CAREER DEVELOPMENT PERSPECTIVES IN HUMAN RESOURCE DEVELOPMENT

OBJECTIVES
To differentiate career development, career , occupation, position and job. To distinguish between individual and organizational career perspectives. To explain how career development program integrates individual and organizational needs. To understand career system management within the general HRM framework.
2

CAREER DEVELOPMENT
According to Susan Sears (1982) in the Vocational Guidance Quarterly: The total constellation of psychological, sociological, educational, physical, economic, and chance factors that combine to shape ones career
3

CAREER DEVELOPMENT
The overall process of career development can be defined as: 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
Greenhaus et al (2000)

CAREER
According to National Career Development Association : Time extended working out of a purposeful life pattern through work undertaken by a person.

 Time extended A career is not time limited or tied to one particular job or occupation. A career is a process that is lifelong in nature, and its affected by forces within and outside of a person. Working out - Career is the result of compromises and tradeoffs between what a person might want and what is possible, between the ideal and real
6

 Purposeful career has meaning and purpose for the person. A career doesnt just happen by accident or luck; it is planned contemplated, worked on, and executed. Life pattern career is more than ones employment job.
7

 Work an activity that produces something of value for oneself or others. Undertaken by the person every career is unique to the person.

OCCUPATION
A group of similar positions found in different industries or organizations. Example : Accountant is an occupation, and it might exist in the pharmaceutical industry or any organization.
9

POSITION
A group of tasks performed by one person in an organization : a unit of work with recurring or continuous set of task. A task is a unit of job behavior with the beginning point and an ending point performed in a matter of hours than days. Example : The Car-car company decides it needs someone to improve the communication flow among employees, customers, and investors. The company write a new position description for an information specialist and then seeks to hire a person to do the job.
10

JOB
A job position held by one or more persons requiring some similar attributes in a specific organization. Example: Biologist at XYZ Biotech Company.
11

CAREER PERSPECTIVES : INDIVIDUAL vs ORGANIZATIONAL

Many observers have viewed career mgt is a process by which individuals develop, implement and monitor career goals and strategies The focus of career development has shifted radically, from the individual to the organization. The psychological contract between employers and workers has changed. Yesterday employees exchange loyalty for job security. Today employees instead exchange performance for the sort of training and learning and development that will allow them to remain marketable.
12

TRADITIONAL VS CAREER DEVELOPMENT FOCUS

HR Activity Human Resource Planning Traditional Focus Analyze jobs, skills, tasks present and future. Projects needs. Uses statistical data. Provide opportunities for learning skills, information, and attitudes related to job. Rating and/or rewards. Matching organizations needs with qualified individuals. Career Development Focus Adds information about individual interests, preferences, and the like to data. Provide career path information. Adds individual growth orientation. Adds development plans and individual goal setting. Matches individual and jobs based on a number of variables including employees career interests. Adds non-job-related activities to be rewarded, such as United Way leadership position.

Training and development

Performance appraisal Recruiting and placement

Compensation and benefits

Rewards for time, productivity, talent, and so on.

Source: Adapted from Fred L.Otte and Peggy G. Hutcheson, Helping Employees Manage 13 Careers (Upper Saddle River, NJ: Prentice Hall, 1992),p.10.

HRs ROLE IN CAREER DEVELOPMENT

THE GOAL : MATCH INDIVIDUAL AND ORG NEEDS The Goal : Matching Encourage employee ownership of career. Create a supportive direction of company. Establish mutual goal setting and planning INSTITUTE CAREER DEVELOPMENT INITIATIVES Career Development Initiatives Provide workbooks and workshops. Provide career counseling. Provide career self-management training. Give developmental feedback. Provide mentoring. IDENTIFY CAREER OPPORTUNITES AND REQUIREMENTS Opportunities & Requirement Identify future competency. Establish job. Balance promotion, transfers, exits, etc. Establish dual career paths.

GAUGE EMPLOYEE POTENTIAL Gauge Employee Potential Measure competencies (Appraisal). Establish talent inventories. Establish succession plans. Use assessment centers.

14

BALANCING INDIVIDUAL AND ORANIZATIONAL NEEDS

15

THE HRD AND CAREER DEVELOPMENT PROFESSIONALS RESPONSIBILITY To ensure that the organization has programs and activities that will help the organization and its employees to achieve their goals. This role involves all of the foundational activities in needs assessment, design, implementation, and evaluation.
16

Halls (1996) suggests:

1. 2. 3. 1. 2. Start with the recognition that each individuals owns his or her career. Create information and support for the individuals own efforts at development. Recognize that career development is a relational process in which the career practitioner plays a broker role. Become an expert on career information and assessment technologies. Become a professional communicator about your services and the new career contract.

17

6.

Promote work planning that benefits the organization as a whole, over career planning that is unrelated to organizational goals and future directions. Promote learning through relationships at work. Be an organizational interventionist, that is, someone willing and able to intervene where there are roadblocks to successful career management. Promote mobility and the idea of the lifelong learner identity. Develop the mind-set of using natural (existing) resources for development.

7. 8.

9. 10.

18

 HRD professionals must examine the employment practices by their organization, and determine the extent to which these practice promote or work against the kinds of career management behavior they want employees to engage in.

19

WHY CAREER DEVELOPMENT?

Results is improved matches between people and their work which manifests itself in improved utilization of education and training resources, higher level of worker satisfaction, preferred patterns of employment stability and mobility , increased income and benefits, and many attendant benefits to families and communities.
20

WHY CAREER DEVELOPMENT?

Extensive body of evidence regarding the educational, social and economic value of career information and services that foster informed and considered career decisions. 17 percent of Americans change jobs each year (20 million job changers) and 10 percent of the workforce need career planning (14 million people)
21

Without Effective Career Development

Too few students see personal relevance in their studies
28% of 12th-grade high school students believe that their school work is meaningful 21% believe their course work is interesting 39 percent believe that school work will have any bearing on their success in later life. (National Center for Education Statistics and reported in The Condition of Education 2002) In the largest 32 urban districts in our country, only 50% of students who enroll in high school actually graduate (The Carnegie Institute of Washington) California has a 37% dropout rate from public school

22

Without Effective Career Development

Most career decision-making is unintentional and uninformed.
10% of high school students say they have never received meaningful career guidance at school > 65% of 11th and 12th graders never had a one-on-one meeting with their school counselor to discuss postsecondary and career opportunities 78% of students credit their parents as the top adult influence regarding career planning Source: Ferris State University, April 2002 65% of working adults do not believe they are in the right job (NCDA/Gallup, 1999)
23

Recent Research Shows

With Effective Career Development Educational Outcomes

Improved educational achievement Improved preparation and participation in postsecondary education Better articulation among levels of education and between education and work Shorter time to graduation and lower dropout rates Higher graduation and retention rates

24

Recent Research Shows

With Effective Career Development Social Benefits

Benefits to family, peers and community Higher levels of worker satisfaction and career retention Shorter path to primary labor market for young workers Lower incidence of work-related stress and depression Reduced likelihood of work-place violence

25

Recent Research Shows

With Effective Career Development Economic Consequences

Higher incomes and increased tax revenues Lower rates and shorter periods of unemployment Lower costs of worker turnover Lower health care costs Lower imprisonment and criminal justice costs Increased worker productivity
The Educational, Social, and Economic Value of Informed and Considered Career Decisions Scott Gillie and Meegan Gillie Isenhour, Fall 2003 26

Exercise
What positive and negative practices applied by managers to retain people have you encountered in the past? Write down at least one example of a positive and one example of a negative approach. Compare the approaches with Figure 1 taken from DilbertZone, which depicts a cynical approach to retaining people.
27

 Scan DilbertZone

28