CAREER AND
CAREER
MANAGEMENT
1
GROUP NO: 08
PRESENTERS
 Sadaf Butt
 Zainab
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 Mohsin Sadiq 20020920-027
 Fiza Ishtiaq
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 Muqaddas Qadeer 20020920-053
 Khalid Abrar
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 Amina Tahir
 Tayyaba
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Managing Careers Helps Accenture
Reach Out To Its Virtual Work Force
o Accenture is a management consulting firm and has
offices in 150 cities across the globe, including Argentina,
south Korea, Poland, andUSA.
o It encourages employees to spend time with clients
outside of offices, and they have virtual management
work forceof178,000employees.
o Accenture’s consultants analyze clients’ business needs
anddesign andimplement solutions.
o Careers marketplace, a website, by Accenture that provide
employees with information about changing careers
withinthe company.
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Managing Careers Helps Accenture
Reach Out To Its Virtual Work Force
o Accenture is a management consulting firm and has
offices in 150 cities across the globe, including Argentina,
south Korea, Poland, andUSA.
o It encourages employees to spend time with clients
outside of offices, and they have virtual management
work forceof178,000employees.
o Accenture’s consultants analyze clients’ business needs
anddesign andimplement solutions.
o Careers marketplace, a website, by Accenture that provide
employees with information about changing careers
withinthe company.
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INTRODUCTION
o Career development is important for companies to create
andkeep acontinuous learning environment.
o A study conducted by pricewaterhousecoopers suggests
that companies that are successful at managing the
employee growth focus on recruitment, career
development, culture orientation, andcommunications.
o The biggest challenge companies face is how to find a
balance between advancing current employees’ careers
while simultaneously attracting and acquiring employees
withnewskills.
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Why Is Career Management Important?
Career management is the process through which
employees:
o Become aware of their own interests, values, strengths,
andweaknesses.
o Obtain information about job opportunities within the
company.
o Identify career goals.
o Establish actionplans toachieve careergoals
.
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Career Management’s Influence On
Career Motivation
Career motivation means employees’
energy to invest in their careers, their
awareness of career direction and to
maintain both while encountering
barriers.
.
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Components Of Career Motivation
Careermotivation has three aspects:
1. Career Resilience: the extent to which employees can
cope withproblems that affect theirwork.
2. Career Insight: means how much employees know about
their interests and their skill strengths and weaknesses
and their awareness of how these perceptions relate to
theircareer goals.
3. Career Identity: the degree to which employees define
theirpersonal values according totheir work.
.
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The Value of Career Motivation
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WHAT IS
CAREER ?
It is the individual sequence of attitudes
and behavior associated with work- related
experiences and activities over the span of
the person’s life.
The concept of careers can be described:
o as an advancement.
o as a profession.
o a lifelong sequence of jobs.
o a lifelong sequence of role-related experiences.
o Protean career:
based on self-direction with
the goal of psychological success in one’s work.
o Psychological success:
WHAT IS
CAREER ?
the feeling of pride
and accomplishment that comes from achieving
life goals that are not limited to achievements at
work.
o Psychological contract:
the expectations
employers and employees have about each other.
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Comparison Of Traditional
Career And Protean Career
Dimension
Age
Traits
Goal
Mid 40s to mid 50s
(Born 1946-1964)
Are idealistic
Psychological Contract
Mobility
Are competitive
Late 50s to early 80s (Born in
1945 or before)
Question authority
Responsibility for
Management
Are members of the “me”
generation
Pattern
Want flexible retirement
Expertise
Want meaningful work
Development
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Suggested Characteristics Of
Different Generations Of Employees
Generation
Age
Traits
Millennium
90 to late 20s
(Born 1982-2000)
Are independent spenders
Are globally concerned
Are health conscious
Accept nontraditional families
Accept constant change
Understand need for training to remain employable
Are cyber-savvy
Have high expectations
Generation X Mid 20s to early 40s
(Born 1965-1981)
Are experienced and confident using new technologies
Are diverse
Are Independent
Are entrepreneurial
Are flexible
Are team players
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Suggested Characteristics Of
Different Generations Of
Employees
Generation
Age
Traits
Baby
Boomers
Mid 40s to mid 50s
(Born 1946-1964)
Are idealistic
Are competitive Question authority
Are members of the “me” generation
Traditionalis Late 50s to early 80s
ts
(Born in 1945 or before)
Are patriotic
Are loyal
Are fiscally conservative
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A Model Of Career Development
Career development involves progressing through
stages, with various tasks and relationships.
Different models offer diverse perspectives on
careerprogression.
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LIFE-CYCLE MODELS
o Developmental Tasks:
Employees encounter specific
tasks and move through distinct stages intheir careers
o Distinct Career Stages:
Employees navigate through
different stages, each requiring changes in activities and
relationships.
o Learning And Adaptation: Employees learn to perform
certainactivities, adapting tothe demands ofeach stage.
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Directional Pattern Model
o Form Of Careers: This model describes the form or
shape of careersand their progression.
o Employee Decisions: Employees make decisions
about career progression and returning to earlier
careerstages.
o Career Shapes: Careers may have linear shapes, or
they may follow a spiral form with various job
changes.
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Organization-based Models
o Career Stages: These models propose that career
development involves learning and performing
certainactivities.
o Learning to Perform: employees adapt to new
activities and develop relationships with peers and
managers
o Progress and Change: Career development is a
series of stages involving changes in activities and
relationships.
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1.
EXPLORATION
STAGE
o Identifying Interests: Individuals seek to
identify their interests, values, and work
preferences to choose a suitable career
path.
o Apprenticeship: New employees work
under supervision, requiring orientation
and socialization activities for a smooth
start.
o Independent Contribution: Employees
2.
ESTABLISHMENT
STAGE
establish themselves, make independent
contributions, and achieve more
responsibility and financial success.
o Colleagues: Employees are considered
colleagues, work independently, and
learn from informal interactions and
formal feedback.
o Work-life Balance: Developing policies to
help employees balance work and
nonwork roles becomes crucial at this
stage.
•Focus on keeping skills up to date.
•Concerned with maintaining a positive
3.
MAINTENANCE
STAGE
perception of contribution to the company.
•Have extensive job experience and
knowledge.
•In-depth
understanding of company
expectations and business conduct.
•Valuable as trainers or mentors for new
employees.
 Roles of mentors:
mentors are experienced
employees who teach or assist less experienced
colleagues.
3.
MAINTENANCE
STAGE
 Involvement
in
policy
and
goal
development: maintenance-stage employees
may be involved in reviewing or developing
company policies and goals.
 Career development at general electric:
during performance reviews, employees discuss
goals with managers. Reviews are examined by
operations and human resources personnel.
3.
MAINTENANCE
STAGE
Examples Of Career Development Initiatives
• Older managers with knowledge about the
company assisting in integrating newly
acquired businesses.
• Managers
with
newfound
mobility
encouraged to take advantage of overseas
assignments.
.
• Individuals may take on the role of a
sponsor, providing direction to others,
representing the company, initiating actions,
and making decisions.
• Often associated with retirement and a focus
4.
DISENGAGEMENT •
STAGE
on nonwork activities like sports, hobbies,
traveling, or volunteer work.
Many older employees prefer a gradual
reduction in work hours over traditional
retirement.
• Phased retirement programs benefit both
the employee and the company.
• Involves preparation for a shift in the
balance between
activities.
work
and
nonwork
o Company's role: major career management
activities in the disengagement stage include
retirement planning and outplacement.
4.
DISENGAGEMENT
STAGE
o Career changes in this stage: employees may
leave a company due to changes in interests,
values, abilities, downsizing, mergers, or
pursuing new occupations or jobs.
o Challenges
and benefits of phased
retirement:
employees
can
choose
retirement in a way that meets their
financial and emotional needs.
Recycling: involves changing major work
activity, often at an older age.
4.
DISENGAGEMENT
STAGE
Examples include employees pursuing new
careers such as fashion designing, marketing, or
transitioning from performance to backstage
roles.
Companies may develop retraining programs to
address labor shortages by recycling employees
into new jobs and careers.
Examples of recycling in careers: example of a
corporate manager at general electric pursuing
a lifelong dream of becoming a fashion designer
after early retirement.
Informational Interviews And Career
Exploration
4.
DISENGAGEMENT
STAGE
 Employees considering recycling often
conduct informational interviews with
managers and employees in areas of interest.
 Gathering information about skills, job
demands, and benefits is
informed career decisions.
crucial
for
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CAREER MANAGEMENT SYSTEM
Career management systems include the 4 components
1. Self assessment
2. Reality check
3. Goal setting
4. Action planning
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CAREER
MANAGEMENT
SYSTEM
The four steps in the career management
process use the development activities
o Formal education
o Assessment
o Job experience
o Interpersonal skills
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CAREER
MANAGEMENT
SYSTEM
The career management process is similar
to the development planning process.
o Self assessment & reality check
o Goal setting
o Action planning
assessment
formal education
job experiences & relationship
1.SELF
ASSESSMENT
Refers to the use of information by
employees to determine their career
interests, values, aptitudes, and behavioral
tendencies. It involves:
Psychological Test
o Strong Campbell Interest Inventory
o Self -Directed Search
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Example Of Self Assessment Test
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2. REALITY
CHECK
Reality check refers to the information
employees receive about how the company
evaluates their skills and knowledge and
where they fit into the company’s plans.
For Example :Coca-Cola career planning
system
In goal setting, employees develop shortand long-term career objectives. These
goals usually relate to:
3. GOAL
SETTING
o Desired positions
o Level of skill application
o Work setting
o Skill acquisition
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Example Of Career Development Plan
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o Employees determine hoe they will
achieve their long term and short term
goals.
4. ACTION
PLAN
o It may also include training and courses.
o Employees has opportunity to expand
their skills as well as achieve their goals
at the same time.
o The UPS system includes all the steps in
4. ACTION
PLAN
the career planning process. The most
important feature is the sharing the
information of the individual.
o It also have some several designed
feature that should be include in the
career management system according to
the business needs and strategies. Like
system is positioned and evaluation is
ongoing etc.
Career Management System On Web
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o A lot of companies have web sites that provides information with self
assessment tools, salary's for jobs and other description for the job within the
company.
o Boththe users gainvaluable information fromthesystem.
o This system gives employees control and responsibilities for identifying skill
deficiencies andencourages them todiscuss theirmanagement.
o This online system includes a job-fit analysis that allows employees to compare
their current competencies with the job positions they would like to have in the
future.
o It creates a profile which gives both current and future managers a living, up-todate narrative oftheiremployees goals andaspirations
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EMPLOYEE
ROLES AND
MANAGER
ROLES
Employee’s
Role
in
Career
Management "Briefly introduce the
concept of the new psychological
contract
and
protean
career.
Highlight
the
importance
of
employees taking responsibility for
their own career planning.
Employee’s Role in
Career Management
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Discuss
how
IBM’s
program
encourages employees to take
responsibility
for
career
development. Mention training and
development
opportunities,
including job rotations and crossfunctional projects.
Blue Opportunities
at IBM
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EMPLOYEE
ACTIONS FOR
CAREER
MANAGEMENT
List key actions employees should
take, such as seeking feedback,
identifying development needs, and
creating visibility through good
performance.
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Introduce
the
importance
of
managers in the career management
process. Emphasize that employees
often look to managers for career
advice and information.
Manager’s Role in
Career
Management
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Present the four roles: Coach,
Appraiser, Advisor, and Referral
Agent. Outline responsibilities for
each role using a concise table
format.
Continue
detailing
the
responsibilities of each manager role.
Provide examples or scenarios to
illustrate how managers can fulfill
these roles effectively.
Manager’s Four
Roles in Career
Management
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Introduce José’s situation in the oil
and chemical industry. Highlight the
challenges he faces and the potential
impact on his career.
Case Study:
José’s Career
Management”
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Summarize the steps Jose’s manager
should take to address his career
concerns. Emphasize the importance
of
communication
and
understanding Jose’s needs.
Manager’s
Approach with
Jose
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Present the expected outcomes of the
career discussion between José and
his manager. Emphasize agreement
on
developmental
steps
and
understanding performance and
options.
Results of
Career
Discussion
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Human Resource Managers Role:
o Itprovide information oncareer paths.
o Facilitate traininganddevelopment opportunities.
o Provide specialized services such as testing to determine
employees,values,interests,and skills.Preparing employees
for job searches and offering counseling on career-related
problems.
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Company’s Role:
Companies are responsible for providing employees with the
resources needed to be successful in managing their careers.
These resources include specific programs as well as processes
forcareer management:
o Career workshops(seminars
on topics such as how the career
management syatem work, self-assessment,goal setting and helping
managerstoperformtheirroleincareermanagement.
o Careerplanning workbooks(printed guides that direct employee through a
seriesofexercises,discussionandguidelinesrelatedtocareerplanning.
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Company’s Role:
o Career counseling (advice from a professionally trained
counselor who specializes inworking with employees seeking
assistance with career issues).
o Career paths (planning job sequences and identifying skills
needed for advancement within and across job families, such as
moving from technical jobs to management position .
o Importance of monitoring the career management system for
proper usage by managers and employees.
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Evaluating Career Management System:
o Career management system need to be evaluated to ensure that
they meeting the needs of employees and the business.
o Several types of outcomes can be used to evaluate career
management system.First the reactions of the customers who use
the career management system can be determined through
surveys.
o Highlight the significance of employee and manager feedback on
the career management system, emphasizing aspects like
information timeliness, helpfulness, and quality
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