“Career management is a joint exercise”. Discuss. - Career Management is concerned with ensuring that the organization has a steady flow of talent and can achieve its goals, mainly by offering opportunities to employees that will develop their abilities and advance their careers. The process of career management involves understanding oneself better in terms of one`s occupation in an organization (Bagdadli, & Gianecchini, 2019). - Organizational and individual career management are not mutually exclusive, but rather interdependent and complementary (Sturges et al., 2002; 2005). While individuals rely on organizations for career guidance within the organization, organizations rely on the knowledge and availability of employees to achieve and carry out the organization’s strategy (Thite, 2001). Research by Verbruggen and colleagues (2007) highlights this interdependence, showing that employees who practice individual career management are more likely to receive career management support from the organization than those who do not. - Careers and organizations have continued to change at a rapid pace resulting from increased globalization, constant technological advances, and organizational focus on continuous improvement (Zheng and Kleiner, 2001). As a result, employees must have the proper skills, knowledge and attitude to adapt to the changes quickly and positively. - Career theories have become more prevalent, so much so that different models have been proposed and debated. The most common debate in career literature continues to be whether career management is the responsibility of the individual or the organization. A study from Lips-Wiersma and Hall (2007) specifically examined the debate regarding which party holds primary responsibility for managing one’s career, the employee or the organization. One theory is organizations should not be involved in employees’ careers, allowing the employee to self-manage without the bureaucracy of the organization, and the second theory recommends organizations should still be involved. Lips-Wiersma and Hall (2007) found that although employees are now taking more responsibility for their careers, to be successful, career management should function as a wellintegrated organizational management system incorporating both the strategic direction of the organization and the aspirations of individuals. - There are two distinct types of career management strategies. The first targets on skills and strategies that enhance an individual’s career within their organization. This includes inhouse training and engaging with the senior management. The second strategy targets skill and strategies that enhance and individual’s career in general. This includes obtaining a higher level of qualification and building relationships with influential and professional persons. The first strategy will be influenced by the type and level of career management assistance offered by the organization. The second strategy depends on the individual’s commitment and satisfaction. - For individuals, knowing which skills to develop will guarantee their long-term relevance in the labour market and ensure their competitive advantage. Using career management services provide organisations and individuals with a unique perspective of the job market and insights into which skills are in the highest demand. It helps aspiring workers set the foundations for a fulfilling working life by understanding their own aspirations, strengths and passions. Careers are no longer linear but take numerous twists and turns. Awareness and orientation support through career management solutions helps individuals to build self-confidence and take ownership of their professional lives, allowing them to create careers that fit their personal needs. - Career management scholars suggest that career management needs to be a joint effort. Hall and Moss (1998) suggested that it is best for employers to take a relational approach, providing resources to the employees to prevent stagnation without trying to manage the employees’ careers for them. These resources include new work challenges or projects, network support to build new relationships inside the organization, or new assignments that teach new skills. Thite (2001) stated if organizations take the ‘what can you do for us’ mindset, they should not be surprised by the lack of employee loyalty and commitment; organizations need to provide for employees if they expect employees to provide valued performance and loyalty to them. - In conclusion, it can be stated that communication is a key ingredient for successful career management programs. Therefore, a thorough discussion with all parties involved regarding roles and responsibilities for career management should take place. Without such communication, the psychological contract could be broken, in which case it would take much longer to rebuild the trust needed to help both the employee and the organization succeed. Organizational career management should be an ongoing effort that combines informal and formal activities that are suited to the size, culture and type of organization. - The best approach to career management is one of mutual responsibility. A reciprocal relationship develops whereby the more an employee contributes to his or her own career, the more support he or she is given by an organization which results in a greater tendency for the individual to engage in self-management activities. - As simple as this appears, understanding of the new roles between parties can take time, because the process is complex and involves developing a new psychological contract. People are the most valuable resource in the present organizations, and providing them with a long-term stable career is a win-win situation for both the organization and their employees. Defining clear roles for career development will help the management in improving their career development practices and policies. References: See attached pdf sent via WhatsApp.
