9 Developing Careers © 2001 by Prentice Hall 9-1

© 2001 by Prentice Hall 9-2 Challenges  Establish a sound process for helping employees develop their careers.  Understand how to develop your own career.  Identify the negative aspects of an overemphasis on career development.  Understand the importance of dual-career issues in career development.  Develop a skills inventory and a career path.  Establish an organizational culture that supports career development.

© 2001 by Prentice Hall 9-3 Career Development An ongoing and formalized effort that focuses on developing enriched and more capable workers.

© 2001 by Prentice Hall 9-4 Career Development System: Linking Organizational Needs with Individual Career Needs What are the organization’s major strategic issues over the next two to three years? What are the most critical needs and challenges that the organization will face over the next years? What critical skills, know- ledge, and experience will be needed to meet these challenges? What staffing levels will be required? Does the organization have the strength necessary to meet the critical challenges? Organizational Needs How do I find career opportunities within the organization that: Use my strengths Address my developmental needs Provide challenges Match my interests Match my values Match my personal style Individual Career Needs Are employees developing themselves in a way that links personal effective- ness and satisfaction with the achievement of the organization’s strategic objectives? Issue:

© 2001 by Prentice Hall 9-5 The Career Development Process Assessment Phase Direction Phase Development Phase

© 2001 by Prentice Hall 9-6 The Assessment Phase of Career Development  Self-Assessment u Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers u Whether done through workbooks or workshops, self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values.  Organizational Assessment u Some of the tools traditionally used by organizations in selection are also valuable for career development. Among these are:  Assessment centers  Psychological testing  Performance appraisal  Promotability forecasts  Succession planning

© 2001 by Prentice Hall 9-7 Common Assessment Tools Self-AssessmentOrganizational Assessment Career workbooks Career-planning workshops Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

© 2001 by Prentice Hall 9-8 Sample Skills Assessment Exercise Use the scales below to rate yourself on each of the following skills. Rate each skill area both for your level of proficiency and for your preference. Proficiency: 1 Still learning 2 OK — competent 3 Proficient Preference: 1 Don’t like to use this skill 2 OK — Don’t particularly like or dislike 3 Really enjoy using this skill Skill AreaProficiencyx Preference = Score 1. Problem solving _____________________ 2.Team presentation _____________________ 3.Leadership _____________________ 4.Inventory _____________________ 5. Negotiation _____________________ 6. Conflict management _____________________ 7. Scheduling _____________________ 8. Delegation _____________________ 9. Participative management_____________________ 10. Feedback _____________________ 11. Planning _____________________ 12. Computer _____________________ 9-8

© 2001 by Prentice Hall 9-9 The Direction Phase of Career Development  Individual Career Counseling u This refers to one-on-one sessions with the goal of helping employees examine their career aspirations.  Information Services u Information services provide career development information to employees.  Job-posting systems  Skills inventories  Career paths  Career resource center

© 2001 by Prentice Hall 9-10 Career Path A chart showing the possible directions and career opportunities available in an organization; it presents the steps in a possible career and a plausible timetable for accomplishing them.

© 2001 by Prentice Hall 9-11 Alternative Career Paths for a Hotel Employee Bus- person Waiter/ Waitress Pantry Worker Pastry Cook Sauce Cook Short- Order Cook Sous- Chef Host/ Hostess Store- room Clerk Assistant Steward Liquor Store- room Steward Beverage Manager Asst. Banquet Manager Banquet Manager

© 2001 by Prentice Hall 9-12 The Development Phase of Career Development  Mentoring u Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support.  Coaching u Employee coaching consists of ongoing, sometimes spontaneous, meetings between managers and their employees to discuss the employee’s career goals and development.  Job Rotation u Job rotation involves assigning employees to various jobs so that they acquire a wider base of skills.  Tuition Assistance Programs u Organizations offer tuition assistance programs to support their employees’ education and development.

© 2001 by Prentice Hall 9-13 Making Career Development an Organizational Priority  Stress commitment to career growth and development in formal communications with employees.  Make career development a priority at all levels of the organization, starting at the top.  Provide managers with the people skills they need to develop their subordinates.  Emphasize that career development is a collaborative effort and that the employee must take primary responsibility for his or her own career.  Require managers to meet with their subordinates regularly to review personal career goals and objectives.

© 2001 by Prentice Hall 9-14 Making Career Development an Organizational Priority (cont.)  Ask managers to outline employee achievements and strengths when conducting an appraisal review session.  Encourage managers to collaborate with subordinates to develop a career vision.  Emphasize that part of the manager’s job is helping employees develop career action plans.  Encourage employees to take advantage of continuing education and other development activities.  Require managers to develop collaborative rather than top-down, control-oriented working relationships with their subordinates.

© 2001 by Prentice Hall 9-15 Effective Coaching Techniques  Create a Coaching Context u Identify your purpose in the coaching role u Set parameters  Actively Listen to the Person u Limit interruptions from others and from yourself u Reflect back to the person what you heard  Ask Questions u View the goal of the interaction as helping the employee to find answers that works best for him or her u Don’t give advice; ask questions that explore assumptions  Give Useful Feedback u Let the employee identify his or her difficulties to overcome. Your input should help clarify what needs to be done.

© 2001 by Prentice Hall 9-16 Suggestions for Self-Development  Create your own personal mission statement.  Take responsibility for your own direction and growth.  Make enhancement your priority, rather than advancement.  Talk to people in positions to which you aspire and get suggestions on how to proceed.  Set reasonable goals.  Make investment in yourself a priority.

© 2001 by Prentice Hall 9-17 Advancement Suggestions  Remember that performance in your function is important, but interpersonal performance is critical  Set the right values and priorities.  Provide solutions, not problems.  Be a team player.  Be customer oriented.  Act as if what you’re doing makes a difference.