Chapter 10

Managing Careers
After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s career development
roles.
3. Describe the issues to consider when making promotion decisions.
4. Describe the methods for enhancing diversity through career
management.
5. Answer the question: How can career development foster employee
commitment?
The Basics Of Career Management

TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development

Focus

Human Analyzes jobs, skills, Adds information about

resource tasks—present and individual interests,
planning future. Projects needs. preferences, and the like to
Uses statistical data. replacement plans.
Recruiting and Matching organization’s Matches individual and jobs
placement needs with qualified based on variables
individuals. including employees’ career
interests and aptitudes.
Training and Provides opportunities Provides career path
development for learning skills, information.
 information, and Adds individual
attitudes related to job. development plans.
Performance Rating and/or rewards. Adds development plans
appraisal and individual goal setting.

Compensation Rewards for time, Adds tuition reimbursement

and benefits productivity, talent, and plans, compensation for
so on. non-job related activities
such as United Way.
FIGURE 10–1
Employee Career Development Plan
TABLE 10–2 Roles in Career Development
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.

Employer
• Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.
Manager
• Provide timely and accurate performance feedback.
• Provide developmental assignments and support.
• Participate in career development discussions with subordinates.
• Support employee development plans.
Choosing a Mentor
• Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you expect in terms of time and
advice.
• Have an agenda.
• Respect the mentor’s time.
TABLE 10–3 Possible Employer Career Planning and Development
Practices
Job postings
Formal education/tuition reimbursement
Performance appraisal for career planning
Counseling by manager
Lateral moves/job rotations
Counseling by HR
Pre-retirement programs
Succession planning
Formal mentoring
Common career paths
Dual ladder career paths
Career booklets/pamphlets
Written individual career plans
Career workshops
Assessment Center
Upward appraisal
Appraisal committees
Training programs for managers
Orientation/induction programs
Special needs (highfliers)
Special needs (dual-career couples)
Diversity management
Expatriation/repatriation

The Employer’s Role in

Career Development

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.
FIGURE 10–2
Sample Agenda—Two-Day Career Planning Workshop
Managing Promotions and Transfers

Handling Transfers
• Employees’ reasons for desiring transfers
  Personal enrichment and growth
 More interesting jobs
 Greater convenience (better hours, location)
 Greater advancement possibilities
• Employers’ reasons for transferring employees
 To vacate a position where an employee is no longer needed.
 To fill a position where an employee is needed.
 To find a better fit for an employee within the firm.
 To boost productivity by consolidating positions.
Enhancing Diversity Through Career Management
• Sources of bias and discrimination
 Too few people of color employed in the hiring department
 The “old-boy network” of informal friendships
 A lack of women mentors
 A lack of high-visibility assignments and developmental experiences
(glass ceiling)
 A lack of company role models for members of the same racial or
ethnic group
 Inflexible organizations and career tracks
Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects

Career Management and Employee Commitment

Career Management and

Employee Commitment (cont’d)
FIGURE 10–2
Sample Performance Review Development Plan
Retirement
• Preretirement Counseling Practices
 Explanation of Social Security benefits
 Leisure time counseling
 Financial and investment counseling
 Health counseling
 Psychological counseling
 Counseling for second careers
 Counseling for second careers inside the company
Attracting and Retaining Older Workers
KEY TERMS
career
career management
career development
career planning
career planning and development
reality shock
job rotation
mentoring
promotions
transfers
retirement

preretirement counseling
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
Chapter 10 Appendix
Managing Careers
Identify Your Career Stage
• Growth Stage
• Exploration Stage
• Establishment Stage
 Trial substage
 Stabilization substage
 Midcareer crisis substage
• Maintenance Stage
• Decline Stage
FIGURE 10–A1 Choosing an Occupational Orientation
TABLE 10–A1 Examples of Occupations that Typify Each Occupational
Theme

Realistic Investigative Artistic Social Enterprising Conventional

Engineer Physicians Advertising Auto Sales A Wide Accountants

s Executives Dealers Range
Psychologists Bankers
of
Carpente Public School
Research Managerial Credit
rs Relations Administrators
and Occupations, Managers
Executives
Development
Managers including:
Military
Officers
Chamber of
Commerce
Executives
Investment
Managers
Lawyers

FIGURE 10–A2 Finding the Job You Should Want (Part 1)

FIGURE 10–A3
Finding the Job You Should Want (Part 2)
Identify Your Career Anchors
FIGURE 10–A4
Finding the Job You Should Want (Part 3)

FIGURE 10–A5 Occupational Outlook Handbook Online

FIGURE 10–A6 Some Online Sources of Occupational Information
Career Guidance / Job Search

• All Star Jobs

• America's Career InfoNet
• Campus Career Center
• Career Magazine
• CareerExplorer
• College Central Network
• CollegeGrad.com
• Construct My Future (information about construction careers)
• Cool Works
• ERI's Career Salary and Cost of Living Calculators
• Futures in Nursing
• hotjobs.com
• Jammin Jobs!
• Job Bank USA
• Job Web
• JobProfiles.com
• JobSniper
• NationJob
• O*Net Career Center (includes career assessment)
• Occupational Outlook Handbook
• Personality Questionnaires Online
• Quintessential Careers
• SalaryExpert
 • Simply Hired
• Snag a Job
• Streaming Futures (career advice from industry leaders through online
streaming video)
• Think Big (information on technical careers)
• Translation Industry Career Guide
• True Careers
• Try Tools (information about careers in construction)
• You Apply Here (hourly and part-time employment)
Finding the Right Job

• Do Your Own Local Research

• Online Job Boards
• Personal Contacts
• Answering Advertisements
• Employment Agencies
• Executive Recruiters
• Career Counselors
• Executive Marketing Consultants
• Employers’ Web Sites
FIGURE 10–A7 CareerJournal.com
Writing Your Résumé
• Introductory Information
• Job Objective
• Job Scope
• Your Accomplishments
• Length
• Personal Data
• Make Your Résumé Scannable
FIGURE 10–A8
Example of a Good Résumé

Online Bios

• Fill it with details

• Avoid touchy subjects
 • Look the part
• Make it search friendly
• Use abbreviations
• Say it with numbers
• Carefully proofread

Handling the Interview

• Prepare, Prepare, Prepare
• Uncover the Interviewer’s Needs
• Relate Yourself to the Person’s Needs
• Think Before Answering
• Make a Good Appearance and Show Enthusiasm