1. Career Management and Development
Chapter 12
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2. 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).
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3. 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.
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4. 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.
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5. Stages of Life and Career Development
Stage views of adult development:
Erik Erickson
Daniel Levinson
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6. 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
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7. 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+)
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8. 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)
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9. 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.
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10. 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)
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11. Roles in Career Management
Who is responsible for career development?
Individual
Manager
HRD professional/career counselor
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12. 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
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13. 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
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14. Career Development Practices and Activities - 3
Developmental programs
Job rotation
Mentoring
Assessment Centers (used for both evaluating potential and developing employees)
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15. 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.
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16. 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?”
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17. 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.
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18. 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)
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19. 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).
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20. 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
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21. 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.
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22. 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.
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23. 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.
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24. 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.
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