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Career Management and

Development
Chapter 12

Werner & DeSimone (2006) 1

Questions for Discussion

1. When you think about the term
“career,” what comes to your mind?

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Questions for Discussion – 2

2. What is meant by the idea of a
“new” employment relationship?

Werner & DeSimone (2006) 3

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Questions for Discussion – 3

3. Does it make sense to speak of
careers and career planning in
today’s business environment?

Werner & DeSimone (2006) 4

Questions for Discussion – 4

4. What are the typical issues employees
face as they progress through their
careers?

Werner & DeSimone (2006) 5

Questions for Discussion – 5

5. What types of career development
activities are actually used?

Werner & DeSimone (2006) 6

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HRD and Career Development

Understanding employee careers
Influencing those careers
Changing KSAOs to reflect changes in
environment
Assist employees in preparing for new
work and enhance their employability

Werner & DeSimone (2006) 7

The “New Employment

Relationship”
OLD NEW
 If competent and  No promise of
reliable, job for life
 Survivability
 “Entitlement” mentality
 Nonacquisition
 Paternalistic companies
 Room for promotion
 Loyalty expected up and
 Job until retirement
down
 Money for your
pension
 Undying loyalty up or
down

Werner & DeSimone (2006) 8

Results of “New Relationship”

Individuals responsible for their own
development
Must demonstrate value added to
company
Must understand nature and nuances of
business

Werner & DeSimone (2006) 9

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Employers Should:
Provide opportunities for development
Allow for employee participation in
 Decision making
 Career management
 Performance-based compensation

Werner & DeSimone (2006) 10

What is a “Career”?
The property of an organization or
occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of person’s work pattern

Werner & DeSimone (2006) 11

“Career” Defined
“The pattern of work-related
experiences that span the course of a
person’s life.”
Includes objective and subjective views
of work

Werner & DeSimone (2006) 12

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Relationship of Career to
Nonwork Activities

Must consider all of person’s skills,

abilities, and interests
Also must look at family and
societal influences

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Career Development
“An ongoing process by which
individuals progress through a
series of stages, each of which can
be characterized by relatively
unique set of issues, themes and
tasks.”

Werner & DeSimone (2006) 14

Career Planning

A deliberate process of:

 Becoming aware of
 Self
 Opportunities
 Constraints
 Choices
 Consequences
 Identifying career-related goals
 Working to attain career goals

Werner & DeSimone (2006) 15

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Career Management
“Process of preparing, implementing
and monitoring career plans undertaken
by the individual alone or in concert
with the organization’s career systems.”

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Spectrum of Career
Development Activities

By Permission: Hall (1986)

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Stages of Life and Career

Development
Stage views of adult development:
Erik Erickson
Daniel Levinson

Werner & DeSimone (2006) 18

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Erikson’s Stages of Life

 Basic trust vs. mistrust
 Autonomy vs. shame and doubt
 Initiative vs. guilt
 Industry vs. inferiority
 Identity vs. role confusion
 Intimacy vs. isolation
 Generativity vs. stagnation
 Ego integrity vs. despair

Werner & DeSimone (2006) 19

Levinson’s Eras or Seasons of

Life (Figure 12-2)

By Permission: Levinson, et al (1978)

Werner & DeSimone (2006) 20

Stage Views of Career

Development
Traditional model of career development
Five stages in Greenhaus et al. model:
 Preparation for Work (0–25)
 Organizational Entry (18–25)
 Early Career (25–40)
 Midcareer (40–55)
 Late Career (55–retirement)

Werner & DeSimone (2006) 21

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Other Views of Career

Development
Protean career – individuals must reinvent
their careers over time (Hall & Mirvis)
Multiple career concept model:
 Linear – steady movement up the hierarchy
 Expert – devotion to expertise within an
occupation
 Spiral – periodic moves across related occupations
 Transitory – frequent moves across different jobs
or fields

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A Model of Career
Management

By Permission: Greenhaus, et al (2000)

Werner & DeSimone (2006) 23

Summary of Career
Management Activities
Career exploration
Awareness of self and environment
Goal setting
Strategy development
Strategy implementation
Progress toward goal
Feedback from work and nonwork sources
Career appraisal

Werner & DeSimone (2006) 24

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Organizationally Oriented
Career Management Models
Pluralistic approach (Brousseau et al.) –
aligning individual and organizational
interests.
Systems view (Nicholson):
 People system
 Job market system
 Management and information system
Team-based career development (Cianni &
Wnuck)

Werner & DeSimone (2006) 25

Roles in Career Management

Who is responsible for career
development?
 Individual
 Manager
 HRD professional/career counselor
For all, it is a cyclical and
continuing process

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The Individual’s Role

Knowing What
Knowing Why
Knowing Where
Knowing Whom
Knowing When
Knowing How

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Manager’s Responsibilities
Coaching
Appraising
Advising
Referring

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HRD Professional’s
Responsibility
Includes career development professional
Recognize individual's career ownership
Be a broker for career development (CD)
Develop expertise in CD and assessment technologies
Create support and info for individual efforts
Promote work planning over career planning
Promote learning through work
Be interventionist
Promote mobility and lifelong learner
Use existing resources

Werner & DeSimone (2006) 29

Career Development Practices

and Activities
Self-assessment activities
 Self-Directed Search (Holland)
 What Color is Your Parachute? (Bolles)
 Other workbooks and workshops
Individual counseling
 Career planning and advancement
 Outplacement
 Preretirement counseling

Werner & DeSimone (2006) 30

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Career Development Practices

and Activities – 2
Internal labor market information
 Job posting
 Career paths
 Skills inventory

Werner & DeSimone (2006) 31

Organization Potential
Assessment
Assessing individuals to ensure they are available and
qualified to fill key positions when they become
vacant
Assesses promotability of employees
 Managerial
 Professional
 Technical
Assessments of organizational potential
 Potential ratings
 Assessment centers
 Succession planning

Werner & DeSimone (2006) 32

Career Development Practices

and Activities – 3
Developmental programs
 Job rotation
 Mentoring
 Assessment centers (used for both
evaluating potential and developing
employees)

Werner & DeSimone (2006) 33

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Current Issues in Career

Development – 1
Developing career motivation (M.
London):
 Career resilience – the ability to resist
career barriers or disruptions
 Career insight – realistic perceptions
about one’s career goals
 Career identity – the extent to which
people define themselves by their work

Werner & DeSimone (2006) 34

Current Issues in Career

Development – 2
Career plateaus:
 The likelihood of future advancement or
promotion is very low
 Important to look at the individual’s
perceptions of being plateaued – i.e., how
they feel about their situation (G. Chao)
 Can one be “successfully plateaued?”
Look at Table 12-8

Werner & DeSimone (2006) 35

Current Issues in Career

Development – 3
Career development for nonexempt
employees:
 If we are serious about our definition of a
career, then career development should
not focus primarily on salaried employees.
 Not much research on career issues for
blue-collar and other nonexempt-level
employees
 Examples: Corning and Lockheed Marine

Werner & DeSimone (2006) 36

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Current Issues in Career

Development – 4
Enrichment – Career development
without advancement:
 Build additional expertise into an
employee’s current area of work – e.g.,
 Retraining
 Certification programs
 Mastery paths
 Job transfer or rotation (without a promotion)

Werner & DeSimone (2006) 37

Current Issues in Career

Development – 5
Work/Life Balance Issues – conflicts that
arise between work and nonwork issues –
e.g., work-family conflict
 Good news: Organizations are paying more
attention to issues of work/life balance.
 Concern: The “costs” of success, e.g., career
success/personal failure. Many successful people
feel highly alienated from their own values, and
from their families because of the demands of
their careers (Korman & Korman, 1981).

Werner & DeSimone (2006) 38

Effective Career Development

Systems
Need a systems approach to career
development (Gutteridge et al., 1993):
 Identify needs for career development
 Build a vision for change
 Develop a plan for action
 Implement for impact and longevity
 Evaluate and maintain results

Werner & DeSimone (2006) 39

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How to Improve Career

Development Efforts – 1
1. Integrate career planning with the
organization’s strategic planning efforts.
2. Strengthen the linkages between career
development and other HR systems.
3. Increase the openness of career
development systems (i.e., less secretive).
4. Enhance the role of managers in career
development.
5. Expand team-based development efforts.

Werner & DeSimone (2006) 40

How to Improve Career

Development Efforts – 2
6. Increase the use of on-the-job
development efforts (rather than “one
shot” training).
7. Encourage job enrichment and lateral job
movement.
8. Identify and develop transferable job
competencies.
9. Include personal values and lifestyle
assessments within career development
activities.
Werner & DeSimone (2006) 41

How to Improve Career

Development Efforts – 3
10. Implement a wide variety of approaches
to accommodate different learning styles.
11. Link career development to the
organization’s quality (TQM) initiatives.
12. Expand the measurement and evaluation
of career development activities.
13. Continue to study best practices in career
management and development in a global
context.

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Summary
The best career development is likely
to be done...
 In the context of a __________ approach
 As a joint effort between:
 ____________________
 ____________________
 ____________________
You need to be ____________ in
managing your own career
Werner & DeSimone (2006) 43

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