HRM L7 Career Management PDF

Level 200 SECOND semester Human Resource Management Lecture 7 CAREER DEVELOPMENT AND MANAGEMENT BPS 241  Outline of Lecture 7  Introduction: What is a Career?  Career Development and Management  Internal and External Career Factors  Concept of Career Man...

Level 200 SECOND semester Human Resource Management Lecture 7 CAREER DEVELOPMENT AND MANAGEMENT BPS 241  Outline of Lecture 7  Introduction: What is a Career?  Career Development and Management  Internal and External Career Factors  Concept of Career Management  Comparison between Traditional and Protean Career  Career Motivation and Traditional Career Stages  Roles in Career Management Process  How to Enhance Your Career  Quick Brainstorming! 2  Introduction  Traditionally, career development programmes help employees advance within the organization  Today, each individual must take responsibility for his or her career  Organizations now focus on matching the career needs of employees with the requirements of the organization.  While many organizations still invest in their employees, they do not offer career security and they cannot meet the needs of everyone in a diverse workforce. 3  What is a Career? A career is a pattern of work-related experiences that span the course of a person’s life reflects any work, paid or unpaid is a broad definition helpful in today’s work environment where employees and organizations have diverse needs 4 Career Development and Management  Changes in the concept of career affect:  employees’ motivation to attend training programs  the outcomes they expect to gain from attendance  their choice of programs  how and what they need to know  Career Management is the combination of structured planning and the active management choice of one's own professional career.  The outcome of successful career management should include personal fulfillment, work/life balance, goal achievement and financial security. 5 Career Development and Management  organizational career planning develops career ladders, tracks careers, and provides opportunities for development.  individual career development helps employees identify their goals and the steps to achieve them.  career development looks at the long-term career effectiveness and success of employees.  employee training and development focuses on performance in the immediate or intermediate time frames. 6  Career Development  Career development adds value to the company through the following: 1. Ensures that the needed talent will be available. 2. Improves the organization's ability to attract and retain talented employees. 3. Ensures that minorities and women get opportunities for growth and development. 4. Reduces employee frustration. 5. Enhances cultural diversity. 6. Promotes organizational goodwill. 7 What is a Career?  effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the employee’s growth  mentors are typically senior-level employees who:  support younger employees by vouching for them  answer for them in the “highest circles”  introduce them to others  advise and guide them through the corporate system 8  Internal and External Career Factors  individuals’ external career success is measured by criteria such as: progression up the hierarchy type of occupation long-term commitment income  internal career success is measured by the meaningfulness of one’s work and achievement of personal life goals.  the external/internal distinction important to the manager who wants to motivate employees 9  Concept of 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  Career Management can be classified into two major levels; Traditional Career Management Protean Career Management 10  Concept of Career Management  Career Management involves life-long, self-monitored process of career planning that entails choosing and setting personal goals, and formulating strategies for achieving them.  This involves two forms; Traditional and Protean  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. 11 Comparison b/n Traditional Career and Protean Career Dimension Traditional Career Protean Career Goal Promotions Psychological success Salary increase Psychological contract Security for commitment Employability for flexibility Mobility Vertical Lateral Responsibility for Company Employee Management Pattern Linear and expert Spiral and transitory Expertise Know how Learn how Development Heavy reliance on formal Greater reliance on relationships training and job experiences  Career Management and Career Motivation  Career motivation refers to:  Employees’ energy to invest in their careers  Their awareness of the direction they want their careers to take  The ability to maintain energy and direction despite barriers they may encounter  Career motivation has three aspects:  Career resilience: The extent to which employees are able to cope with problems that affect their work.  Career insight involves how much employees know about their interests, skill strengths, and weaknesses and their awareness of how these perceptions relate to their career goals.  Career identity: The degree to which employees define their personal values according to their work. 13  Traditional Career Stages Exploration Estblshment Mid career Late Career Decline High Will performance Job increase or decline? Performance Low Transition Getting first The elder Preparing for from school job and statesperson retirement to work being accepted 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 Age 14  Traditional Career Stages exploration includes school and early work experiences, such as internships. involves: trying out different fields discovering likes and dislikes forming attitudes toward work and social relationship patterns this stage is least relevant to HRM because it occurs prior to employment 15  Traditional Career Stages establishment includes: searching for work getting first job getting evidence of “success” or “failure” takes time and energy to find a “niche” and to “make your mark” mid-career  challenged to remain productive at work  employee may:  continue to grow  plateau (stay competent but not ambitious)  deteriorate 16  Traditional Career Stages late career  successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others  those who have declined may experience job insecurity  plateauing is expected; life off the job increases in importance decline  may be most difficult for those who were most successful at earlier stages  today’s longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer 17  Roles in Career Management Process  Organisation: Companies are responsible for providing employees with the resources needed to be successful in career planning. --Career Counseling --Information on career opportunities --Career Paths -- Career workshops  HR Manager: Provide information or advice on training and development opportunities and other specialized services to determine employees’ values, interests, and skills. --Prepare employees for job searches. --Offer counseling on career issues. 18  Roles in Career Management Process  Line Manager: --Coach --Appraiser --Advisor --Referral Agent  Employees: Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses. --Create visibility through good performance. 19 HUMAN RESOURCE MANAGEMENT End of Lecture 7! 20