Human Resource Management
10th Edition
Appendix Chapter 7
CAREER PLANNING AND
DEVELOPMENT
© 2008 by Prentice Hall
7A-1
Career Planning and Development
Definitions
• Career - General course that a
person chooses to pursue throughout
working life
• Career planning - Ongoing process
whereby individual sets career goals
and identifies means to achieve them
• Organizational career planning - Firm
identifies paths and activities for
individual employees as they develop
© 2008 by Prentice Hall
7A-2
Career Planning and Development
Definitions (Cont.)
• Career path - Flexible line of movement
through which employee may move during
employment with company
• Career development - Formal approach
used by organization to help people
acquire skills and experiences needed to
perform current and future jobs
© 2008 by Prentice Hall
7A-3
Career Planning
• Process where plan life’s work
• Evaluates abilities and
interests
• Considers alternative career
planning
• Establishes goals
• Plans developmental activities
© 2008 by Prentice Hall
7A-4
Individual Career Planning: The
Self-Assessment
• Process of learning about oneself
• Realistic self-assessment may help
person avoid mistakes
• Getting to know yourself is not a singular
event
• Should be viewed as continuous process
• primary responsibility for career planning
rests with the individual
© 2008 by Prentice Hall
7A-5
Strength/Weakness Balance Sheet
• Self-evaluation procedure, developed
originally by Benjamin Franklin that assists
people in becoming aware of strengths
and weaknesses
• Individual lists strengths and weaknesses
as he or she perceives them
• Perception of weakness often becomes a
self-fulfilling prophecy
© 2008 by Prentice Hall
7A-6
Likes and Dislikes Survey
• Assists individuals in recognizing
restrictions they place on themselves
• Looking for qualities you want in job and
attributes of job you do not want
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7A-7
Using the Web for Self-Assessment
Assistance
• Valuable information available
• Some sites free, others charge
modest fee
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7A-8
Using the Web for Career Planning
Assistance
• Large amount of free information
available
• Develop and maintain a professional
network
• Investigate specific companies
© 2008 by Prentice Hall
7A-9
Organizational Career Planning
Planned succession of jobs
worked out by a firm to develop
its employees
Begins with a person’s job
placement and initial
orientation
Organizational career planning
must closely parallel individual
career planning if a firm is to
retain its best and brightest
workers
© 2008 by Prentice Hall
7A-10
Objectives Organizational Career
Planning Expected to Achieve
• Effective development of available talent
• Self-appraisal opportunities for employees
considering new or nontraditional career
paths
• Development of career paths that cut
across divisions and geographic locations
• Demonstration of a tangible commitment
to EEO and affirmative action
© 2008 by Prentice Hall
7A-11
Objectives Organizational Career
Planning Expected to Achieve
(Cont.)
• Satisfaction of employees’ specific
development needs
• Improvement of performance
• Increased employee loyalty and motivation
• Method of determining training and
development needs
© 2008 by Prentice Hall
7A-12
Career Paths
• Traditional career path
• Network career path
• Lateral skill path
• Dual career path
• Adding value to your career
• Demotion
• Free agents (being own boss)
© 2008 by Prentice Hall
7A-13
Traditional Career Path
Employee progresses
vertically upward in
organization from one
specific job to the next
Not as viable a career
path option today
© 2008 by Prentice Hall
7A-14
Network Career Path
• Both vertical job sequence
and horizontal opportunities
• Recognize experience
interchangeable at certain
levels and broad experience
at one level needed before
promotion to next level
© 2008 by Prentice Hall
7A-15
Lateral Skill Path
• Lateral moves within
company
• Employee becomes
revitalized and finds new
challenges
• No pay or promotion involved
• Opportunity to develop new
skills
© 2008 by Prentice Hall
7A-16
Dual Career Path
Technical specialists
contribute expertise
without having to
become managers
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7A-17
Adding Value to Retain Present
Job
• Workers view themselves as
independent contractors who must
constantly improve their skills to
continually add value to organization
• Workers need to develop own plan
© 2008 by Prentice Hall
7A-18
Demotion
• A more realistic option today
with limited promotional
opportunities and the fast
pace of technological
change
• Senior employee can
escape unwanted stress
without being a failure
© 2008 by Prentice Hall
7A-19
Free Agents
Take charge of all or part
of career by being own
boss or working for
others in ways that fit
particular needs or wants
© 2008 by Prentice Hall
7A-20
Career Planning and
Development Methods
• Manager/Employee SelfService
• Discussion with knowledgeable
individuals
• Company material
• Performance appraisal system
• Workshops
• Personal development plans
© 2008 by Prentice Hall
7A-21
Developing Unique Segments of
the Workforce
•
•
•
•
•
Baby Boomers
Developing Generation X employees
Developing the new factory workers
Generation Y -- As Future Employees
Generation I -- As Future Employees
© 2008 by Prentice Hall
7A-22
Baby Boomers
• People born between
just after World War II
through the mid-1960s
• Corporate downsizing
in the 1980s and 1990s
cast aside millions of
baby boomers
• Now returning
• Do not appear ready to
retire
© 2008 by Prentice Hall
7A-23
Generation X Employees
• Label affixed to the 40
million American workers
born between the mid1960s and late 1970
• Xers careers not founded
on relationship with any
one employer
© 2008 by Prentice Hall
7A-24
The New Factory Worker
• Life on factory line requires more
brains than brawn
• Laborers identifying skills and
educational strengths and
weaknesses and adaptability
© 2008 by Prentice Hall
7A-25
Generation Y -- As Present and Future
Employees
• People born between the late 1970s and
early 1990s
• Never wound a watch, dialed a rotary
phone, or plunked the keys of a manual
typewriter
• Leading edge of generation that will be
richest, smartest and savviest ever
• Often referred to as the echo boomers,
and nexters
• Want a workplace that is both fun and
rewarding
• Childhoods have been short-lived
© 2008 by Prentice Hall
7A-26
Generation I -- As Future
Employees
• Bill Gates, chairman of Microsoft
Corporation, referred to children born after
1994 as Generation I
• First generation to grow up with Internet
• Internet will change Generation I’s world
as much as television transformed world
after World War II
© 2008 by Prentice Hall
7A-27
© 2008 by Prentice Hall
7A-28