Career Management & Development By Muhammad Zohaib Sufyan SZABIST

“Choose a job you love, and you will never have to work a day in your life”

“Choose an occupation you will enjoy, Otherwise, the Financial Rewards Or Fame You receive will not be enough to make You happy”

Career ?  Advancement  Profession The sequence of positions that a person has held over his or her life

How much responsibility does a company have for managing its employees’ career? Can a company take too much responsibility for employee career development? In what ways might this be harmful to employees?

Career Management  You, not the organization is responsible for managing your careers  Organization’s responsibilities are Communicating clearly organizations goals & future strategies Creating growth opportunities Offering financial assistance Providing the time for employees to learn

Self-AssessmentReality checkGoal SettingAction planning Employee Responsibility Company Responsibility Identify Opportunities & needs to Improve Provide Assessment info to identify Strengths, Weaknesses, Interests & Values Identify what needs are realistic to Develop Identify goal & Methods to determine goal progress Identify steps & timetable to reach goals Communicate performance evaluation, where employee fits in long-range plans of the company Ensure that goal is specific, challenging & attainable, Help employee to reach the goal Identify sources employee needs to reach the goal, including courses, work experiences, & relationship.

Individual Vs. Organizational Perspective of Career Management  Organizational Ensure capable, professional, managerial and technical should be available for organization’s needs  Individual Assisting Individual to Identify their goals and how to achieve them Focuses solely on individual including his life inside & outside organization as well

Career Development Vs. Employee Development  Employee Development Focuses on performance in immediate or intermediate time frames  Career Development Development of people for long term organizational needs  Employee Development should be connected to Career Development

Career Development : Value for Organizations  Needed talent will be available when required  Enhanced ability to attract & retain talented employees  Minorities & Women have comparable opportunities of growth  Reduced employee frustration  Enhanced cultural diversity  Organizational goodwill

Career Development : Value for Individual  Lets read from Pg # 227

Coaching & Mentoring  Lets read from Pg # 228

Traditional Career Stages  Exploration Transition from School to Work (in mid twenties)  Establishment One Begins to search for work and find first job  Mid Career Performance either moves up, stagnated or deteriorate in this stage

Traditional Career Stages  Late Career Individuals are no longer learning about their jobs nor expected to outdo level of performance from previous years  Decline The final stage in one’s career, usually marked by retirement

HIGH PERFORMANCEPERFORMANCE LOW Exploration EstablishmentMid CareerLate CareerDecline School to workFirst JobWell Performance The Elder Statesperson Retired Person AGE GROUPS

Career Choices  Various Models of career choices Holland Vocational Preference (Pg#234) The Schein Anchors Jung and the Myers-Briggs Typologies  Lets do this exercise in the break 

CAREER MASTERY  Get Active: Be Proactive and take Concerted Action  Get Connected: Know yourself and connect with Others  Get Informed: Identify Options and gather information  Get Focused: Make decisions and set goals  Wake Up! Wake up to your potential – know your habits and draw on all elements as needed

Many employees are unwilling to reallocate because they like their current community, and spouses and children prefer not to move. Yet employees need to develop new skills, strengthen skill weaknesses, and be exposed to new aspects of the business to prepare for management positions. How could an employee’s current job be changed to develop management skills?

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