MANAGING CAREERS

The Basics of Career Management Career

The occupational positions a person has had over many years. Career management The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Career development The lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfillment.

The Basics of Career Management Career planning

The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. Careers today Careers are no simple progressions of employment in one or two firms with a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.

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Career planning

Career management

Career Development

Employee Career

Traditional Versus Career Development Focus

HR Activity Traditional Focus Analyzes jobs, skills, taskspresent and future. Projects needs. Uses statistical data. Career Development Focus

Human resource planning

Adds information about individual interests, preferences,.

Recruiting and placement

Matching organizations needs with qualified individuals.

Matches individual and jobs based on variables including employees career interests and aptitudes.

Training and development

Provides opportunities for learning skills, information, and attitudes related to job.

Provides career path information. Adds individual development plans.

Performance appraisal

Rating and/or rewards.

Adds development plans and individual goal setting.

Compensation and benefits

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

Adds tuition reimbursement plans, compensation for non-job related activities

Roles in Career Development

The Individual
Accept responsibility for your own career.
Assess your interests, skills, and values. Seek out career information and resources.

Establish goals and career plans.

Utilize development opportunities. Talk with your manager about your career.

Follow through on realistic career plans.

The Manager

Provide timely performance feedback.

Provide developmental assignments. Participate in career development discussions. Support employee development plans. Give a realistic picture of the career opportunities available in the organization

The Organization

Develop policies to support in individual goals

Provide training and development opportunities. Provide career information and career programs.

Offer a variety of career options.

Job posting- organized process that allows employees to apply for open positions within the organizations. Can conduct career counseling workshops To clearly publish the path to a particular post

Job rotation

Choosing a Mentor
Choose an appropriate potential mentor. Dont be surprised if youre turned down. Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda. Respect the mentors time.

Career Management and Employee Commitment

Commitment-oriented career development efforts Career development programs Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs they possess. Career-oriented appraisals Provide the ideal occasion to link the employees performance, career interests, and developmental needs into a coherent career plan.

Managing Promotions in an organization

Promotions and transfers are integral parts of most peoples careers. Promotions traditionally refer to advancements to positions of increased responsibility;

transfers are reassignments to similar positions

in other parts of the firm

 Most working people look forward to promotions, which usually mean more pay, responsibility, and (often) job satisfaction. For employers, promotions can provide opportunities to reward exceptional performance, and fill open position with tested and loyal employees. Yet the promotion process is not always a positive experience for either employee or employer. Unfairness, arbitrariness, or secrecy can diminish the effectiveness of the process for all concerned.

Bases for promotions

Seniority or Competence promotion based on competence is the superior motivator. Competence is the bases in Private sector In the advancement of employees to higher paid jobs when ability, merit, and capacity are equal, employees with the highest seniority will be given preference. Public Organization still stress seniority rather than competence Most employers use prior performance as a guide for measuring competence Many take tests and interview

 Formal or informal Are their any set parameters or guidelines or policy of Promotion or is it informal by the Boss. Gives rise to flattery & autocracy Promotion policy should also contain alternatives to promotion when deserving candidates are not promoted due to lack of vacancies at higher level. These alternatives include up gradation, redesignation, sanctioning of higher pay or increments or allowances assigning new and varied responsibilities to the employee by enriching the job or enlarging job.

Managing Transfers
Employees reasons for desiring transfers

Personal enrichment and growth More interesting jobs Greater convenience (better hours, location) Greater advancement possibilities

 Employers reasons for transferring employees

To vacate a position where an employee is no longer needed. To fill a position where an employee is needed. To find a better fit for an employee within the firm. To boost productivity by consolidating positions.

Managing Diversity
Take career of minority seriously Improve mentoring for minority Bring in flexible schedule Change the overall policy in order to ensure diversity

Linda Noonan, an auditor with Deloitte & Touche left to join a smaller accounting firm after trying to balance a 70 hour workweek with her responsibilities as a new mother. Her situation also illustrates what a employers can do to resolve such work family conflicts. When Deloitte instituted a new

flexible work schedule, Nooman went back to work there. She

signed an agreement to work 80% of the hours normally expected of her position. She also arranged to work more hours from January to March (when the workload is heaviest) and to take more time off the rest of the year to spend with her two daughters.

Career Management and Employee Commitment

The New Psychological Contract

Old contract: Do your best and be loyal to us, and well take care of your career.
New contract: Do your best for us and be loyal to us for as long as youre here, and well provide you with the developmental opportunities youll need to move on and have a successful career.

Retirement
Retirement The point at which one gives up ones work, usually between the ages of 60 and 65. Preretirement practices Explanation of Social Security benefits Leisure time counseling Financial and investment counseling Health counseling Psychological counseling Counseling for second careers Counseling for second careers inside the company

Stages in career

Stage

Age

Characteristic

Motivated by

Exploration stage-

20-30

Unsure of the surroundings

Support, constant feedback and appreciation, encouragement, job enlargement, fringe benefits

Establishment stage

30-40

Focus is now on Promotion and salary achieving

Maintenance stage 40-50

Focus is on maintaining the current status Preparing for retirement, complacent

Leadership position, mentor ship Difficult to motivate

Disengagement stage

50-60

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Examples of Occupations that Typify Each Occupational Theme

Realistic Investigative Artistic Social Enterprising Conventional

Physicians Engineers Carpenters Psychologists Research and Development Managers

A Wide Range of Managerial Occupations, including: Advertising Executives Public Relations Executives Auto Sales Dealers School Administrators Military Officers Chamber of Commerce Executives Investment Managers Lawyers Accountants Bankers Credit Managers