs (Highfliers: Fast-track Program) A program that encourages young managers with

high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

• Career Self-Management Training Helping employees learn to continuously gather

feedback and information about their careers. Encouraging them to prepare for mobility.


Approaches to Employee Career Development: Innovative Initiatives

1. Provide individual lifelong learning budgets.

2. Encourage role reversal.

3. Help organize “career success teams.”

4. Provide career coaches.

5. Offer online career development programs.


Approaches to Employee Career Development: Commitment-Oriented Efforts

Career-oriented Appraisals Provide an opportunity to discuss and link the employee’s

performance, career interests, and developmental needs into a coherent career plan.


Career Management Process

(Noe et al., 2009, pp. 262)

Career Management Process (Cont’d)

Self-Assessment• The use of information by

employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs.

• Strong-Campbell Interest Inventory

• Self-Directed Search• Self assessment

Reality Check• Information employers give

employees about their skills and knowledge and where these assets fit into the organization’s plans.

(Noe et al., 2009, pp. 263-264)

Career Management Process (cont’d)

Goal Setting• Based on the information

from the self-assessment and reality check, the employee sets short- and long-term career objectives.

Action Planning• Employees prepare an action

plan for how they will achieve their short- and long-term career goals.

• Any one or a combination of development methods may be used.

• Approach used depends on the particular development need and career objectives.

(Noe et al., 2009, pp. 265)


FIGURE 10–4Sample Agenda—Two-Day Career Planning Workshop

Issues and Challenges on Career Development

• Sources of Bias and Discrimination A lack of diversity in the hiring department

A lack of women mentors

Invisible barrier that keep most women & minorities from obtaining the top jobs in organization (glass ceiling).

A lack of company role models for members of the same racial or ethnic group

Inflexible organizations and career tracks


Issues and Challenges on Career Development:Employer Life-Cycle Career Management


Decision 1: Is Seniority

or Competence

the Rule?

Decision 4:Vertical,

Horizontal, or Other?

Decision 2:How Should We Measure Competence

?

Decision 3:Is the

Process Formal or Informal?

Making Promotion and Transfer

Decisions

Issues and Challenges on Career Development:Managing Transfers

• Employees’ reasons for desiring transfers Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities

• Employers’ reasons for transferring employees To vacate a position where an employee is no longer needed To fill a position where an employee is needed To find a better fit for an employee within the firm To boost productivity by consolidating positions


Issues and Challenges on Career Development:Attracting and Retaining Older Workers


Create a culture that honors experience

Modify selection procedures

Offer flexible or part-time work

Implement phased retirement programs

HR Policies for Older Workers

Issues and Challenges on Career Development:Managing Retirements

• Preretirement Counseling Practices Explanation of Social Security benefits

Leisure time counseling

Financial and investment counseling

Health counseling

Psychological counseling

Counseling for second careers

Counseling for second careers inside the company


Issues and Challenges on Career Development:Dual-Career Couples

• Dual-Career Partnerships Couples in which both members follow their own careers and

actively support each other’s career development. Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing

5–27

(Snell & Bohlander, 2010, pp. 232)

HRM 6 Career Development Student

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