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SESSIION 21 &22
&
CAREE
ERS AND
D CARE
ER MANA
AGEME
ENT
INTRO
ODUCTIO
ON:
Career development
d t is importannt for comppanies to crreate and suustain a conntinuous leaarning
environm
ment.

Another factor influuencing the concept off careers is the growinng use of teeams to prooduce
products and provide services. Teams
T give companies the flexibiliity to bring talented persons
both insiide the com
mpany (full time employyees) and ouutside the coompany (tem mporary andd part
time empployees) to work
w on servvices and prooduction andd as-needed basis. In som me cases, caareers
are vieweed as projectt careers. Project Careerrs are a seriees of projectss that may not
n be in the same
companyy. These changes are alteering the carreer conceptt and increassing the impportance of career
c
managem ment from bo oth the employee’s and thet companyy’s perspectivve.

Career management
m can help em mployees saatisfy their needs.
n Careeer managem
ment is becooming
importannt also becau
use the workpplace is an area
a in whichh social equaality, workpllace diversityy and
personal liberation caan be achievved.

A relatedd issue is that

t some employees
e (
(especially i
independent t contractorss and temporary
employeees) choose to
t frequentlyy change joobs and careeers for perssonal interessts or to avooided
becomingg obsolete or
o expandabble by speciializing in one
o job as technology,
t the econommy or
business changes.

WHY IS CAREER MANAGEM

M MENT IMPO
ORTANT?

Career management
m is the processs through which
w employyees

• Become
B awaare of their own
o interestss, values, streengths and weaknesses.
w
• Obtain
O informmation abouut job opporttunities withiin the compaany.
• Identify
I careeer goals.
• Establish
E acttion plans to achieve carreer goals.
Career management
m is importannt from botth the emplloyee’s persspective andd the compaany’s
perspectiive. From thhe companyy’s perspective, the failuure to motivvate employyees to plan their
c result in a shortagge of emplooyees to fill open possitions, in lower emplloyee
careers can

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commitmment, and inaappropriate use of moniies allocatedd for trainingg and develoopment proggram.
From thee employee’ss perspectivee, lack of carreer manageement can result in frustrration, feelinngs of
not beingg valued in the companny, and beinng unable to find suitable employm ment should a job
change (iinternal or with
w other coompany) be necessary
n duue to mergerrs, acquisitioons, restructuuring,
or downssizing.

WHAT IS A CAR
REER?
Four difffferent meannings can bee applied tooy the conceept of careeers. First, caareers have been
describedd as advanceement. That is, careers are
a describedd as a sequennce of prom motions or uppward
moves inn a company y during thee person’s work
w life. Seecond, careeers have beeen describedd as a
professioon. This definition suggeests that careeers occur onnly in certain occupationns in which there
is clear pattern
p of adv
vancement.

A career refers to thee individual sequence off attitudes annd behavior associated with w work-reelated
experiencces and activ vities over thhe span of thhe person’s life.
l This deffinition doess not imply career
c
success oro failure based
b on proomotion or advancemennt, and it reecognizes thhat a careerr is a
process, that is, a serries of work--related expeeriences, whhich include the employeee’s positionn, job
experiencces and task ks are influennced by the employee’ss values, neeeds and feeliings. Employee’s
values, needs
n and feelings vary, depending on their stagge of careerr developmennt and bioloogical
age. As a result, man nagers and human
h resouurce developpment professsionals musst understannd the
career deevelopment process
p and the differennces in emplooyee needs and a interestss at each staage of
developmment.

THE PR
ROTEAN CAREER
C
Today’s careers are known as protean
p careeers. A proteaan career is based on seelf-direction with
the goal; of psychological succeess in one’s work. Proteean employeees take majjor responsibility
for manaaging their careers.
c For example, ann engineerinng employeee may take a sabbatical from
her enginneering posittion to workk at the Uniteed Way Agency for a year in a manaagement position.
The purppose of this assignment is to develoop her manaagerial skillss as well as to enable her h to
personallly evaluate whether
w she likes managgerial work more
m than enngineering.

TRADIITIONAL CAREER
C N CAREER:
VERSUS PROTEAN

Dimenssion Trraditional career

c Proteaan career
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Goal Prromotions Psychhological suuccess
Saalary increease
Psychollogical Con
ntract Seecurity f
for Emplooyability for
coommitmennt flexibility
Mobilityy V
Vertical Lateraal
Responsibility for Company Emplooyee
manageement
Pattern Liinear and expert
e Spirall and transiitory
Expertisse K
Know how Learn how
Developpment H
Heavy reeliance oon Greateer reliannce on
foormal trainning relatioonships and
a job
experiiences.

A MOD
DEL OF CA
AREER DEVELOPM
MENT:
Career deevelopment is a processs by which employee’s
e p
progress through a seriees of stages, each
characterrized by a different
d set of developm
mental taskss, activities and relationnships. Therre are
several career develo
opment methhods.

The life-ccycle modells suggest thaat employeees face certaiin developmental tasks over
o the courrse of
their careeers and thaat they movee through distinct life ofo career staages. The orrganization-bbased
models also
a suggest that t careers proceed throough a seriess of stages, but
b these moodels proposee that
career development involves employee’s
e learning to perform ceertain activiities. Each stage
involves changes in activities
a annd relationships with peeers and manaagers. The directional
d paattern
model deescribes the form
f or shappe of careerss.

CAREE
ER STAGE
ES:
There aree four careerr stages:

• Exploration
E
• E
Establishmennt
• M
Maintenance
• D
Disengageme ent

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Each careeer stage is characterize
c d by developpmental taskks, activities and relationnships. Emplloyee
retentionn, motivationn and performance are affected byy how well the companny addressees the
developm ment tasks att each careerr stage.

EXPLO
ORATION STAGE:
In this stage, individ duals attemppt to identiffy the type of work thhat that interrests them. They
consider their interessts, values annd work prefference and they
t seek information abbout jobs, caareers
and occuupations from m co-workerrs, friends and
a family members.
m Onnce they ideentify the typpe of
work or occupation that t interests them, indiividuals can begin pursuuing the neeeded educatioon or
training. Typically, exploration
e o
occurs in thee mid tens too early-to-latte 20s (whilee the individuual is
still a stuudent in the high school,, college, or a technical school). Expploration continues wheen the
individuaal starts a new
n n preparedd to take on work tasks and roles without
job is not w helpp and
directionn from otheers. In manyy jobs, the new emplloyee is connsidered ann apprenticee. An
apprenticce is an employee who worksw under the supervission and direection of a more
m experieenced
colleaguee or managerr.

ESTAB
BLISHMEN
NT STAGE
E:
In this sttage, individ duals find thheir place inn the compaany, make an a independdent contribuution,
achieve more
m responnsibility and financial suuccess, and establish
e a desirable
d lifestyle. Emplooyees
at this staage are interrested in being viewed asa contributoors to the com
mpany’s succcess. Emplooyees
who havve reached the establisshment age are considdered to be colleagues.. Colleaguess are
employeees who can work independently andd produce reesults. Theyy are less deppendent on more
experiencced employeees than those in the exploration staage. They leearn how thee company views v
their contributions from informall interactions with peers and manageers and from m formal feeddback
received through the performance appraisal system.
s

Maintenaance-stage employees
e m be askeed to review
may w or developp company policies
p or goals.
g
Their opinions about work proccesses, probllems and im
mportant issuues that worrk unit are facing
fa
may be solicited.

DISENG
GAGEME
ENT STAG
GE:

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In this stage,
s indiviiduals prepaare for a chhange in thee balance beetween workk and non work
activitiess. They may t role of a sponsor. A sponsor provides direction to other
y take on the
employeees, representts the compaany to custommers, initiatees actions annd make deciisions.

Disengaggement typiccally refers to t older empployees electting to retiree and concenntrate entirely on
non workk activities such as spoorts, hobbies, traveling or volunteeer work. Hoowever, a suurvey
conducteed by Watson n Wyatt, andd internationnal human reesources connsulting commpany, foundd that
three outt of four oldeer employeees preferred to t reduce theeir work houurs graduallyy rather thann face
the tradittional all-wo ork or no-woork type of retirement.
r F many em
For mployees, thhe disengageement
phase means
m a grad dual reductioon in work hours. Phaased retirem ment program ms help bothh the
employeees and the company. RecyclingR innvolves chaanging one’s major woork activity after
having been
b establisshed in a sppecific fieldd. Recyclingg is accomppanied by an a exploratioon of
values, skkills, interessts and potenntial employmment opportuunities.

CAREE
ER MANA
AGEMENT
T SYSTEM
MS:
Companiies career management systems
s varyy in the level of sophistication and thhe emphasiss they
place on the differen nt componennts of the process. All career manaagement sysstems includde the
componeents like selff-assessment, reality checck, goal settiing and actioon planning..

SELF-A
ASSESSMENT:
It refers to the use of informattion by empployees to determine
d thheir career interests, vaalues,
aptitudess and behavioral tendenncies. It ofteen involves psychologiccal tests succh as the Strrong-
Campbelll Interest Innventory andd the Self-D Directed Seaarch. The foormer helps employees their
occupatioonal and joob interests; the latter identifies employee’s
e preferences for workinng in
different types of environment
e s (e.g., salees, counseling, landscaaping). Testss may also help
employeees identify th
he relative value
v they plaace on workk and leisure activities.

REALIT
TY CHEC
CK:
Reality check
c referss to the infoormation emmployees recceive about how the company evalluates
their skills and knowwledge and where
w they fit into the company’s plaans. Usually,, this informmation
is providded by the employee’s
e m
manager as part of the performancee appraisal process.
p It is
i not
uncommon in well developed career plannning system ms for the managers to t hold sepparate
performaance appraisals and careeer developm ment discusssions. For exxample, in Coca
C Cola USA’s
U

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career pllanning system, employees and managers
m haave a separaate meting after the annnual
performaance revieww to discusss the empployee’s career interessts, strengthhs and posssible
developm
ment activitiees.

GOAL SETTING
G:
In goal setting,
s employees deveelop short annd long term m career objjectives. Theese goals ussually
relate to desired possitions, leveel of skill appplication, work
w settingg, or skill accquisition. These
T
goals aree usually disccussed with the managerrs and writteen into a devvelopment pllan. Developpment
plans usuually include descriptions of strenggths and weaaknesses, caareer goals and a developpment
activitiess.

ACTION PLANN
NING:
In actionn planning, employee
e deetermines how they will achieve their short and long term career c
goals. Acction plans may
m involve enrolling inn training coourses and seeminars, connducting infoormal
interviewws, or apply ying for joob openingss within thhe companyy. Fresh asssignments allow a
employeees to take addvantage of their
t existingg skills, expeeriences andd contacts whhile helping them
develop new ones. General Eleectric uses experiencedd managers to integratee newly acqquired
companiees, a strategyy that gives managers new challengges and allow ws them to use
u wide rannge of
uired over theeir career.
skills theey have acqu

ROLES
S OF EMP
PLOYEES,, MANAG
GERS, HUM
MAN RES
SOURCE MANAGE
ERS,
AND COMPANY
C Y IN CARE
EER MAN
NAGEMEN NT:
Employeees, their maanagers, hum
man resourcee managers and
a the com mpany share the
t responsibbility
for careeer planning. Figure show
ws the role of employeees, managers, human reesource managers
and the company
c in career
c managgement.

Employyee Managerr Companyy HR Manaager

Self-asssessment Coachinng Develop systems Informatioon and
to suppoort career advice
managemment
Self-devvelopment Counseling Develop culture Specializeed

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Action plan
p that supports services
career (Teachingg,
managemment. counselinng or
workshopps)
Create visibilityy Request
throughh Good
d informattion from
performmance and d other company
relationnships resourcees
Seek chhallenge

EMPLO
OYEE’S ROLE
R
The new w psychologiical contractt mentionedd earlier sugggests that employees
e can increase their
value to their curren
nt employerr by taking responsibilitty for career planning. Companies with
effective career manaagement sysstems expectt employee tot take respoonsibility forr their own career
c
managem ment. Britissh petroleumm Explorattion’s employees are provided with w a perrsonal
developmment planninng guide boook that leads them througgh assessment, goal settiing, developpment
planning and action planning. Participation
P n in the proggram is voluuntary. The employees must
also appproach their manager too initiate caareer- relateed discussioons as part of the perrsonal
developmment planninng process.

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Regardleess of how sophisticatedd the companny’s career planning
p is, employees should engaage in
several career manag
gement actions:

• Take the inittiative to assk for feedbback from managers

T m andd peers regaarding their skill
sttrengths andd weaknessess.
• Iddentify their stage of carreer developm ment and deevelopment needs.
n
• Seek challeng ges by gaininng exposure to a range ofo learning oppportunities.
• Innteract with employees from
f differennt work grouups inside annd outside thhe company.
• Create
C visibillity through good
g perform mance.
MANA
AGER’S RO
OLE:
To help employees deal
d with caareer issues, managers need
n to be efffective in four
f roles: coach,
appraiserr, and adviso
or and referrral agent. Managers
M are responsiblee for helpingg their emplooyees
manage their career through meeeting persoonal needs as a well as company’s
c n
needs. Coacching,
appraisinng, advising and servingg as a referral agent is important
i rooles for mannagers to plaay for
ges of their careers. Em
employeees in all stag mployees earlly in their caareers may needn inform
mation
related too how well their perfoormance is meeting
m cusstomer expecctations. Em mployees in both
establishm ments and maintenance
m stages mayy use the maanager as a sounding
s board for ideas and
perspectiives on job changes
c and career pathss. Managers need to undderstand empployee’s inteerests
by discusssing with em
mployees their job likes and dislikess. One way to t initiate thiis discussionn is to
ask emplloyees to write up the chharacterizes of a satisfyinng career. This exercise helps emplooyees
better unnderstand whhat they wannt from worrk in both thhe short term m and long term. Only after
understannding emplo oyee’s intereests can mannagers matchh employees to job experriences relatted to
their inteerests?

HUMA
AN RESOU
URCE MAN
NAGER’S
S ROLE:
HR mannagers shou uld providee information of advvice about training annd developpment
opportunnities. Also HR
H managerrs may proviide specializzed services such as testting to deterrmine
employeee’s values, interests annd skills; prreparing em
mployees forr job searchhes; and offfering
counselinng on career-related probblems.

COMPA
ANY’S RO
OLE:

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Companiies are respo onsible for providing
p em
mployees with the resouurces neededd to be succeessful
in careerr planning. These
T resouurces includee specific prrograms as well as processes for career
c
managem ment:

• Career worksshops (seminnars on such topics as hoow the careerr managemeent system works,
C w
seelf-assessmeent, goal settting and helpping manageers understannd and perfoorm their rolles in
caareer manag gement).
• Innformation ono career annd job opporrtunities (plaaces such as career centrre or newsleetters,
ellectronic dattabase or weebsites wheree employeess can find infformation abbout job opennings
annd training programs).
p
• C
Career plannning workboooks (printedd guides thaat direct em mployees through a series of
exxercises, discussions andd guidelines related to caareer planninng).
• C
Career counsseling (advicce from a professionall
p ly trained counselor whho specializzes in
w
working withh employees seeking assiistance with career issuees).

• Career paths (Planning job

C j sequencces and idenntifying skills needed for f advanceement
w
within and accross job fam
milies, such as
a moving frrom technicaal jobs to maanagement joobs).

Individ
dual and orgganizational role
r in career managemeent

Key Aspect
A In
ndividual rolle H Role
HR

Managing thhe expectatioons

M
reealistically:

clarifying possibilities of
Developing annd gaining
D
Goal seting
s (by kknowledge based a
and
cllarity on loong term
an ind
diviual) h
hierarchical based goals
goal / purpose
pproviding innformation on
b
business d
direction aand
p
possibilities

Action
n P
Planning w.r.t. type and Support inddividual pllan
S
planniing(by an duuration of joobs to be thhrough moveement along the
t
individ
dual) taaken up, commpanies or career paath:
inndustry to bee targeted, Joob rotations, advancemennts,

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annd other problem
p solviing assignmennts
developmentall needs etc.

Learn
L from m the A
Align indiviiduals to the t
exxperience andd insights company valuues
Mentooring &
of mentors / coaches
coachiing (by
p
provide inforrmal guidannce
the org
g.)
esstablish liffe long about
a buildingg career withhin
reelationships thhe organizatioon

L
Learn about present aassess valuues
Assesssment (by
prrofile and gaps
g that syynchronizatioon,
individ
dual &
need to be fuulfilled in p
performance, potential and
a
org)
thhe long run liikely career path
p

Honest
H performannce
Attaining
A a
additional
a
appraisals, identifyiing
Develoopment edducational
inndividual developmenntal
(by the quualification, obtaining
n
needs and fulffilling the sam
me,
dual & exxternal certficcations as
individ
p
providing o
opportunity to
org.) auuthentication of skills
immplement learning f
for
possessed
o
organizational l benefit

foocus onn de- oopportunity too participate in

bottlenecking v
various task forces
f to sollve
Challeenging
prrocesses, thuus keeping reeal time bussiness problemms
work (by the
thhe elemeent of
org.)
"cchallenge in the
t work" exposure to new busineess
allive im
mprovement tools
t

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