SESSION 10: MANAGING EMPLOYEES CAREER

DEVELOPMENT: PROCESS AND PROGRAMS;

DETERMINING INDIVIDUAL NEED FOR
CAREER DEVELOPMENT
Reporter: Charisse Dianne Leonardo
MBA
 WHAT IS CAREER DEVELOPMENT?

CAREER DEVELOPMENT
•It is the series of activities or the
on-going/lifelong process of
developing one’s career.
•Career development usually refers
to managing one’s career in an intra-
organizational or inter-
organizational scenario.
•It involves training on new skills,
moving to higher job
responsibilities, making a career
change within the same
organization, moving to a different
organization or starting one’s own
business.
DEVELOPMENT VS.
TRAINING
A MODEL OF CAREER
DEVELOPMENT
01 EXPLORATION
Career development is
the process by which
employees’ progress 02 ESTABLISHMENT
through a series of
stages.
Each stage is
characterized by a
different set of
03 MAINTENANCE
developmental tasks,
activities, and
relationships. 04 DISENGAGEMENT
A MODEL OF CAREER DEVELOPMENT (CONT.)
Exploration Establishment Maintenance Disengagement

Developmental Identify interests, Advancement, Hold on to Retirement planning,

tasks skills, fit between growth, security, accomplishments, change balance
self and work develop life style update skills between work and
non-work

Activities Helping Making Training Phasing out of work

independent
Learning Sponsoring
contributions
Following Policy making
directions
Relationships to Apprentice Colleague Mentor Sponsor
other employees

Typical age Less than 30 30 – 45 45 – 60 61+

Years on job Less than 2 years 2 – 10 years More than 10 years More than 10 years
THE CAREER DEVELOPMENT PROCESS:

Self- Reality Action

Goal Setting
Assessment Check Planning
CAREER DEVELOPMENT PROCESS (CONT.)
SELF ASSESSMENT
•Use of information by employees to determine their
career interests, values, aptitudes, and behavioral
tendencies
•Often involves psychological tests
REALITY CHECK
Information employees receive about how the company evaluates their
skills and knowledge and where they fit into company plans.

GOAL SETTING
•The process of employees developing short- and long-term
career objectives
•Usually discussed with the manager and written into a
development plan

ACTION PLANNING
Employees determining how they will achieve their
short- and long-term career goals
DEVELOPING SPECIFIC
CAPABILITIES/COMPETENCIES LIFELONG LEARNING
Learning and development are closely linked. For most people,
lifelong learning and development are likely and desirable. For many
professionals, lifelong learning may mean meeting continuing
education requirements to retain certificates.

RE-DEVELOPMENT
Whether due to a desire for career change or because the
employer needs different capabilities, people may shift jobs in
mid-life or midcareer. Re-developing people in the capabilities
they need is logical and important.
DEVELOPMENT NEEDS ANALYSES

ASSESSMENT PERFORMANCE
PSYCHOLOGICAL APPRAISALS
CENTERS TESTING
HR DEVELOPMENT APPROACHES
LEARNING ORGANIZATION DEVELOPMENT EFFORT
MANAGEMENT DEVELOPMENT
PROBLEMS WITH MANAGEMENT
DEVELOPMENT EFFORTS
Failing to conduct adequate
needs analysis

A
Trying out fad programs or
B training methods

Substituting training instead of

C selecting qualified individuals

D Encapsulated development
If you want to build a business, build the people.

-- Brownie Wise
REFERENCES:

Matthew Richardson & Stephen Chapman. Chapter 5.The human resource management function- the employment
cycle. Retrieved July 2011, from Key Concepts in VCE Business Management Units 3 & 4, 2nd Edition.

Robert Mathis & John Jackson. Section 3.Developing Human Resource: Chapter 10 Talent Management and
Development. Retrieved 2008, from Human Resource Management 12th edition.