Career Management Development

Career Management and Development
Chapter 12
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Copyright 2008 Werner et al
Learning Objectives
Define the term career, and explain the roles involved in career management and development Explain the effect that the new employment relationship is having on career management Describe how models of life and career development enhance our understanding of careers
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Learning Objectives 2
Explain what is involved in career management and describe several models of career management Describe five career management practices Describe four issues that affect career management Understand what is involved in designing a career management program
Have You Ever Wondered

What exactly are people talking about when they refer to a new employment relationship? If things are changing so rapidly within organizations and in the external environment, does it even make sense to talk about career development issues? Are there typical issues that employees face at particular ages or stages of their careers? What roles should employees, managers, and HRD professionals play in managing employees' careers? What types of career development activities are actually used by organizations?
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Careers
Study of careers and how they develop is one of the most active areas of inquiry in the social sciences Psychologists, educators, sociologists, economists, and management scholars all seek to understand how a person selects, works within, and makes decisions to change the focus of his or her working life
Careers and HRD

Understanding and finding ways to influence the careers of employees in an organization is also an integral part of HRD Career development provides a future orientation to HRD activities It is a fact of life that people and organizations change
Need for Career Development

Developing in a job or a career requires
Organizational objectives and the blend of knowledge, skill, abilities, and other characteristics (KSAOs) it will take to reach those objectives change in response to challenges from the environment
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Changes in Environment
Environment that has been typified by
rapid change increased competition globalization an employment relationship that is less loyalty based flatter, less hierarchical organizational structures
The New Employment Relationship

In the past there was an entitlement mentality toward jobs, benefits, and the like, that is, that employers owed such things to their employees Career development was seen primarily as the organizations concern.
The goal was to ensure that the ranks of management would be filled with individuals who were prepared for these tasks and fit the organizations culture
Old-Style Career Development

Career development practices that were used primarily created an internal labor market to fulfill the organizations needs Career progress was defined primarily in terms of promotion and pay increases within one organization Individuals often viewed career planning to the extent that they had vertical aspirations and were selected for or volunteered to participate in the organizations development activities Moving up through the ranks of management was often the main career goal
Changes in the Relationship

We cant promise you
how long well be in business that we wont be acquired that therell be room for promotion that your job will exist when you reach retirement age that the money will be available for your pension
We cant expect your undying loyalty, and we arent even sure we want it
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The Realization of Employment Mortality

That employees, not the organization, are responsible for their own continued employability has created uncertainty for many people
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The Changing Employee

Employees are increasingly expected to assume responsibility for
developing and maintaining their own skills adding demonstrable value to the organization understanding the nature of their employers business
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The Changing Employer

Employers should provide
opportunities for skill development, training, and education employee involvement in decision making, assistance with career management (e.g., coaching and mentoring), and performance-based compensation
Overall, the concept of a boundary-less career, that is, a career not bound to one organization or profession, has become popular
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Impact of the New Employment Relationship

There will continue to be a significant number of organizations that have longterm relationships with their employees The work organizations do to achieve their goals changes over time
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What Is a Career?
Career means many things to many people
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The Property of an Occupation or Organization

Advancement
Career denotes ones progression and increasing success within an occupation or organization
Status of a profession. Some use the term career to separate the professions, from other occupations
The lawyer is said to have a career, while the carpenter does not
Degree of involvement in ones work Stability of a persons work pattern

A sequence of related jobs is said to describe a career, whereas a sequence of unrelated jobs does not
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Career Defined
A career is best described broadly as
the pattern of work-related experiences that span the course of a persons life This definition includes both
objective events, such as jobs subjective views of work, such as the persons attitudes, values, and expectations
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Career Choice
The job and occupational choices an individual makes during a career are determined in large part by
forces within the individual, the organization other external forces
(e.g., society, family, the educational system)
The individual is driven toward particular job choices by his or her skills, knowledge, abilities, attitudes, values, personality, and life situation
Relationship of Career to Non-work Activities

One must consider all of an individuals skills, abilities, and interests One must recognize the impact and value that relationships outside of work have on employees People come to organizations for specific reasons
those reasons often change as they age
Career Development
An ongoing process by which individuals progress through a series of stages, each of which is characterized by a relatively unique set of issues, themes, and tasks
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Career Planning and Career Management

Both the individual and the organization have interests in an individuals career Both parties may take actions to influence that career These sets of related activities are referred to as career planning and career management These activities can be viewed as existing along a continuum
Career Planning
A deliberate process of
becoming aware of self, opportunities, constraints, choices, and consequences identifying career-related goals programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain a specific career goal
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Career Management
An ongoing process of
preparing implementing monitoring career plans
Undertaken by the individual alone or in concert with the organizations career systems
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Spectrum of Career Development Activities

Fig. 12-1
Employee centered: career planning
Mutual focus: manager-employee planning
Organization centered: career management
Self-directed workbooks and tape cassettes
Company-run career-planning workshops
Corporate seminars on organizational career
Manageremployee career discussions (includes separate training for managers)
Developmental Corporate assessment talent centers (with inventories feedback)
Corporate succession planning
SOURCE: Hall, D. T. (1986). An overview of current career development theory, research, and practice. In Hall, D. T., and associates (eds.), Career development in organizations (4), San Francisco. Copyright 1986 by Jossey-Bass, Inc. This material is used by permission of John Wiley & Sons, Inc.
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Career Development Activities

Vary according to
the amount of influence by the individual the amount of information provided to the individual the amount of influence by the organization the amount of information provided to the organization
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Stages of Life and Career Development

Common experiences, challenges, or tasks most people seem to go through as their life or career progresses Stage view helps to predict likely crises and challenges and therefore plan ways to resolve or minimize them Stage views of development have their limitations
all individuals are unique and will not have the same experiences
Stage Views of Adult Development

Eriksons Model of Adult Development Levinsons Eras Approach to Adult Development
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Eriksons Model of Adult Development

Table 12-1
Stage of Development (Issue) Basic trust versus mistrust Autonomy versus shame and doubt Initiative versus guilt
Age Range (Years) Infancy 1-3 4-5
Industry versus inferiority

Identity versus role confusion Intimacy versus isolation Generativity versus stagnation Ego integrity versus despair
6-11
Puberty & Adolescence Young Adulthood Middle Adulthood Maturity
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Levinsons Eras Approach to Adult Development

Major phases of a persons life (called eras) are like seasons of the year in the following ways:
They are qualitatively different Change occurs within each season There is a transitional period between each season that is part of both seasons No season is superior or inferior to another season Each season contributes something unique to life There are four seasons or eras in a persons life
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Levinsons Eras Approach to Adult Development

Fig. 12-2
Late adulthood 65 Late adult transition 60 Culmination of middle adulthood 55 Age 50 transition 50 Entering middle adulthood
Late adulthood
45
Mid-life transition 40 Settling down 33 Age 30 transition 28 Entering the adult world 22 Early adult transition 17 (Childhood and adolescence) Preadulthood
Middle adulthood
Early adulthood
SOURCE: From Levinson, D. J., Darrow, C. N., Klein, E. B., Levinson, M. H., & McKee, B. (1978). Seasons of a mans life. New York (57). Copyright 1978 by Daniel J. Levinson. Reprinted by permission of Alfred A. Knopf.
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Models of Career Development

Preparation for Work (Age 025) Organizational Entry (Age 1825) The Early Career (Age 2540) The Mid-Career (Age 4055) The Late Career (Age 55Retirement)
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A Five-Stage Model
Table 12-2
Occupational Choice: Preparation for Work

Typical Age Range: Major Tasks: Initially 025; then variable Develop occupational self-image Assess alternative occupations Develop initial occupational choice Pursue necessary education
SOURCE: From Career Management 3rd edition by Greenhaus. © 2000. Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800-730-2215.
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A Five-Stage Model
Table 12-2
Organizational Entry
Typical Age Range: Initially 1825; then variable Major Tasks: Obtain job offer(s) from desired organization(s) Select appropriate job based on accurate information
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A Five-Stage Model
Table 12-2
Early Career: Establishment and Achievement

Typical Age Range: 25 - 40 Major Tasks: Learn job Learn organizational rules and norms Fit into chosen occupation and organization Increase competence Pursue The Dream
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A Five-Stage Model
Table 12-2
Mid-Career
Typical Age Range: 40 - 55 Major Tasks: Reappraise early career and early adulthood Reaffirm or modify The Dream Make choices appropriate to middle adult years Remain productive in work
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A Five-Stage Model
Table 12-2
Late Career
Typical Age Range: Major Tasks: 55 - retirement Remain productive in work, Maintain self-esteem Prepare for effective retirement.
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Reconciling the Traditional and Contemporary Career Models

Individuals should take responsibility for their lives and employability Organizations also bear a responsibility for career management,
for their own interests for the well-being of those who work within their organization
It would be foolish to ignore age-based stage models of life and career

Four Career Concepts 1

Linear
A progression of movement up an organizational hierarchy to positions of greater responsibility and authority; motivated by desire for power and achievement; variable time line; in the United States, this has been the traditional view of a career
Expert
A devotion to an occupation; focus on building knowledge and skill within a specialty; little upward movement in a traditional hierarchy, more from apprentice to master; motivated by desire for competence and stability; rooted in the medieval guild structure
Four Career Concepts 2

Spiral
A lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties; sufficient time to achieve a high level of competence in a given area before moving on; motives include creativity and personal growth
Transitory
A progression of frequent (three to five years) moves across different or unrelated jobs or fields; untraditional; motives include variety and independence
Life Stage and Career Models

By understanding the models
individuals can be better equipped to think about, anticipate, and manage the transitions they will experience during their lives organizations can develop strategies and tactics to
manage the career transitions their employees will experience create career management systems that will both meet the organizations HR needs and satisfy the needs of employees
The Process of Career Management

Career management involves both
planning for career activities putting those plans into action
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A Career Management Model

Information, Opportunities, and Support from
Fig 12-3
Need to make decision
Career exploration A
Awareness of self and environment B
Goal setting C
Career appraisal H
Feedback: work/ nonwork G
Progress toward goal F
Strategy implementation E
Strategy development D
Educational, Family, Work, and Societal Institutions
SOURCE: From Career Management 3rd edition by Greenhaus. 2000. Reprinted with permission of South-Western, a division of Thomson Learning:www.thomsonrights.com. Fax 800-730-2215.
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Model Characteristics
Model represents an ideal career management process:
the way people should conduct career management not a description of what the typical person actually does
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Eight Career Activities

Individual responds to the need to make a career decision. That response includes eight activities:

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career exploration awareness of self and environment goal setting strategy development strategy implementation progress toward the goal feedback from work and non-work sources career appraisal
Copyright 2008 Werner et al 45
The Career Management Cycle

A problem-solving, decision-making process Information is gathered so individuals can become more aware of themselves, and the world around them Goals are established, plans or strategies are developed and implemented Feedback is obtained to provide more information for ongoing career management
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Career Management Activities

Table 12-3
Career exploration.
Career exploration involves gathering information about ones self and the environment
Awareness of self and environment

Successful career exploration will lead the individual to a deeper self-awareness An understanding of both opportunities and constraints present in the environment
This awareness of self and environment can lead the individual to set or revise career goals, or strategies
SOURCE: From Career Management 3rd edition by Greenhaus. 2000. Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800-730-2215.
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Table 12-3
Goal setting.
A career goal is an outcome the individual decides to try to obtain
Such goals may be specific (e.g., I want to become a partner in my accounting firm by age 35) or general (e.g., I want to be a successful and respected chef)
To the extent career goals are based on an awareness of the self and environment, they are likely to be realistic
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Table 12-3
Strategy development
A career strategy is an action plan for accomplishing the career goal
Includes the actions that should be carried out and a timetable for performing them The strategy will be more effective if it is based on realistic self-awareness and environmental awareness
Seven career strategies:

competency in the current job increased involvement in work developing skills developing opportunities cultivating mentor relationships image building engaging in organizational politics
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Table 12-3
Strategy Implementation
Strategy implementation involves carrying out the strategy the individual has developed Following a realistic strategy as opposed to acting without a clearly defined plan increases the likelihood of attaining the career goal It is easier to get where you want to go if you have a plan to follow Strategy implementation can lead to progress toward the goal and feedback from work and non-work sources
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Table 12-3
Progress toward the goal

This is the extent to which the individual is nearing the career goal
Feedback from work and non-work sources

Valuable information about the progress toward the career goal can be obtained from both
work sourcessuch as co-workers, supervisors, and specialists non-work sourcessuch as friends, family, and teachers
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Table 12-3
Career appraisal
Feedback and information on progress toward the career goal permit the individual to appraise his or her career This appraisal leads to reengagement in career exploration the career management process continues with another cycle of activities
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The Cyclical Career Management Process

Career management process is cyclical and ongoing The need to make career decisions can result from
changes within the individual
(e.g., questioning done at mid-career) and
changes in the environment

(e.g., organizational decisions such as firing and downsizing, or a merger or acquisition)
Organizationally Oriented Career Management Models

The Pluralistic Approach
At least four career concepts that represent patterns employees careers can take Organizations can have career cultures that mirror these career concepts

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Linear Expert Spiral Transitory

The Career Culture

An organizations career culture is defined by
the organizations structure what forms of performance it values the rewards it offers employees
Organizations career culture should support its strategic direction

(e.g., an organization seeking diversification should adopt a spiral career concept culture)
HRD and Career Development Professionals Responsibility 1

To help individuals become masters of their own careers:
1. Start with the recognition that each individual owns his or her career 2. Create information and support for the individuals own efforts at development 3. Recognize that career development is a relational process in which the career practitioner plays a broker role

4. Become an expert on career information and assessment technologies 5. Become a professional communicator about your services and the new career contract 6. Promote work planning that benefits the organization as a whole, over career planning that is unrelated to organizational goals and future directions

7. Promote learning through relationships at work 8. Be an organizational interventionist
Someone willing and able to intervene where there are roadblocks to successful career management
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9. Promote mobility and the idea of the lifelong learner identity 10. Develop the mind-set of using natural (existing) resources for development
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Career Development Tools and Linkages

Table 12-4
Career Development Practice A. Employee self-assessment tools

1. Pre-retirement workshops 2. Career planning workshops 3. Career workbooks (stand-alone) 4. Computer software
SOURCES: Adapted from Gutteridge, T. G., Leibowitz, Z. B., & Shore, J. E. (1993). Organizational career development: Benchmarks for building a world-class workforce (p. 22). San Francisco: Jossey-Bass; Lemire, L., Saba, T., & Gagnon, Y.-C. (1999). Managing career plateauing in the Quebec public sector. Public Personnel Management, 28(3), 375391; Baruch, Y., & Peiperl, M. (2000). Career management practices: An empirical survey and implications. Human Resource Management, 39(4), 347366.
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Career Development Activities and Practices

Table 12-4
Career Development Practice

B. Individual counseling or career discussions
Supervisor or line manager Human Resource staff Specialized counselor internal external Senior career advisors
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Table 12-4

C. Internal labor-market information exchanges Career ladders or dual career ladders Career resource center Career information handbooks Other career information formats
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Table 12-4

D. Job matching systems
Job posting Replacement or succession planning Internal placement systems Informal canvassing Skills inventories or skills audit Staffing committees
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Table 12-4
Career Development Activity

E. Organizational potential assessment processes
Interview process Job assignments Promotability forecasts Psychological testing
Assessment centers
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Table 12-4
F. Development programs
Tuition reimbursement In-house T&D programs External seminars and workshops Employee orientation programs Job rotation
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Table 12-4

F. Development programs (Continued)
Supervisor training in career discussions Job enrichment or job redesign Mentoring systems Dual-career couple programs
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Individual Counseling or Career Discussions

Three Stages
Opening and Probing
This stage establishes rapport and determines the employees goals for the counseling session(s)
Understanding and Focusing

This includes providing assistance in selfassessment and establishing career goals and strategies
Programming
This stage provides support for implementing the career strategy
Specific Counseling
Counseling can be used for
Employees continuing employment Employees who are
approaching retirement about to be laid off terminated
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Outplacement Counseling
Outplacement counseling focuses on assisting terminated employees in making the transition to a new organization
can focus on job search skills, stress management, and career planning most likely to be performed by a counselor who is not an organization member
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Pre-Retirement Counseling
Pre-retirement counseling and workshops involve
activities that help employees prepare for the transition from work to non-work
Retirement is often filled with great uncertainty on both the personal and the financial level Pre-retirement counseling programs typically involve discussions about financial planning, social adjustment, family issues, and preparing for leisure activities
Using Supervisors as Counselors

Their role in the career development process must be clarified They must be trained to perform this role They must have the opportunity to discuss their own career development concerns The role of counselor or developer should be incorporated into the organizational reward system
included in performance evaluations
Internal Labor Market Information

Job Posting
Making open positions in the organization known to current employees before advertising them to outsiders
Career Path
Sequence of jobs, usually involving related tasks and experiences, that employees move through over time Together with job descriptions and job specifications, these paths can aid the employee in developing a career strategy
Internal Labor Market Information

Skills Inventory
A skills inventory is a database that contains information about employee skills, education, performance evaluation, and career preferences
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Organization Potential Assessment Processes

Many organizations evaluate the potential, or promotability, of managerial, professional, and technical employees Three ways that potential assessment can be done
potential ratings assessment centers succession planning
Potential Ratings
Similar to employee performance evaluations Focus on future potential instead of current performance
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Assessment Center
Small groups of employees perform a variety of exercises while being evaluated by a group of trained assessors
simulations, role plays, group discussions, tests, and interviews should measure relevant skills and aptitudes for a given position
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Succession Planning
Done for upper-level management positions Requires senior managers to identify employees who should be developed to replace them Goal of the process is one of creating a cadre of individuals who have the competencies needed to work as part of a senior management team
Developmental Programs
Job rotation
involves assigning an employee to a series of jobs in different functional areas of the organization
Mentoring
a relationship between a junior and senior member of the organization that contributes to the career development of both members
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Concerns in Mentoring
Cross-Gender Issues Racial Issues
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Cross-Gender Mentoring
Concern exists between the parties about intimacy and sexual attraction There is an inclination for men and women to rely on sex-role stereotypes Dissatisfaction with the role-modeling aspect of the relationship may be felt The relationship is subject to public scrutiny
e.g., jealous spouses, office gossip
Peer resentment may occur

Racial Issues
Black protgs with white mentors reported
less satisfaction with the mentoring relationship less support than did members of same-race mentoring relationships
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Three Conditions for Successful Mentoring

1. The program should be clearly linked to business strategy and existing HR policies and practices
to increase the chances that potential participants and senior management will accept and actively support the program
2. Core components of the program (objectives, guidelines, training and education, communication strategy, monitoring and evaluation, and coordination) should be designed for effectiveness rather than expediency 3. Voluntary participation and flexible guidelines are critical to success
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Issues in Career Development

Developing Career Motivation The Career Plateau Career Development for Nonexempt Employees Enrichment: Career Development without Advancement
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Definitions of the Three Facets of Career Motivation

Table 12-5
1. Career resilience.
The extent to which people resist career barriers or disruptions affecting their work. This consists of self-confidence, need for achievement, the willingness to take risks, and the ability to act independently and cooperatively as appropriate.
2. Career insight
The extent to which people are realistic about themselves and their careers and how these perceptions are related to career goals. This includes developing goals and gaining knowledge of the self and the environment.
3. Career identity
The extent to which people define themselves by their work. This includes involvement in job, organization, and profession and the direction of career goals (e.g., toward advancement in an organization).
SOURCE: From London, M., & Mone, E. M. (1987). Career management and survival in the workplace (p. 54). San Francisco: Jossey-Bass.
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Career Plateau
A career plateau has been defined as the point in a career where the likelihood of additional hierarchical promotion is very low
A traumatic experience for many employees Accompanied by feelings of stress, frustration, failure, and guilt
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Methods for Increasing Career Motivation

Table 12-6
1. To support career resilience a. Build employees self-confidence through feedback and positive reinforcement b. Generate opportunities for achievement c. Create an environment conducive to risk taking by rewarding innovation and reducing fear of failure d. Show interpersonal concern and encourage group cohesiveness and collaborative working relationships
SOURCE: From London, M. (1991). Career development. In Wexley, K. N., & Hinrichs, J. (Eds.), Developing human resources (pp. 5 159). Washington, DC: BNA Books.
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Table 12-6
2. To enhance career insight: a. Encourage employees to set their own goals b. Supply employees with information relevant to attaining their career goals c. Provide regular performance feedback
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Table 12-6
3. To build career identity a. Encourage work involvement through job challenge and professional growth b. Provide career development opportunities, such as leadership positions and advancement potential c. Reward solid performance through financial bonus
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Career Plateauing
Is more complex than previously thought. HRD professionals should
assess whether employees are plateaued by determining employees perceptions of the extent to which their careers are stalled attempt to identify the reasons for the plateau tailor the action used to resolve an employees problem according to the cause of the plateau
Career Development for Nonexempt Employees

Clerical and support staff and technicians
who are paid hourly or weekly rates are entitled to overtime
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Development Needs of Nonexempt Employees

Job satisfaction often comes from the work itself, which is problematic if the work is repetitive and unchallenging Changing current status (e.g., union to nonunion, blue collar to white collar) requires both a significant personal investment and a significant cultural adjustment
white-collar positions may require higher education levels than blue-collar positions employees who cross the collar line may not receive the support they need from coworkers
Development Needs of Nonexempt Employees

Exempt employees may become more frustrated during their careers than exempt employees because opportunities to make a vertical transition are more limited for them
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Some Options
Development resource center Support for lifelong learning activities
tuition reimbursement for relevant courses in-house seminars
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Enrichment
Career Development without Advancement
certification programs and mastery paths that specify selection criteria and identify performance expectations training requirements to move through various levels of expertise within a job retraining programs job transfers or rotation
A Systems Approach to Creating a Career Development Program

Table 12-7
Identify Needs 1. Link career development to business strategy 2. Align employee and organization needs
SOURCES: Based on Leibowitz, Z. B., Farren, C., & Kaye, B. L. (1986). Designing career development systems. San Francisco: JosseyBass, and Gutteridge, T. G., Leibowitz, Z. B., & Shore, J. E. (1993). Organizational career development: Benchmarks for building a worldclass workforce. San Francisco: Jossey-Bass.
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Table 12-7
Build a Vision for Change

1. Build systems and link them to other management and HR systems
quality initiatives, orientation, performance evaluation, compensation
2. Use a variety of tools and approaches.
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Table 12-7
Develop a Plan for Action

1. Create a corporate infrastructure, but implement career development systems in individual business units or divisions 2. Ensure line manager participation, starting with system development
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Table 12-7
Implement for Impact and Longevity

1. Hold line managers accountable and give them the skills they will need to fulfill their responsibilities. 2. Follow up initial implementation with a series of activities that keep career development salient
information sharing, career action teams
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Table 12-7
Evaluate and Maintain Results

Evaluate Continuously improve the career development effort Maintain high visibility and ongoing communication of career development
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Enhancing Organizational Career Development Efforts

1. Integrate individual developmental planning with organizational strategic planning 2. Strengthen the linkages between career development and other HRM systems 3. Move career development systems toward greater openness
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4. Enhance the role of managers in career development through both skill building and accountability 5. Develop and expand peer learning and other team-based developmental approaches 6. Stress on-the-job development; deemphasize traditional training programs that are isolated, one-shot events

7. Emphasize enrichment and lateral movement. 8. Identify and develop transferable competencies 9. Include values and lifestyle assessments in career development activities 10. Implement a variety of career development approaches to accommodate different learning styles and the needs of a diverse workforce 11. Tie career development directly to organizational quality initiatives

12. Expand career development measurement and evaluation 13. Continue to study best practices and organizational career development in a global context
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Career Management Development

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Career Management and Development

Copyright 2008 Werner et al

Have You Ever Wondered

Copyright 2008 Werner et al

Careers and HRD

Need for Career Development

Copyright 2008 Werner et al

The New Employment Relationship

Old-Style Career Development

Changes in the Relationship

Copyright 2008 Werner et al

The Realization of Employment Mortality

Copyright 2008 Werner et al

The Changing Employee

Copyright 2008 Werner et al

The Changing Employer

Copyright 2008 Werner et al

Impact of the New Employment Relationship

Copyright 2008 Werner et al

Copyright 2008 Werner et al

The Property of an Occupation or Organization

Degree of involvement in ones work Stability of a persons work pattern

Copyright 2008 Werner et al

Copyright 2008 Werner et al

Relationship of Career to Non-work Activities

Copyright 2008 Werner et al

Career Planning and Career Management

Copyright 2008 Werner et al

Copyright 2008 Werner et al

Spectrum of Career Development Activities

Employee centered: career planning

Mutual focus: manager-employee planning

Organization centered: career management

Self-directed workbooks and tape cassettes

Company-run career-planning workshops

Corporate seminars on organizational career

Manageremployee career discussions (includes separate training for managers)

Developmental Corporate assessment talent centers (with inventories feedback)

Corporate succession planning

Copyright 2008 Werner et al

Career Development Activities

Copyright 2008 Werner et al

Stages of Life and Career Development

Stage Views of Adult Development

Copyright 2008 Werner et al

Eriksons Model of Adult Development

Age Range (Years) Infancy 1-3 4-5

Industry versus inferiority

Copyright 2008 Werner et al

Levinsons Eras Approach to Adult Development

Copyright 2008 Werner et al

Levinsons Eras Approach to Adult Development

Copyright 2008 Werner et al

Models of Career Development

Copyright 2008 Werner et al

Occupational Choice: Preparation for Work

Copyright 2008 Werner et al

Copyright 2008 Werner et al

Early Career: Establishment and Achievement

Copyright 2008 Werner et al

Copyright 2008 Werner et al

Copyright 2008 Werner et al

Reconciling the Traditional and Contemporary Career Models

It would be foolish to ignore age-based stage models of life and career