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ROAD MAP
I.
JOB
CAREER MANAGEMENT
is the process of deciding what work opportunities to
accept or reject, depending on their perceived value
in helping achieve career objectives.
It includes not only decisions made by an individual
but also those made about the individual by
managers and others who control what work
opportunities can be made available.
CAREER MANAGEMENT
Its implications infl uences the ff :
1. The willingness of people to allow themselves
to be recruited, promoted, or transferred.
2. An individuals readiness to learn in training
3. The willingness of members in a work group
to interact
4. Job design considerations
5. Employee assistance programs
6. Union agreements.
7. Compensation and benefi ts
CAREER DEVELOPMENT
is the process of improving an individuals abilities in
anticipation of future opportunities for achieving
career objectives.
T H E T RA DI T ION A L A PP ROA C H T O C A RE E R
P LA N N IN G
The Traditional
Approach to
Career
Planning
TRADITIONAL APPROACH
Individuals decide what they want to
do.
Managers, in an organizational context,
decide what opportunities to off er and
what development activities are
necessary prerequisites to qualify them.
Utility- a complex term that encompasses both
extrinsic (money) and intrinsic (personal happiness)
rewards
DEVELOPMENTAL THEORY
Erick Erickson
He advanced the notion that individuals
progress through distinctive life stages, each
of which is characterized by an issue leading
to a central life crisis
DEVELOPMETAL THEORY
Dalton et al. (1977)
expressed the belief that individuals pass
through such stages as apprenticeship, selfdependence, mentor, and senior manager.
The Traditional
Approach to
Career
Management
TRADITIONAL APPROACH TO
CAREER MANAGEMENT
From the standpoint of organizational decisionmakers, career-management eff orts serve several
purposes.
(1) improve morale by giving employees information
about opportunities available in the organization;
(2) (2) encourage employees to establish and work
toward achieving career objectives;
(3) (3) motivate employees to seek out careerdevelopment opportunities, like training, education,
and developmental job assignments; and
(4) (4) provide the organization with a means to trace
relationships between jobs, and then identify
candidates for recruitment to or advancement
toward other jobs.
3 r d way:
lattice approach
MENTORING
can be organizationally sponsored or individually initiated.
A mentor is an adviser.
A mentoring relationship is a mutually satisfying
experience. The sponsor enjoys seeing his or her
charge succeed much as teachers do when their pupils
learn. At the same time, the charge gains much, too:
protection from political forces, and useful information
from someone who has the status to obtain it
Formal mentoring programs are more rare than informal
mentoring relationships that arise through the initiative of
one seeking sponsorship. Yet formal programs do exist.
One example is a peer mentoring program for newcomers.
An experienced employee helps orient and socialize a new
hire. Another example is a specialized type of
management-development program
EMPLOYEE APPRAISAL
like mentoring, can be formal or informal.
The purpose of appraisal is twofold:
to evaluate how well individuals have been doing and
to advise them about the future.
CAREER INSTRUCTION
is another way to inform employees about career
paths in the fi rm. Instruction is off ered through
(1) general self-study material;
(2) organization-specifi c self-study material;
(3) group workshops and training courses; and
(4) organization-specifi c workshops and training
courses
(Rothwell and Sredl, 2000).
ORGANIZATION-SPECIFIC
WORKSHOP
Organization-specifi c workshops, like their self-study
counterparts, are geared to career paths and
opportunities in one organization. While approaches
vary, they include:
1. The pure workshop. Course participants go through a
career workbook in a small group, sharing and testing
their ideas with the help of peers and a group
facilitator.
2. The lecture/discussion . Course participants are told
about career opportunities in the fi rm, work through
tailor-made exercises on the subject, and ask careerrelated questions.
3. The forum. Four or fi ve supervisors participate in a
panel discussion about career opportunities in the fi rm
and respond to questions from the audience.
Problems with
Traditional
Approaches to
Career Planning
and Management
Strategic Career
Planning
STEPS ON DEVELOPING A
STRATEGIC CAREER PLAN
Step 1: self assessment
Consider what is important to you
understand your skills, knowledge and personal
qualities
Know your limits
Strategic
Career
Management
Activities