Career Management Chapter (2) .pptx
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BSRS 4207 Career Management Chapter (2) Prepared & Delivered by Dr. ADIL AL-BALUSHI , Faculty -, Department of Business Studies , UTAS References Baruch, Y and Peiperl, M (2000) Career management practices: an empirical survey and explanations, Human Resource Management, 39 (4), pp 347–66 Hall, D T...
BSRS 4207 Career Management Chapter (2) Prepared & Delivered by Dr. ADIL AL-BALUSHI , Faculty -, Department of Business Studies , UTAS References Baruch, Y and Peiperl, M (2000) Career management practices: an empirical survey and explanations, Human Resource Management, 39 (4), pp 347–66 Hall, D T (1984) Human resource development and organizational effectiveness, in (eds) D Fombrun,M A Tichy and M A Devanna, Strategic Human Resource Management, Wiley, New York 2 Course learning outcomes • On completing this chapter, Students should be able to define these key concepts. You should also know about: • Learning outcomes The aims of career management Career development strategy Career management policies Career management defined 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. An important part of career management is career planning, which shapes the progression of individuals within an organization in accordance with assessments of organizational needs, defined employee success profiles and the performance, potential and preferences of individual members of the enterprise. But career management is also concerned with career counselling to help people develop their careers to their advantage as well as that of the organization. Aims For the organization, the aim of career management is to meet the objectives of its talent management policies, which are to ensure that there is a talent flow that creates and maintains the required talent pool. For employees, the aims of career management policies are: 1. to give them the guidance, support and encouragement they need to fulfil their potential and achieve a successful career with the organization in tune with their talents and ambitions. 2. to provide those with promise a sequence of experience and learning activities that will equip them for whatever level of responsibility they have the ability to reach. Career management calls for an approach that explicitly takes into account both organizational needs and employee interests. It calls for creativity in identifying ways to provide development opportunities. Career management policies and practices are best based on an understanding of the stages through which careers progress in organizations. Career stages • The stages of a career within an organization can be described as a career lifecycle. Hall (1984) set this out as follows. 1. Entry to the organization when the individual can begin the process of selfdirected career planning. 2. Progress within particular areas of work where skills and potential are developed through experience, training, coaching, mentoring and performance management. 3. Mid-career when some people will still have good career prospects while others may have got as far as they are going to get, or at least feel that they have. It is necessary to ensure that these ‘plateaued’ people do not lose interest at this stage by taking such steps as providing them with cross-functional moves, job rotation, special assignments, recognition and rewards for effective performance, etc. Career stages (cont) 4. Later career when individuals may have settled down at whatever level they have reached but are beginning to be concerned about the future. They need to be treated with respect as people who are still contributing and given opportunities to take on new challenges wherever this is possible. They may also need reassurance about their future with the organization and what is to happen to them when they leave. 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 they finally have to go should be considered at this stage. Career dynamics Career management should be based on an understanding of career dynamics. This is concerned with how careers progress – the ways in which people move through their careers either upwards when they are promoted, or by enlarging or enriching their roles to take on greater responsibilities or make more use of their skills and abilities. The three stages of career progression – expanding, establishing and maturing – are illustrated in Figure 1. This also shows how individuals progress or fail to progress at different rates through these stages. Career development strategy A career development strategy might include the following activities: a policy of promoting from within wherever possible; career routes enabling talented people to move from bottom to top of the organization, or laterally in the fi rm, as their development and job opportunities take them; personal development planning as a major part of the performance management process, in order to develop each individual’s knowledge and skills; systems and processes to achieve sharing and development of knowledge (especially tacit) across the fi rm; multi-disciplinary project teams with a shifting membership in order to offer developmental opportunities for as wide a range of employees as possible. Career management activities As described by Hirsh and Carter (2002), career management encompasses recruitment, personal development plans, lateral moves, special assignments at home or abroad, development positions, career bridges, lateral moves and support for employees who want to develop. Baruch and Peiperl (2000) identifi ed 17 career management practices, and their survey of 194 UK companies established a rank order for their use. The practices are listed below in order, from most frequent to least frequent use. 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 counselling by manager. 5. Lateral moves to create cross-functional experience. 6. Career counselling by HR department. 7. Retirement preparation programs. 8. Succession planning. 9. Formal mentoring. 10. Common career paths. 11. Dual ladder career paths (parallel hierarchy for professional staff). 12. Books and/or pamphlets on career issues. 13. Written personal career planning (as done by the organization or personally). 14. Assessment centres. 15. Peer appraisal. 16. Career workshops. 17. Upward (subordinate) appraisal. The process of career management Career management policies The organization needs to decide on the extent to which it ‘makes or buys’ talented people. Should it grow its own talent (a promotion from within policy) or should it rely on external recruitment (bringing ‘fresh blood’ into the organization)? The policy may be to recruit potentially high performers who will be good at their present job and are rewarded accordingly. If they are really good, they will be promoted, and the enterprise will get what it wants. Deliberately to train managers for a future that may never happen is a waste of time. In contrast and less frequently, employers who believe in long-term career planning develop structured approaches to career management. These include elaborate reviews of performance and potential, assessment centres to identify talent or confirm that it is there, ‘high flyer’ schemes and planned job moves in line with a predetermined programme. There may also be policies for dealing with the ‘plateaued’ manager who has got so far but will get no further. Some managers in this position may be reconciled to reaching that level but continue to work effectively. Others will become bored, frustrated and unproductive, especially rising stars on the wane. The steps that can be taken to deal with this problem include: 1. lateral moves into different functional areas or specialized subsidiaries, in order to provide new challenges and career breadth; 2. temporary assignments and secondments outside the organization; 3. appointments as leaders of project teams set up to deal with performance barriers inside the organization such as the slowness of responses to customer complaints. CONTACT INFORMATION: Name of the Staff : Dr ADIL KHAMIS AL-BALUSHI Office:: BS043 Email: adil.albalushi@hct,edu.om VERSION HISTORY Version No Date Approved 01 Sem. (2) 2022/2023 Changes incorporated 16
