-GROUP 9 KRISTIN E.KOSHY KIRAN J.

P JIJI KRISHNAN CHERRY VARGHESE ROBIN AKHIL

ROLES IN CAREER MANAGEMENT

Employees Role Managers Role Companys Role HR Managers Role

Employees Role
Employees take responsibility for their own career management. Employees should engage in several career management actions:
Take the initiative and ask for feedback regarding

their skill strengths and weaknesses.

Identify their stage of career development and development needs.


Seek challenges by gaining exposure to a range of

learning opportunities.
Interact with employees from different work groups inside and outside the company. Create visibility through good performance.

British Petroleum Exploration

Managers Role Career advice

Evaluate employees readiness for job mobility.

Primary source of information about position openings,

training courses and developmental opportunities.

Effective in four roles:
Coach

Appraiser
Advisor Referral Agent

HR Managers Role
Provide information or advice about training and

development opportunities.
Offer specialized services such as testing
To determine the employees values, interests and skills.

Preparing employees for job searches. Offering counseling on career-related problems.

Companys Role
Providing Resources which also includes specific programs and processes.
Career Workshops Information on career and job opportunities Career planning workbooks

Career Counseling
Career paths


Monitor the career planning system

Ensure that managers and employees are using the

system as intended. Evaluate whether the system is helping the company meet its objectives.

SOCIALIZATION Process by which new employees are transformed

into effective members of the company. ANTICIPATORY SOCIALIZATION
Employees develop expectations about the company, job, working conditions, and interpersonal

relationships.
Developed through interactions with representatives of the company during recruitment and selection process.


Realistic Job Preview
Provides accurate information about attractive and
unattractive aspects of job, working conditions, company and location.


ENCOUNTER

Employee begins a new job.

Individuals beginning new jobs will experience shock and surprise. Need to be become familiar with job tasks, receive appropriate training and understand company practices and procedures.

SETTLING IN

Employees begin to feel comfortable with their job demands and social relationships. Start resolving work conflicts and conflicts between work and nonwork activities. Employees become interested in the companys

evaluation of their performance and in learning about potential career opportunities within the company.

SOCIALIZATION AND ORIENTATION PROGRAMS

Provide employees with broad understanding of The history of the company The company goals Day-to-day interpersonal relationships Performance requirements

ORIENTATION

It involves familiarizing new employees with

company rules, policies and procedures

The content of orientation programs include Company level information Department level information Miscellaneous

ORIENTATION PROCESS

It consists of completing payroll forms and

reviewing personnel policies with managers

Software and online tools are now very much helpful for new employees Social networks help the employees to learn the orientation content

CHARACTERISTICS OF EFFECTIVE ORIENTATION PROCESS

Employees are encouraged to ask questions.

It include information about both technical and social

aspects of the job. Orientation is the responsibility of the manager.

New employees are not debased or embarrassed.

Formal and informal interactions with managers and peers. Involves relocation assistance.

Career Path
A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company. Many companies career paths are structured so that individual contributors can advance and receive certain financial rewards by moving into managerial positions. Advancement opportunities within technical career path are limited because individual contributors may lack experience and competencies ,needed to be successful.

Individual Contributor Career Path

Scientist Principal Research

Research Scientist

Scientist

Management Career Path

Director

Assistant Director

Department Manager

Manager

Assistant Manager

 A career path system can have negative consequences: 1) Due to lower status, less salary ;individuals(scientists) select to leave the company 2) If individuals want to gain status and additional salary, they choose to become managers. 3) Individuals who cannot meet the challenges of managerial position, may leave the company.


Developing career paths involves 1) Analyzing work and information flows. 2) Types of tasks performed across jobs 3) Similarities and Differences in Working Environment 4) Historical movement patterns of employees into and out of jobs(where in the company employee come from and what positions they take after leaving jobs)

Dual-Career-Path System
It enables employees to remain in a technical career path or move into a management career path Research scientists have the opportunity to move into 3 different career paths: a scientific path and 2 management paths. It is assumed that employees can earn comparable salaries and have similar advancement opportunities in these 3 paths. The paths were comparable in terms of responsibility, rewards and influence

Dual Career Path System

Fellow Director

Program Manager
Senior Program Manager Associate Section Manager

Senior Research Leader Research Leader

Associate Director

Project Manager

Department Manager

Researcher

Senior Research Scientist

Section Manger

Principal Research Scientist

Research Scientist

Characteristics of Effective Career Paths

Salary, status and incentives for technical employees are comparatively favorable with those of managers.
Individual contributors base salary may be lower than managers, but they are given opportunities to increase their total compensation through bonuses. E.g. For patents and developing new products

 The individual contributor career path is used in the case of employees with outstanding technical skills.

Individual Contributors are given the opportunity to choose their career path. The company provides assessment resources such as psychological tests and development feedback.
Assessment information enables employees to see how similar their interests ,work values and skill strengths are to those of employees in technical and managerial positions

Development of the Career Path System

The first step is to create descriptions of skills and performance levels that apply to managerial and contributor positions. Skill Matrices were constructed for the two career paths. Each skill matrix describes the skills needed for each position within each career path. Skill Matrix is a table that displays peoples proficiency in specified skills and knowledge. It also shows their interest in working using their skills and knowledge.

 The skill matrices were distributed to all employees so that they were aware of the skills they needed in current job and skills needed for development. The matrices were used to determine what training or experience, employees needed to meet current job responsibilities and for the next job. Employees could move from individual contributor to the management career path based on their performance, their qualifications and business need

Skill Based Pay System

Skill based pay system are also used by companies to reward employees . Employees pay is based on their level of knowledge or skills rather than current job

Advantages
1) Motivate employees to broaden their skill base. 2) Reduce the difference in pay rates between managerial and non managerial positions.