HRM 9

Career Development
Introduction
 traditionally, career development programs

helped employees advance within the
organization
 today, each individual must take responsibility

for his or her career
Some helpful career development sites:

http://managementhelp.org/career/career.htm
http://associationdatabase.com/aws/NCDA/pt/sp/home_page
Introduction
 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 don’t offer career security and
they can’t meet the needs of everyone in a diverse
workforce
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
What is a Career?
 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
What is a Career?
 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
What is a Career?
Career development: Value for the Organization
1. ensures 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
What is a Career?
 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
What is a Career?
 effective coaches give guidance through direction,

advice, criticism, and suggestion in an attempt to aid
the employee’s growth
 Just as baseball coaches observe, analyze, and attempt to improve the
performance of their athletes, “coaches” on the job can do the same.
 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
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
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
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
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
Enhancing Your Career
You are ultimately responsible for your own career.
manage your
reputation
know yourself network contacts
Successful
build and maintain Career keep current
Tips
balance your
keep your
specialist & generalist
competencies options open
document your
achievements
Know yourself. Know your strengths and weaknesses. What talents can
you bring to an employer? Personal career planning begins by being honest
with yourself.
Manage your reputation. let others both inside and outside your current
organization know about your achievements. Make yourself and your
accomplishments visible.
Build and maintain network contacts. In a world of high mobility, you need
contacts. Join national and local professional associations, attend conferences, and
network at social gatherings.
Keep current. Develop specific skills and abilities in high demand. Avoid learning
only organization-specific skills that don’t quickly transfer to other
employers.
Balance your specialist and generalist competencies. Stay current within your
technical specialty, but also develop general competencies that give you the versatility
to react to an ever-changing work environment. Overemphasis in a single functional
area or even in a narrow industry can limit your mobility.
Document your achievements. Employers are increasingly looking to
What you’ve accomplished rather than the titles you’ve held. Seek jobs and
assignments that provide increasing challenges and offer objective evidence
of your competencies.
Keep your options open. Always have contingency plans prepared that
you can call on when needed. You never know when your group will be
eliminated, your department downsized, your project canceled, or your
company acquired in a takeover. “Hope for the best but be prepared for the
worst” may be a cliché, but it’s still not bad advice.

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Career Development

 traditionally, career development programs

 today, each individual must take responsibility

Some helpful career development sites:

 organizations now focus on matching the career

 while many organizations still invest in their

 is a pattern of work-related experiences that span

 reflects any work, paid or unpaid

 is a broad definition helpful in today’s work

 organizational career planning develops career

 individual career development helps employees

 career development looks at the long-term career

 employee training and development focuses on

Career development: Value for the Organization

1. ensures needed talent will be available

 individuals’ external career success is measured

progression up the hierarchy

 internal career success is measured by the

the external/internal distinction important to the manager who

 effective coaches give guidance through direction,

 mentors are typically senior-level employees who:

Exploration Estblshment Mid career Late Career Decline

Transition Getting first

includes school and early work experiences, such as

this stage is least relevant to HRM because it occurs

takes time and energy to find a “niche” and to

 challenged to remain productive at work

 successful “elder states persons” can enjoy being

 those who have declined may experience job insecurity

 plateauing is expected; life off the job increases in

 may be most difficult for those who were most

 today’s longer life spans and legal protections for

You are ultimately responsible for your own career.

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