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The Concept Of Career
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‡ The career consists of both attitudes and behavior and that is an


ongoing sequence of work-related activities and plays a significant
part in a career.
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‡ Today¶s everchanging work environment


means employees are  to career
disruption or stagnation, so career  is
critical!
‡ Thus, employees must continue to develop
their skills to ensure they  the
 that the market needs.
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‡ The diagnostic factor influencing careers is not the


person, the external environmental influences ,or the
internal influences , in which these factors interact.
‡ Careers do not just happen in isolation from
environmental and personal factors .
‡ Every person¶s career goes through a series of stages.
Each of these stages may not be influenced by
attitudes,motivation,the nature of the task,economic
conditions and so on««..
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‡ Career stages have found that needs


and expectations change as the
individual moves through the stages.
‡ Career stages have four phases:
1. Apprenticeship phase
2. Advancement phase
3. Maintenance phase
4. Strategic planning
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 : When young professionals enter an organization
with technical knowledge but often without an understanding of the
organizations demands and expectations . Consequently ,they must work
fairly closely with more experienced people . the relationship that develops
between the young professionals and their supervisors is an Apprenticeship.
This is also known as Establishment phase.
2.     : Following the establishment phase is the
advancement phase which lasts approximately from age 30 to 45 . At this
phase mostly employees are less concern or safety and more concern for
achievement, esteem and autonomy.
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   : Following the advancement phase . This period is
marked by efforts to stabilize the gains of the past. they are expected to
become the mentors of those in apprentice ship.
A Mentor Relationship has been defined as the
relationship between an experienced employee and junior, where the
experienced person helps the junior person by sharing information gained
through experience with the organization«and this kind of relationship is
expected to contribute to juniors employees instructions, job performance &
retention. (ex)
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  : Its fundamental characteristics involves
shaping the direction of the organization itself. Although we usually think of
such activity as being undertaken by only one individual in an
organization²its Chief Executive± in fact, it may be undertaken by many
others. (ex)
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    . The individuals has completed one career , and
he/she has move to another one. During this phase the individual may
have opportunities to experience self-actualization through activities that it
was have impossible to pursue while working like painting, gardening,
volunteer service and quiet reflection etc; are the positive avenues that
have been followed by retirees.
   
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‡ To $ their situation, identify their


 % and develop  
to achieve their objectives.
‡ $ are responsible for keeping
themselves &.
‡ If employees are  they may lose their
employability
‡ Many employees  their responsibility
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What do I really want to do?


What do I know how to do?
What career opportunities can I expect
to be available?
Where do I want to go?
What do I need to get there?
How can I tell how well I am doing?
How can I get out of the box I am in?
What can I do now?
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‡    : This individual prefers activities involving the manipulation of
machinery or tools. Ex :- a machinist
‡    : This individual prefers to be analytical, curious,
methodical & precise. Ex :- a research scientist.
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   : This person is expressive, nonconforming, original and
introspective Ex :- an interior decorator.
‡    : this person enjoys working with and helping other and
purposefully avoids systematic activities involving tools and machinery.
Ex :- a school counselor.
‡ 

 : this person enjoys activities that permit him or her to
influence others to accomplish goals. Ex :- a lawyer
‡ !   : this individual enjoys the systematic manipulation of
data,, filing records ,or reproducing materials. Ex :- an accountant
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‡ Managers face the midcareer plateau during the adult stage of life and the
maintenance phase of careers. At this point , the likelihood of additional
upward promotion is usually quite low. There are simply fewer jobs at the
top of organizations, and even though the manager has the ability to
perform at that level. No opening exists.. openings may exist but the
manager may lack the ability, the skills, or the desire to fill them.

Managers who find themselves stifled in their present jobs thend to


cope with the problems in fairly consistent ways. They suffer form
depression , poor health, and fear of and hostility toward their subordinates.
Eventually, they ³retire´ on the job or leave the organization physically and
permanently.
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Individual and organizational needs and opportunities can be matched in a
variety of ways. According to a survey by the American Management
Association (AMA) ,the most widely used approaches are counseling by the
personal staff and career counseling by supervisors.

‡ Informal Counseling
‡ Formal Counseling

Informal Counseling : The HR staff of the organizations often include counseling


services for employees who wish to assess their abilities and interests.

Formal Counseling: Workshops, Assessment centers and career development


centers are being used increasingly in organizations
Career Pathing

The result of career planning is the placement of


an individual in a job that is the first of a
sequential series of jobs. From the perspective of
the organization, career paths are important in
workforce planning
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‡ Increasing competition, accelerating


change and relentless restructuring have
made career planning and development
critical for both organisations and
employees.
‡ Effective career planning is essential for
employees if they are to fully achieve their
career objectives. They must see it as their
responsibility.
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‡ Organisations, in turn, must realise a


better match between employee career
aspirations and job opportunities to
obtain the supply of qualified human
resources needed to achieve strategic
organisational objectives.