Career Development
Chapter 12
Human Resource Development
New Employment Relationship
Corporate restructuring
Changing psychological contract
Length of employment with single firm
Geographic mobility
Dual careers
Generation X
What is a Career?
1. Property of an occupation (sales) or
organization (IBM)
2. Advancement – continuing success
3. Status of a profession (lawyer) – versus job
(carpenter)
4. Involvement in one’s work – can be negative
(Don’t make a career out of it.)
5. Stability of a person’s work pattern (sequence
of related jobs)
Career Planning and Career
Management
Employee
Centered
Mutual Focus
Organization
Centered
Self-directed/workbooks
Company workshops
Corporate seminars
Manager-employee
career discussions
Assessment centers
Talent inventories
Succession planning
Traditional Models of Career
Development
Stage 1: preparation for work (age 1-25)
Stage 2: organizational entry (age 18-25)
Stage 3: early career (age 25-40) –
proficiency, fit
Stage 4: mid career (age 40-55) –
reappraisal
Stage 5: late career (age 55-retirement)
Contemporary Views of Career
Development
Protean career – reinvent, flexible,
idiosyncratic, moves from one line of
work to another
Multiple career concept
Linear – through hierarchy
Expert – occupation based
Spiral – moves across related occupations
Transitory – moves across different fields
Individual-Oriented Process of
Career Management
Career exploration
Awareness of self and environment
Goal setting
Strategy development – action plan
Progress toward the goal
Feedback from work and non work
Career appraisal
Organizational-Oriented Career
Management Models
Pluralistic – process of assessing gaps between
organization’s strategy and individual’s career
concepts through
1. Counseling
2. Individual career development program
contracts
3. Cafeteria approach using variety of careertrack options, training, performance evaluation,
and reward systems
Systems View of Career
Management
People system – selecting, nurturing,
motivating
Job market system – developmental,
opportunities
Management and information systems –
facilitate exchange of people, ideas, and
information and links together,
Team-Based Career
Development
Team members serve as role models
Teams reward behavior, enhance growth
Teams determine team and individual
training opportunities
Team moves collectively to higher levels
People move laterally within team
Organization evaluates team, team
evaluates the individual
Roles in Career Management
Individual’s role is knowing what, why,
where, whom, when, and how
Manager’s responsibility is as coach,
appraiser, advisor, referral agent
HRD’s responsibility is to support
development, expert on information,
promote planning and learning, intervene
to remove roadblocks, promote mobility
Career Development Practices
and Activities
Self-assessment activities – workshops,
workbooks, Holland
Individual counseling
Internal labor market – postings, career paths,
career enhancement opportunities, skills
inventories
Organizational potential assessment – potential
ratings, succession planning
Developmental programs – job rotation,
mentoring
Issues in Career Development
Developing career motivation –
resilience, insight, identity
Career plateau
Career development for nonexempt
employees
Enrichment: effective career development
without advancement – certification,
retraining, transfers/rotation