Session3.
2 career management
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After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-
oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s career
development roles.
3. Describe the issues to consider when making promotion
decisions.
4. Describe the methods for enhancing diversity through
career management.
5. Answer the question: How can career development foster
employee commitment?
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What Is A Career?
Traditional Career
Sequence of positions held within an occupation
Context of mobility is within an organization
Characteristic of the employee
Protean Career
Frequently changing based on changes in the
person and changes in the work environment
Employees take major responsibility for managing
their careers
Based on self-direction with the goal of
psychological success in one’s work
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What Is Career Management?
Career management is the process through which
employees:
Become aware of their own interests, values, strengths,
and weaknesses
Obtain information about job opportunities within the
company
Identify career goals
Establish action plans to achieve career goals
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The Basics Of Career Management
Career Career
Management Development
Employees’
Careers
Career
Planning
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A Model of Career Development
Career development is the process by which
employees progress through a series of stages
Each stage is characterized by a different set of
developmental tasks, activities, and relationships
There are four career stages:
Exploration
Establishment
Maintenance
Disengagement
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A Model of Career Development (continued)
Exploration Establishment Maintenance Disengagement
Developmental Identify interests, Advancement, Hold on to Retirement
tasks skills, fit between growth, security, accomplishments, planning, change
self and work develop life style update skills balance between
work and non-
work
Activities Helping Making Training Phasing out of
Learning independent Sponsoring work
Following contributions Policy making
directions
Relationships to Apprentice Colleague Mentor Sponsor
other
employees
Typical age Less than 30 30 – 45 45 – 60 61+
Years on job Less than 2 years 2 – 10 years More than 10 years More than 10
years
The Employer’s Role in
Career Development
Realistic Job
Previews
Networking and Challenging First
Interactions Jobs
Employer’s
Role
Career-Oriented
Mentoring
Appraisals
Job
Rotation
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Managing Promotions and Transfers
Making Promotion
Decisions
Decision 1: Decision 2: Decision 3: Decision 4:
Is Seniority or How Should We Is the Process Vertical,
Competence the Measure Formal or Horizontal, or
Rule? Competence? Informal? Other?
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Taking Steps to Enhance Diversity: Women’s and
Minorities’ Prospects
Take Their
Career Interests
Seriously
Institute Flexible Eliminate
Schedules and Institutional
Career Tracks Barriers
Improve
Eliminate the
Networking and
Glass Ceiling
Mentoring
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Career Management and Employee
Commitment
Comparing Yesterday’s and Today’s
Employee-Employer Contract
Old Contract: New Contract:
“Do your best and be loyal to us, and “Do your best for us and be loyal to us
we’ll take care of your career.” for as long as you’re here, and we’ll
provide you with the developmental
opportunities you’ll need to move on
and have a successful career.”
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Career Management and
Employee Commitment (cont’d)
Commitment-oriented
career development
efforts
Career
Career-Oriented
Development
Appraisals
Programs
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Career Management and
Employee Commitment (cont’d)
Commitment-
Career Oriented
Career-Oriented
Development Career Appraisals
Programs Development
Efforts
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Attracting and Retaining Older Workers
Create a Culture that
Honors Experience
HR Practices
for Older Offer Flexible Work
Workers
Offer Part-Time Work
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Identify Your Career Anchors
Technical/
Functional
Competence
Managerial
Security
Competence
Autonomy and
Creativity
Independence
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KEY TERMS
career preretirement counseling
career management career cycle
career development growth stage
career planning exploration stage
career planning and development establishment stage
reality shock trial substage
job rotation stabilization substage
mentoring midcareer crisis substage
promotions maintenance stage
transfers decline stage
retirement career anchors
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