Career Management and Development Chapter 12 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Questions for Discussion - 1 1. When you think about the term “career,” what comes to your mind? The pattern of work-related experiences that span the course of one’s life (Greenhaus et al., 2000). 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Questions for Discussion - 2 2. What is meant by the idea of a “new” employment relationship? An exchange relationship for the mutual benefit of both the employer and the employee. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Questions for Discussion - 3 3. Does it make sense to speak of careers and career planning in today’s business environment? Yes, there is still value in personal and organizational planning – especially as things become more turbulent in the work world. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Stages of Life and Career Development Stage views of adult development: Erik Erickson Daniel Levinson 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Levinson’s Eras or Seasons of Life Spring: Pre-adulthood (0-22) Summer: Early adulthood (17-45) Fall: Middle adulthood (40-65) Winter: Late adulthood (60+) 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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) 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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) 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Roles in Career Management Who is responsible for career development? Individual Manager HRD professional/career counselor 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Career Development Practices and Activities - 1 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 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Career Development Practices and Activities - 2 Internal labor market information Job posting Career paths Skills inventory Assessments of organizational potential Potential ratings Assessment Centers Succession planning 6/6/2019 DeSimone et al. (2002) HRD3e CH12

Career Development Practices and Activities - 3 Developmental programs Job rotation Mentoring Assessment Centers (used for both evaluating potential and developing employees) 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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?” 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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) 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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). 6/6/2019 DeSimone et al. (2002) HRD3e CH12

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 6/6/2019 DeSimone et al. (2002) HRD3e CH12

How to Improve Career Development Efforts - 1 Integrate career planning with the organization’s strategic planning efforts. Strengthen the linkages between career development and other HR systems. Increase the openness of career development systems (i.e., less secretive). Enhance the role of managers in career development. Expand team-based development efforts. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

How to Improve Career Development Efforts - 2 Increase the use of on-the-job development efforts (rather than “one shot” training). Encourage job enrichment and lateral job movement. Identify and develop transferable job competencies. Include personal values and lifestyle assessments within career development activities. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

How to Improve Career Development Efforts - 3 Implement a wide variety of approaches to accommodate different learning styles. Link career development to the organization’s quality (TQM) initiatives. Expand the measurement and evaluation of career development activities. Continue to study best practices in career management and development in a global context. 6/6/2019 DeSimone et al. (2002) HRD3e CH12

DeSimone et al. (2002) HRD3e CH12 Summary The best career development is likely to be done... In the context of a systems approach. As a joint effort between: You Your manager HRD/Career professional You need to be proactive in managing your own career. 6/6/2019 DeSimone et al. (2002) HRD3e CH12