Human Resource Management
Module 9
Career Management & Development
The Basics of Career Management
Career
The occupational positions a person
has had over many years.
10–2
The Basics of Career Management
Career management
The process for enabling employees to
better understand and develop their career
skills and interests, and to use these skills
and interests more effectively.
10–3
The Basics of Career Management
Career development
The lifelong series of activities that
contribute to a person’s career
exploration, establishment, success, and
fulfillment.
10–4
The Basics of Career Management
Career planning
The deliberate process through which
someone becomes aware of personal skills,
interests, knowledge, motivations, and other
characteristics; and establishes action plans to
attain specific goals.
10–5
Traditional Versus Career Development Focus
Employee Career
Development
Plan
The Individual
• Accept responsibility for your own
career.
• Assess your interests, skills, and values.
• Seek out career information and
resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your
career.
• Follow through on realistic career plans.
Roles in Career
Development
The Manager
• Provide timely performance
feedback.
• Provide developmental
assignments and support.
• Participate in career
development discussions.
• Support employee
development plans.
Roles in Career
Development
The Organization
• Communicate mission,
policies, and procedures.
• Provide training and
development opportunities.
• Provide career information
and career programs.
• Offer a variety of career
options.
Roles in Career
Development
Choosing a Mentor
1. Choose an appropriate potential
mentor.
2. Don’t be surprised if you’re turned
down.
3. Be sure that the mentor understands
what you expect in terms of time and
advice.
4. Have an agenda.
5. Respect the mentor’s time.
10–11
The Employer’s Role in Career
Development
1. Realistic job previews
2. Challenging first jobs
3. Career-oriented appraisals
4. Job rotation
5. Mentoring
6. Networking and interactions
10–12
Innovative Corporate Career
Development Initiatives
1. Provide each employee with an individual
budget.
2. Offer on-site or online career centers.
3. Encourage role reversal.
4. Establish a “corporate campus.”
5. Help organize “career success teams.”
6. Provide career coaches.
7. Provide career planning workshops
8. Utilize computerized on- and offline career
development programs
9. Establish a dedicated facility for career
development
10–13
Sample
Agenda—
Two-Day
Career
Planning
Workshop
10–14
Managing Your Career
Identify Your Career Stage
1. Growth stage
2. Exploration stage
3. Establishment stage
a. Trial sub stage
b. Stabilization sub stage
c. Midcareer crisis sub stage
4. Maintenance Stage
5. Decline Stage
10–16
Identify Your Occupational Orientation
1. Realistic orientation
Physical activities (forestry, farming)
2. Investigative orientation
Thinking, organizing, understanding (biologist)
3. Social orientation
Interpersonal rather than intellectual skills (social work,
psychologist)
4. Conventional orientation
Structured, rule-regulated activities (banker, accountant)
5. Enterprising orientation
Influencing others (lawyers, PR executives)
6. Artistic orientation
Self-expression (artists, musicians)
10–17
Example of Some Occupations that May
Typify Each Occupational Theme
Do you agree with this statement?
‘The primary career goal of most people is to make it to
the top of the ladder in their chosen profession.’
10–19
Identify our Career Anchors
Edgar Schein, the organisational psychologist and MIT
professor, first defined career anchors in the 1960s. In
order to understand our anchors, he suggests that when
looking at our careers, it is useful to recognise that we have
both an internal and an external career.
The internal career:
This is our subjective idea about life and work and our role
within it. It is our drives, ambitions, hopes and aspirations.
The external career:
This is more objective and represents the realistic
possibilities available to us.
The ‘career anchor’ is like an internal compass that guides
and defines our ‘internal career’. It is our motivator or
driver and is the one thing one will not give up, even in the
face of difficult choices.
Identify our Career Anchors
Schein identifies eight career anchor themes
and posits that we will all have prioritised
preferences for them:
1.
2.
3.
4.
5.
6.
7.
8.
Technical/functional competence
General management competence
Autonomy/independence
Security/stability
Entrepreneurial creativity
Service/dedication to a cause
Pure challenge
Lifestyle.
What does Career Anchor mean?
Schein suggests that in order to identify and understand our
anchors, it is useful to consider our reactions in relation to
three domains.
1. Skills and competencies –
The things we are good at.
2. Motives –
The things we want.
3. Values –
The things that are important to us.
Class Exercise
1. Determine the following:
1. Identify your occupational
orientation
2. Identify your career anchor or
anchors
3. 1-2 career goals
4. 2-3 development steps to get
from where you are now to
where you want to be
10–23
Paired Coaching Questions
1. To what extent does your current role reflect this
value?
(for example, if you value autonomy, how much
control do you have over your workload, type of
task, how you perform a particular task etc)
2. To what extent is your current role aligned with this
value?
3. Are there any activities that you can undertake to
increase alignment between this and your role that
will have a positive impact on you/on the
organisation?
4. What career development activities can you undertake
to gain a deeper understanding of your values?
10–24
Sample Career Plan
My occupational orientation is enterprising
Using my skills to influence others
My career anchors are
Managerial competence
Security
Career goals
To be a VP of HR
Development Steps
More global responsibility
More analytical business experience
10–25
Definition of Succession Planning :
“Succession planning is a means of identifying
critical management positions starting at
manager and supervisor levels and extending
up to the highest position in the organization.”
William J. Rothwell
Need for Succession Planning :
1. Need for future growth and skill
development
2. Proactive approach to fill key potential
vacancies
3. Aligns mission with workplace planning
strategy
Manager’s Role in Succession
Planning :
1. Identify
a. key replacement needs
b. Identify high-potential people
c. critical positions to include in the
succession plan
2. Clarify present and future work activities
and work results
3. Compare present individual performance
and future individual potential
4. Establish individual-development plans
(IDPs) to prepare replacements and to
develop high-potential workers
Steps in Succession Planning Process :
1. Gain Buy-in from Senior Management
2. Identify succession planning purpose and goals.
3. Assess the organizations current and future business
strategy and top leadership replacement needs. Identify and
analyze key positions.
4. Assess candidates against job and competency
requirements.
5. Identify development strategies.
6. Define succession planning process and procedures.
7. Communicate and implement succession planning.
8. Collect information from employees regarding their career
interests and expertise.
9. Assess employee competencies.
10.Create individual development plans.
11.Select people to potential fill positions.
12.Develop, select, and schedule training and development
programs.
13. Monitor progress.
14. Measure and evaluate outcomes.
10–29
Checklist to Succeed :
1. Identify a systematic approach for identifying,
nominating and selecting potential successors
2. Review background information on potential
successors, such as education, experience,
skills, appraisals and potential
3. Develop skills of potential successors through
work experiences, job rotation, projects and
other challenging assignments
4. Determine training and development
requirements of potential successors
Succession planning must include a system for
providing feedback and encouragement to
potential successors
5. Establish a system for monitoring candidate's
development plan progress by senior
management
10–30
The Leadership Pipeline model
Provides a framework upon which
organizations can plan succession
effectively
7. Getting results through
comprehensive Enterprise
Leadership & Statesmanship.
6. Getting results through
Business Managers.
Scope and Complexity Increases
5. Getting results through
comprehensive business
management.
4. Getting results through a
function.
3. Getting results through
managers.
2. Getting results through others.
1. Getting results through personal
effort.
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The key to evaluating the leadership pipeline
1.Work Values:
What people believe is important and becomes
the focus of their effort(Attitude)
2.Skill Requirements:
Capabilities required to execute new
responsibilities (Ability)
3. Time Applications:
New time frames that govern how one
works(Focus)
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