Career

https://www.youtube.com/watch?v
=0zA6pm6W71c
 Career
• Career
– Sequential pattern of jobs/ Occupational positions, roles or jobs that a
person holds over life, a relatively long time span Satisfies individual
needs
– An upward movement from one job to job across same organization or
more…jobs… dead career…
– choose wisely- do not choose jobs
• Career goals
– Future positions that an individual strives to reach
– VP HR.. Goals…. What ? when ?
 Career Management
Employee Commitment
• Psychological Contract
– An unwritten agreement or a set of implicit or unspoken ‘promises’ or
‘expectations’
– regarding what the employers and employees want from the
employment relationship

• The “New Psychological Contract”

– Old contract: “Do your best and be loyal to us, and we’ll take care of your
career”
– New contract:
– “Do your best for us and be loyal to us for as long as you’re here,
– we’ll provide you with the developmental opportunities you’ll need to move on
3 and have a successful career”
 Stages of Career Development
Stage 5: Late Career (ages 55-retirement):
Remain productive in work
Maintain self esteem, prepare for Retire

Stage 4: Mid Career (ages 40-55) ….MBA ….

Reappraise early career & early adulthood
Reaffirm or modify goals, Make choices appropriate
Stage 3: Early Career (ages 25-40):
Learn job, learn, fit into chosen occupation and organization,
Rules and norms increase competence, pursue goals
.
Stage 2: Organizational Entry (ages 25)
Obtain job offer(s) from desired organization(s)
select appropriate job based on complete and accurate information
Stage 1: Preparation for Work (ages 0-25):
Develop occupational self-image, assess alternative occupations,
Develop initial occupational choice, pursue necessary education…try
 Career Development Cycle
• Exploration stage: • Maintenance
– Identify likes and dislikes – How do I help others?
• Establishment
– Should I reassess and redirect
– Alternative, firms, and jobs?\
my career?
– My interests and capabilities?
• Withdrawal-Disengagement
– How do I get work done
– Am I performing as expected? stage:
• Advancement – My interests outside of work?
– Am I advancing as expected? – Will I be financially secure?
– Long-term options available? – Retirement options available ?
– How-to beeffective/ efficient? – Equipping individual for a
change
– Maintain reputation
– Balance of work and non-
– Become major contributor
work activities
 Career
• A career path
– Logical progressions from one job to a target position
• Employee’s movements through opportunities over
time-based on SWOT leads to retention
• Employer websites provides career sections
• Job openings, development
• Career development
– A series of activities that contribute to a person’s career
exploration, establishment, success, and fulfillment
– Programs help in achievement of career objectives
 Career management
• Career management
– Process of designing and implementing goals, plans, strategies that enable to
satisfy workforce needs - Enabling employees to understand/develop career
interests and skills to use them more effectively to achieve career objectives
• Career planning
– Process by which an individual selects career goals , career path to achieve
goals - Today problems children of
– Individual career planning
• Process whereby each employee personally plans career goals
• Focuses on an individual’s career rather than in organizational needs based
on Responsibility and eexperiences of the individual
– Organizational career planning
• Process whereby organization establishes career goals for its employees
& Design plans/path to achieve career goals i.e provide for logical
progression of people between jobs in the organization based on
promotions thru performance appraisal, training
 Career Anchors
• Technical/Functional • Security/Stability
– Expert in technical area – concern is to achieve financial
– Derive sense of identity from - employment security.
the exercise of skills • Entrepreneurial Creativity
• General Managerial – opportunity to create an
– Desire to move from technical organization or enterprise
to general • Dedication to a Cause
– Function does not interest – Making the world a better,
• Autonomy/Independence solving environmental
– Define your own work in your problems, improving
own way. harmony, helping others
– Remain in jobs that allow • Pure Challenge
you flexibility regarding when
– work on seemingly unsolvable
and how to work.
problems, to succeed over
tough opponents, or to
 Different Approaches to career

Individual
Career Views

Career without Portfolio Authentic

Protean career
boundaries career career

Having many
Individuals drive Build around
trajectories People achieve
their careers & collection of
Are across highest level of
define goals in life skills, interests,
organizational personal insights
self managed
boundaries
 Concept Career
Expert Career Linear Career
• success from one's "calling” • Success is defined by
• Finding a type of work - you are • How high one rises in a Hierarchy
confident of competent to perform • Involve successively increasing
• Advancement means levels of responsibility and
– Advance expertise in one's authority.
chosen discipline • concept is a sort of "rags to riches
• One's success - a function of • Steady and swift upward progress
– Level of technical expertise- • "stalled" in one's career by
– Not how many people one reaching some sort of plateau and
supervises or size of one's would mean career "deadwood.
office, or the number of
executive perks
 Concept Career
Spiral Transitory
• Progressively broadening one's • “Consistent pattern of
SKA talents by a pattern of inconsistency.“
movement • Moves from one to another
– A Starts career in a particular • Completely different from
field previous
– Making periodic moves into • Consists of a fascinating
new fields -5 to 10 years • 2 to 4 years
– Little or no upward • Array of experiences - "don't
movement -new learning that really have a career
one obtains
 Responsible for Career
• Traditionally organizations
– provided structured “ladders” for employees
– to climb in order to reach higher professional levels
– continually restructure, merge, and either grow or downsize in response
to economic conditions.
– Positions may be cut -unexpectedly unemployed
• You
– Ladders are beginning to disappear.
– Each employee responsible for r career-Pursuejobs which are in
sync with them -Ultimate task of engineering your career path
– to advance your career accept the risks in employment, it will be wise
to keep other options in mind and plan
 •.
.
Roles in Career Development
Individual Employer Organization
• Accept
responsibility
• Assess interests, • Participate in
skills, and values career • Communicate
development mission, policies, and
• Seek out career discussions procedures.
information’
resources. • Provide • Provide training and
developmental development
• Establish goals assignments and opportunities.
and career plans. support.
• Provide career
• Utilize • Support employee information and
development development plans career programs.
opportunities.
• Provide timely • Offer a variety of
• Talk with manager performance career options
about your career. feedback.
• Follow realistic Table 10–2
career plans.
Organizational and Individual
Career Planning Perspectives
 How People Choose Careers
Interests Values
Interests
Skills
Goals Aptitudes

Social Career
Choice Self-Image
Background

Life goals
work values • Counselor advice
Personality • psychological testing, career
anchors question etc
Values • Know One’s Aptitudes,
abilities, interests,
 Career Management

Self-Assessment Feedback on Reality

Interests – Likes – How are they doing

dislikes Evaluations by
Career • Teachers
What they do well Management • Bosses
SWOT
Interest inventory

Setting Career Goals

Decide desired path
Set goals
 The Individual Steps
• Self Assessment Career anchor- • Finding the Right Job
– A concern or value that a • Do Your Own Local Research
person you will not give up if • Personal Contacts
a [career] choice has to be
• Answering Advertisements
made.
• Employment Agencies
• Typical career anchors
• Executive Recruiters
– Technical/functional competence
– Managerial competence • Career Counselors
– Creativity • Executive Marketing Consultants
– Autonomy and independence • Employers’ Web Sites
– Security… TCS… govt jobs • 200cr
– Dedication social …
– Challenge
– Life style …..
 Employers Role
• Before hire –
– To ensure right fit – first job is crucial for confidence
– Prevent Reality Shock - expectations and enthusiasm
• After Hire
– Structured “ladders”
– Promotional opportunities and career options to climb higher levels
• Job rotation - provide career oriented training move
• Appraise, coach, mentor , provide feedback to clarify career plans –
match strengths and weakness
 Employers Role
• Succession planning for potential employees
• It helps identify specific individuals to fill future vacancies in
key positions. Its elements are:

 Continuity
 Long-term perspective
 Organizational need perspective
 Turnover Management
 Emphasis on results
 Employers Role
• Career-oriented appraisals
– Integrated talent management software
• Job Rotation , Transfers and promotions HSBC
• Provide Career oriented training Move
• Appraise, coach, mentor , provide feedback to clarify career plans –
match strengths and weakness
• Preference
– Career development, promotions and career path, Internal job Postings
– Career planning work shops
• Mentoring and coaching , Career counselors to the line managers
– To give career advice and guidance, develop
– Web based career based materials
– Career coaches to create career plans
– Networking and interactio
 Employers Role
• Promotion:
– Advancement of an employee to a better job in terms of greater
responsibilities, prestige, status and increased rate or pay or salary.
 Merit based Promotion
 Seniority based Promotion
 Merit cum seniority based Promotion
 Time bound Promotion
 Vacancy based Promotion….dead…. Get inton
• Transfer:
– Horizontal movement an employee from one job to another at the same
level of organizational hierarchy but in a different place with similar
pay, status, duties
 Employee initiated Transfer
 Company initiated Transfer
 Public initiated Transfer
 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.
 Lay offs and Plant closure
Lay off Steps
• Temporary situation where • Right people are let go
• Employers decision to send the • Compliance with laws
employees home due to lack of • Just and fair execution
work -terminate • Security – materials
• Downsize • Addressing the uncertainty among
– Dramatic reeducation in the survivors
employees for costs – Advance notice
Psychological outcomes
– Interpersonal sensitivity
– Health problems
– VRS
– Employee assistance
programs
 Dismissals
• Involuntary separations • Grounds
• Causes are Avoidable • Unsatisfactory performance
• Bad hiring decisions • Misconduct
• Better assessment tests • Lack of qualifications
• Unfair extensions probation • Changing requirements
• Magnitude of offense • Insubordination
determines -reform • Direct disregard for boss
• Direct disobedience
• Deliberate defiance- rules
• Public criticism of boss
• Display of disrespect
• Participation in objectionable
 Career Transitions and HR

Supervisors Feedback

ultimate task of engineering your career path

New Employee
Entry Shock

The Work Time

Entry Shock & Job
loss
 Global Career Development
• Repatriation • Women Career Issues
– Planning, training, and • “Sequencing”:
reassignment of global
– Often interrupted due to
employees to home countries.
family
• Development Issues – Go back to work with a job
– Focus on developing local that allows flexibility
managers as global – Glass ceiling- situation in
executives. which women fail to progress
– Areas include: into top positions.
• Cultural issues, – Child care, flexible work
• Problematic people, policies, and a willingness to
• personal qualities be accommodative
 Traditional Versus Career Development Focus

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage
Table 10–1
Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
© 2005 Prentice Hall Inc. All
10–28
rights reserved.
 Mentor
• Mentoring
– Experienced Advising, counseling and guiding long
term goals
• Formal or informal
– Responsibility - success
• Focus on issues
– Hard to reverse career -Confusion or politics
• Set high standards
• Invest time Effort
• Promote employees
• Trust, ability, communication
 Coaching
• Role of Supervisors
– Teaching, educating, instructing and training subordinates
to learn daily task and unlearn
• Promote
– Competent supervisors promotes the competent vice
versa - Inhibits
• Develop
– SKA by Realistic performance appraisals
• Match aspirations
– Keep subordinates informed on career related benefits
• External career coaches
 Outplacement
• Outplacement
– A formal process by which a terminated person is trained
and counseled
– Job searching skills Support and severance package
• Exit Interview
– Employees who are leaving the firm, to obtain information
about job or related matters, to give the employer insight
on firm
– Elicit information on firm
– Supervisor's style, Team relations
– Honesty is debatable -Pay ?
– Exit Process
– Check lisT
 Assessment and Need Analysis
• Career drift: The phenomenon of people entering their
jobs, occupations and careers with little attention to career
planning and then feeling disengaged self destruction
• Workshops: A number of career planning elements like
self-assessment, communication of organizational
opportunities and one to one counseling can be combined
to ensure that career goals are realistic
• Assessment Centers: They evaluate employees on their
competencies and their ability to perform in future
position
• Need Analysis: Its purpose is to identify T & D exercises
that will help individual to meet his career plans as well
as organizational objectives
 Organizational Assessment and Opportunity
Analysis
• Employees’ goals and aspirations
– Realistic, practical and achievable in terms of
organizational possibilities
• An individual employee needs information
– Possible career directions
– Possible paths of career advancement
– Specific vacancies
• Career Counselling
• Informal Career planning programs
– Enable employees learn about career options and
opportunities from their supervisors or their colleagues
 Need Opportunity Alignment

• HRIS is a formalized system of tracking and

recording career moves across the organization

• Information on available positions in organization

would help employees analyze his/her prospects and
plan his career path in the organization

• Alignment will win employee acceptability and trust

and optimize the utilization of resources
 Issues in Career Planning
• Career Plateaus……BPO….careers, jobs, absent
• The road to top….Identify, develop skills, place
their and provide support to grow
• Work-family issues
• Dual Family Careers…
• Declining Opportunities
• Restructuring
• Promise highest potential
 Benefits to an

organization individual
• Ensures availability of • Employees understand their
resources for future own strengths and weaknesses
• Enhances organizational • Employees have a better
ability to attract and retain knowledge of career
talent opportunities
• Ensures growth • Enables to choose the suitable
opportunities for all career
• Handles employee • Helps to plan career in a long
frustration term perspective
• Provides an opportunity to
change career plans
• Gives a sense of satisfaction,
achievement and motivation