Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Career Development 9

9-2 Organizations and Careers  The single organization career.  prior to 1980, individuals tended to work for a single organization through their entire careers  the organization and the employee had an unwritten psychological contract, where the employee traded job security and gradual increases in pay for loyalty to the organization  increased technological innovations leading to automation, outsourcing, and globalization have essentially ended the single-organization career  the new model is known as the protean career, where an individual’s career can span multiple companies and multiple jobs

9-3 Ch-Ch-Ch-Ch-Ch-Changes!  Changes for the employee:  take control of their own careers  develop portable skills  learn networking  be adaptable and flexible in both job and geography  Changes for the organization:  providing tools and opportunities for the employee to thrive in their career  creating a continuous learning environment  helping people balance their work and nonwork lives

9-4 Individual Responsibility  Need to understand that a career has two components.  internal focus – your view of your career  external focus – your actual job and the positions you fill  Career Planning – The deliberate attempt to know your own skills, values, opportunities, and constraints.  this involves making and constantly updating career goals and the plans to achieve those goals.

9-5 Organizational Responsibility: Career Development Systems  Career management – preparing, implementing, and monitoring career plans undertaken by an individual alone or within the organization’s career system.  Career development systems – planned efforts by a company to achieve a balance between individual career needs and organizational workforce requirements. Benefits for creating these systems include:  better use of employee skills  greater retention of valued employees  an expanded public image as an organization that develops its employees

9-6 Model for Organization Career Development Organizational Career Development Career Planning Career Management Sub processes Occupational choice Organizational choice Choice of job assignment Career self-development Sub processes Recruitment and selection Human resource education Appraisal and evaluation Training and development

9-7 Organizational Initiatives That Could Have Negative Consequences  Downsizing.  Delayering.  Decentralizing.  Reorganization.  Cost-reduction strategies.  IT innovations.  Competency measurement.  Performance-related pay.

9-8 Benefits of Career Development Systems  For managers/supervisors:  increased skill in managing own careers  better communication between manager and employee  greater understanding of the organization  Employees:  helpful assistance with career decisions  more realistic goals and expectations  greater personal responsibility for career  Organizational:  better use of employee skills  dissemination of information  greater retention of valued employees  expanded public image

9-9 Components of Career Development Systems  Self-assessment tools – Usually involve exercises and tests to determine life roles, interests, skills, work attitudes, and preferences.  career planning workshops – use a structured, participative group format  career workbooks – consist of questions and exercises about the person, his or her wants, skills, and capabilities  Individual counseling – good for one-on-one, intense career work.  practice active listening and paraphrasing  support the employee’s learning by asking him or her about the actions he or she has taken and how successful they were  help the employee to work toward easier career goals first  help the employee write out scripts in role-play possible scenarios  provide positive feedback as employees take relevant career actions

9-10 Components of Career Development Systems  Information services – include communication systems to alert employees about job openings, and database maintenance of skills inventories.  job posting systems  promoting from within- High Performance Work System characteristic  career ladders and career paths – informing new employees the progression and requirements from entry level to upper management  career resource centers  other formats – newsletters, flyers, etc  Organizational assessment programs – Methods for evaluating an employee’s potential for growth and development.  assessment centers – can be used as development centers as well as performance appraisal centers  psychological testing  promotability forecasting – early identification of employees with high levels of potential  succession planning – usually restricted to senior level management

9-11 Components of Career Development Systems  Mentoring – establishing relationships between junior and senior colleagues or peers.  formal mentoring – arranged by the company; try and match people based on values, career aspirations, likes and dislikes, etc. For those involved with the programs, they often increase career aspirations in the company, job satisfaction, performance, and promotability  informal mentoring – arranged by individuals based on similarities between themselves and others  effects - research supportive of mentoring, but effect sizes with objective outcomes are small

9-12 Career Programs  Special target groups:  fast-track employees – must be identified early and given constant feedback, training, and counseling  outplacement programs – assisting terminated employees in finding a position with another organization  entrenched employees – taking steps to motivate employees who are a part of the organization because they have to be (vested, need the health insurance, etc), but do not want to be  supervisors – provide training for supervisors to be coaches, mentors, advisors, appraisers, and tools of reference  executive coaching – used to improve performance or refine behavior of executives in a company

9-13 Career Programs  Women, minorities, and employees with disabilities – Necessary to decrease adverse impact due to layoffs, and to keep skilled employees of all types.  New employee programs – Important for instilling a sense of commitment and satisfaction.  employee orientation programs  anticipatory socialization programs  realistic recruitment  Late career and retirement programs – Focus here is on helping retirees understand the life and career changes that are taking place. Also on assisting the transfer of valuable organizational knowledge to younger employees before individuals leave the organization (use retiring individuals as mentors, etc)

9-14 Career Programs  Programs to assist spouses and parents.  policies on hiring couples and relocation assistance  work-family programs – daycare, supervisor training, etc.  flexible work arrangements – job sharing, part-time work, telecommuting, etc  telecommuting  maternity/paternity leave  child/elder care services  Career development issues with teams.  Repatriates.