HUMAN RESOURCE

MANAGEMENT Course 7

Career development

OVERVIEW

Career management

Career stages

Career management practices

The process of career management

Career planning

Learning programs and events

CAREER MANAGEMENT

Career management is concerned with the

provision of opportunities for people to develop

their abilities and their careers in order to ensure

that the organization has the flow of talent

it needs and to satisfy their own aspirations.

It is about integrating the needs of the

organization with the needs of the individual.

Aim of the career

management for …

Organizations to ensure that there is

a talent flow

Employees

to give them guidance, support and

encouragement

to provide a sequence of experience and

learning activities

CAREER STAGES

1. Entry level: the individual can begin the process

of self-directed career planning

2. Progress within particular areas of work:

skills and potential are developed through

experience, training, coaching, mentoring and

performance management.

3. Mid-career: some people will still have good

career prospects while others may have got as far

as they are going to get - It is necessary to ensure

that these people do not lose interest at this stage

by providing them with cross-functional moves, job

rotation, special assignments, recognition and

rewards for effective performance

CAREER STAGES

4. Later career: individuals may have settled

down but are beginning to be concerned about

the future. They need to be treated with respect

and given opportunities to take on new

challenges wherever this is possible. They may

also need reassurance about their future with

the organization.

5. End of career with the organization – the

possibility of phasing disengagement by being

given the chance to work part time for a period

before should be considered at this stage

CAREER PROGRESSION CURVES

CAREER MANAGEMENT PRACTICES 1. Postings regarding internal job openings.

2. Formal education as part of career development.

3. Performance appraisal as a basis for career planning.

4. Career counseling by manager.

5. Lateral moves to create cross-functional experience.

6. Career counseling by HR department.

7. Retirement preparation programmes.

8. Succession planning.

9. Formal mentoring.

10. Common career paths.

11. Dual ladder career paths.

12. Books and/or pamphlets on career issues.

13. Written personal career planning.

14. Assessment centers.

15. Peer appraisal.

16. Career workshops.

17. Upward (subordinate) appraisal.

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THE PROCESS OF CAREER MANAGEMENT

CAREER MANAGEMENT POLICIES

The organization needs to decide on growing its own

talent vs. relying on external recruitment

As a manager which approach would you choose?

Policies for dealing with the ‘plateaued’ employees:

lateral moves into different functional areas in order to

provide new challenges and career breadth;

temporary assignments outside the organization;

appointments as leaders of project teams set up to deal

with performance barriers inside the organization

TALENT AUDITS

review the “stocks” of talent available and the

flows required by reference to demand and

supply forecasts

provide the basis for: succession planning and

career planning

PERFORMANCE AND POTENTIAL

ASSESSMENTS

The aim is:

to identify learning and development needs,

provide guidance on possible directions in which

an individual’s career might go,

indicate who has potential for promotion.

Assessment of potential can be carried out

formally of informally by managers.

Problem: good performance in the current job

does not guarantee that individuals will be able

to cope with wider responsibilities

CAREER PLANNING

Career paths = the routes people can take to

advance their careers within an organization

= the jobs and positions a person

has during his/ her active work life

The organization can provide support and

guidance to people with potential.

Ultimately, it is up to individuals to manage their

own careers within and beyond their present

organization.

CAREER PLANNING TIPS

Step 1: Take a realistic look at your strengths,

weaknesses, and interests.

Step 2: Explore your options

Step 3: Consider issues that can affect your

plans - Take appropriate actions to accomplish

your goals.

EXERCISE

1. Make a career plan as you see it

EXERCISE

2. Choose a team - Satisfaction Land

•Realistic: Agriculture, Forestry, Fish & Game, Conservation,

Engineering, Professional Athletics, Allied Medical Health, Recreation

•Investigative: Any kind of Research Position (usually requires a

Ph.D.), Psychologists, Medical Doctors, Public Health, Scientists,

Research & Development Engineers

•Artistic: Professional Musicians, Artists, Dancers, Actors,

Photographers, Graphic Artists, Curators, Writers

•Social: Teachers, Trainers, Librarians, Counselors, Social Workers,

Public/Government Servants, Clergy, Social Agents, Nursing

•Enterprising: Any Business Occupation, All Financial Services,

Retailing, Manufacturing, Real Estate, Sales, Management

•Conventional: Accounting, Computer Science, Management

Information Systems, Administrators, Mathematics (non research),

Logistics, Attorneys

EXERCISE

3. What I Value at Work ?

To identify which work values are most

important to you, place a check mark (v) in the

column that best describes each work value’s

importance to you.

PROFESSIONAL TRAINING VS.

DEVELOPMENT

The aim of professional training: developing

new professional abilities

The aim of professional development: improving

existing professional abilities

Both contribute to improving the level of

performance at work and prepare the employees

for future positions

METHODS AND TECHNIQUES OF TRAINING

AND PROFESSIONAL DEVELOPMENT

Problem solving

Case studies

Presentations

Demonstrations

Movies

Group discussion

Role play

Games

Critical incidents exercises

Simulation

Out-door learning

EXAMPLE EXERCISE

Watch your steps!

AIM: to promote trust in other people in order to

reduce interpersonal conflicts.

Students are grouped in pairs.

In each pair one student closes his/ her eyes and leans on

the arm of the partner.

Partner leads the way through the room.

After 3 minutes the students will no longer hold the arm.

Now the person with the eyes closed is guided only by voice

where to go.

Change roles and repeat the steps above for the other

partner.

LEARNING AND DEVELOPMENT

PROGRAMS AND EVENTS

A learning and development program is a

sequence or group of learning activities that take

place over a period of time.

A learning event is a specific learning activity

that might take the form of a course designed to

meet established learning needs.

PLANNING AND DELIVERING LEARNING

PROGRAMS AND EVENTS

The stages are:

identify learning needs;

define learning objectives;

decide on content;

decide on methods of delivery;

decide on location, facilities, the budget and who

delivers the program;

prepare information about the program or event;

deliver the program or event;

evaluate learning.

IDENTIFYING LEARNING NEEDS

AREAS FOR LEARNING NEEDS ANALYSIS

How would you describe a good trainer?

EXERCISE

WRITTEN ASSIGNMENT 4

Interview one person and identify the need for

professional development (max 1 page).

Possible questions:

What is the career stage the person is in?

What are the learning needs related to the

present job?

Are there any professional development

opportunities available at the working place?

REMINDER!

Grading is based on:

Active participation during classes (20%)

Written assignments (20%)

Participation to group presentations (20%)

Final exam (30%)

+ 10%

For the group presentations (groups of 2 students) you

have to prepare:

A. Best practices and instruments used by HR

departments in real companies (examples of exit

interview questionnaires, job selection interviews, job

description questionnaire, performance evaluation

forms).

Your presentation will include:

• short introduction on the company,

• the description of the practice used,

• its usefulness for the company,

• a critical analysis of the practice,

• identifying solutions for further improvements.

The main objective of the presentations will be to

identify best HR practices implemented in

companies.

B. Design and develop materials a company could use

for assuring the induction of the new employees, such

as:

• power point presentations of the company,

• short but significant brochures presenting the company,

• short videos presenting the company or the new tasks,

• learning materials for the new employees useful for

them in learning faster their duties on the new job.