1. Traditional Careers Hierarchical progression
Long term career in return for loyalty, commitments and adequate performance
Managed on a planned basis by the organisation
Some evidence that this type of career still exists

2. Factors Influencing a Change in Careers
Flatter structures
Need for flexibility
Uncertainty and change

3. Managers Managing Their Careers Today
Managers must learn to manage themselves and their work independently
Managers must build portfolios of achievements and skills and develop networks
Managers must market themselves within their sector

4. Portfolio Career ‘Exchanging full time employment for independence’
(Handy, 1994)

5. Boundaryless Career
Includes moves between organisations and non-hierarchical moves within organisations where there are no norms of progress or success
(Arthur, 1994)

6. The Old Psychological Contract
Table 19.1  The old psychological contract

7. Defining a Career Pattern or sequence of work roles of an individual
Increasingly appropriate to everyone’s work roles
Implies upward movement and advancement
Individuals’ development in learning and work throughout life (Collins & Watts, 1996)

8. Career Development Often referred to as the internal career
Responsibility rests with the individual
Purpose to meet the current and future needs of the organisation and the individual at work
Difficult to disentangle career development form general training and development

9. General Organisational Benefits in Career Development
Makes the organisation attractive to recruits
Recognition of employee needs
Likely to encourage employee commitment and reduce staff turnover
Encourage motivation and job performance
Exploits the full potential of the workforce

10. Career Development Stages (1 of 2)
Occupational choice – preparation for work
Organisational entry
Early career – establishment and achievement
(Greenhaus & Callanan, 1994)

11. Career Development Stages (2 of 2)
Mid career
Late career
(Greenhaus & Callanan, 1994)

12. What are Career Anchors?
Items that explain the pattern of career decisions that each individual has taken
Include the following:
Self-perceived talents and abilities
Self-perceived motives and needs
Self-perceived attitudes and values
(Schein, 1978)

13. Types of Career Anchors?
Technical/functional competence
Managerial competence
Security and stability
Creativity
Autonomy and independence
(Schein, 1978)

14. Additional Types of Career Anchors?
Basic identity
Service to others
Power, influence and control
Variety
(Schein, 1978)

15. Career Balance
Evidence that racial minorities and women limit their career choices
Same impact with social class identity
Until recently there has been no place for family & other interference in career development stages
Attention turning to the concept of work life balance

16. Individual Career Management
Individual staff should identify career goals, adopt strategies to support them, and plan to achieve them
In reality many people fail to plan

17. Types of Career Management Strategies
Creating opportunities
Extended work involvement
Self nomination
Seeking career guidance
Networking
Interpersonal attraction

18. The Career Resilient Workforce
Individuals need to:
Make themselves knowledgeable about market trends
Understand the skills & knowledge needed
Be aware of own strengths and weaknesses
Have a plan for increasing their performance and employability
Respond quickly to changing business needs
Move on when a win/win relationship is no longer possible

19. Career Management Competencies
Planning
Engaging in personal development
Balancing work and non-work
Optimising
(Ball, 1979)

20. Organisational Support for Career Development
Organisations should support their staff
Line managers taking career management seriously
Commitment of senior managers
Formal career management strategy
Integration with overall HR and business strategy

21. How Organisations Can Help Individuals
Career exploration
Career goal setting
Career strategies and action planning
Career feedback

22. Organisational Activities That Can Assist Individuals Career Development (1 of 2)
Career strategy
Career pathways and grids
Fast track programmes
Career conversations
Managerial support
Career counselling

23. Organisational Activities That Can Assist Individuals Career Development (2 of 2)
Career workshops
Self-help workbooks
Career centres
Assessment and development centres

24. Summary Context of careers is changing
Careers are owned and managed by individuals
Theories of careers development include career stage and career anchors
Individuals need to become career resilient
Organisations can support individuals by encouraging individual career management and having appropriate structures in place

25. Focus on Skills: Part IV Teaching
Teaching a person to do something is different to teaching understanding
Understanding something intellectually is different from understanding and changing how you interact with others

26. Bloom’s Approaches to Learning (CRAMP)
Comprehension
Reflex learning
Attitude development
Memory training
Procedural learning

27. Learning Stages Novice Advanced beginner Competency Proficiency Expert
(Quinn et al, 1990)

28. Job Instruction Understand task
Understand what satisfactory performance is
Practice the performance – division of task
Gain feedback

29. Job Instruction Sequence
Preparation
Instruction
Presentation

30. Preparation Establishing objectives Select learning methods
Practice routine

31. Preparation  Objectives
Organisational – contribution learner will make to the business
Behavioural – what the learner should be able to do when training is complete

32. Alternative Job Instruction Methods
Progressive part
Simplification
Memory training
Deduction
Cumulative part
Discrimination
Magnification

33. Instruction Mutual appraisal occurs Exchanges are important
Demonstrations and explanations
Task presented in simplest form
Encourage questioning

34. Presentation Common methods of presentation includes:
Chronological sequence
Known to unknown
Simple to complex
Problem to solution
Comparison

35. Summary
CRAMP
Selecting the right approach to learning is helped by identifying stage of learner
Alternative methods in job instruction include progressive part, simplification, mnemonics, rules, deduction, cumulative part, discrimination and magnification