Career Development =

Career Management + Career Planning

Identifying and making clear opportunities available

To reduce employee turnover

To Increase productivity

To identify the career stages and enhance the

motivational level

To achieve the organizations goal by providing the

employees paths to reach higher order needs

Career Planning Career Paths Career Feed Back

Career Goals

Career stages and Important needs

Needs Safety, Security
Physiological Safety, Security Esteem Achievement Self esteem, autonomy actualization actualization

Age

20

25

30

45

55

65

Career Stages

Exploration Establishment Advancement Maintenance Retirement

CAREER PLANNING - FLOW CHART

Office of The GM (HR) GMs Office issues request to all Line Managers to complete PEs and to offer ECP
YES Manager offers employee the opportunity to participate in CP and helps employee compile the CPF NO

Employee Line Managers

Manager reviews and approves submitted CPF

Career Planned Employee

Employee compiles CPF with the help of his Manager

Employee forwards compiled CPF to his Manager

Human Resources Department

HR Dept. maintains CPF in employees Personnel File and uses the information for staffing purposes

1. 2. 3. 4.

A job posting system Mentoring activities Career resource centers Managers as career counselors

5.
6.

Career development workshops

Human resource planning and forecasting

7.
8.

Performance appraisals
Career-path building programs

Job posting is an organized process that allows employees to apply for open positions within the organization

They can respond to announcements and postings of positions and then be considered along with external candidates

The primary purpose of a mentoring system is to introduce people to the inner network of the organization. Which may assist them in their career advancement Mentoring systems help clarify the ambiguous expectations of the organization, provide objective assessment of the strengths and weaknesses of new employees, and provide a sounding board for participants

A career resource center returns the responsibility of career development to the employee The center offers self-directed, self-paced, learning and provides resources without creating dependence on the organization Career development works only if employees accept responsibility for their own careers

Contd.

One of the fundamental goals of career development is to help facilitate career decision making, which helps to develop career exploration and evaluation competencies The primary services provided at career resource centers are: educational information, career planning, personal growth and job finding skills

This initiative brings several unique advantages to the career counseling role. Managers:
can make realistic appraisals of organizational

opportunities can use information from past performance evaluation to make realistic suggestions concerning career planning have experienced similar career decisions and can be empathetic towards the employee

Career development workshop is designed to encourage employees to take responsibilities for their careers Employees can reflect on their present occupation in order to determine their level of satisfaction Thus, workshops and seminars are excellent vehicles for orienting employees to career/life planning, a major component of career development

Contd.

Workshops and seminars seek to address

several basic questions:

Where are you in your career and your life?

What are your goals, interests, values, choices and

skills? Where do you want to be in your career in the future? What are your career options?

Contd.

 What knowledge skills do you need to attain your

goals?
How do you plan to gain knowledge and skills?

Is you plan realistic? What are the obstacles? What

obstacles are self-imposed? What is your commitment to developing your career?

Contd.

Human resource planning is viewed as process of analyzing an organizations human resource needs under changing conditions and developing the activities

necessary to satisfy these needs

From the analysis of needs, priorities can be determined and human resources can be allocated to satisfy existing future needs through career management

Performance appraisals are a tool that HRD practitioners can use to guide and direct future growth opportunities for employees

This should aid in the development of a persons career as well as enhance communications and understanding

Career path is the sequencing of work experiences, usually different job assignments, in order to provide employees with the opportunity to participate in many aspects of a professional area For example, in order for a salesperson to move up the ladder to regional manager, it is important that he or she understands all aspects of the job Therefore, a career path in sales might include a period of time in sales, account supervision and district management By experiencing each of these related but different occupations, the employee can develop a better understanding of the broad role of regional manager

Historical

Organizational

Behavioral

Past patterns of career progression; how the incumbents got where they are

Paths defined or dictated by management to meet operating needs; progression patterns that fit prevailing organizational needs

Paths that are logically possible based on analysis of what activities are actually performed on the job

Actual paths created by the past movement of employees among management jobs

Paths are determined by prevailing needs for staffing in the organization Reflects prevailing management values and attitudes regarding careers Usually consistent with job evaluation and pay practices Basis is organizational need, management style and expediency

Rational paths that could be followed willingly

Perpetuates the change: way careers have always been

Calls for change: new career options and used as a basis for career planning Used as a basis for career planning

Used as basis for promotions and transfers

Basis is informal, traditional

Basis is formal analysis and definitions of options

1.
2.

Career Planning
Career Awareness

3.
4.

Career Resource Center Utilization

Interests, Values & Competency Analyses

Career planning is the process of setting individual career objectives and creatively developing activities that will achieve them

Career planning can also be seen as a personal process, consisting of 3 criterions: 1. Broad life planning

2. Development planning
3. Performance planning

Contd.

The HRD practitioner has an obligation to encourage as well as provide for the utilization of career planning on the part of employees

Career planning is the employees counterpart

to the organizations overall human resource

planning activity

Employees are ultimately responsible for the development of their own careers Employees control decisions such as whether to remain in the organization, whether to accept specific occupational assignments, whether to perform at acceptable levels and even whether to

engage in personal growth activities through

training or professional continuing education

Contd.

2. Career Awareness

The role of the HRD practitioner is to provide the means and the information to assist in personal career decision making

HRD practitioners must develop a climate and

culture that is conducive for growth, one that

encourages career development

Contd.

2. Career Awareness
Employees, in turn, should take advantage of that climate and be aware of the important components of career development They need to construct plans that will enable them to accomplish their career goals, analyze potential career areas and determine if they possess the skills, competencies and knowledge necessary to be considered serious candidates for such positions

Most career resource centers provide occupational guides, educational references, career planning guides and computer programs aimed at assisting employees in determining their career interests, values and competencies These materials increase the effectiveness and efficiency of career planning and provide employees with alternative approaches to career development

The Strong-Campbell Interest Inventories, The Self-Directed Search and Vista (Act) are examples of interest inventories designed to provide employees with important information about their career interests, values and competencies

These tests are easily administered and can

provide the vital baseline data essential in career

planning and career enhancement

Thank You!