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Submitted By : Asha Chandrawat Somya Chugh

DEFINITION
a guiding force that influences people's career choices, based on self-perception of their own skills, motivation, and values. The term was coined by Edgar Schein Individuals discover their career anchors over time through personal work experiences in real life settings. The instrument can be used by, Individual In workshops In career counseling by managers Organizations conducting human resource inventories As part of an organizations personnel development planning Placement and career counseling services.

TYPES

Technical/functional competence:
This kind of person likes being good at something and will work to become a guru or expert. They like to be challenged and then use their skills to meet the challenge, doing the job properly and better than almost anyone else. Eg:- Computer programmers, specialist engineers, technical specialists

Managerial competence:
These people want to be managers. They like problem-solving and dealing with other people. They thrive on responsibility. To be successful, they also need emotional competence Eg: - Administration, Division heads, Zonal heads etc

Autonomy/independence:
These people have a primary need to work under their own rules and steam. Often people with this anchor opt for self-employment or for jobs that are highly autonomous They avoid standards and prefer to work alone. Eg:- Consulting, Free lancing, Independent work

Security/stability:
These people seek stability and continuity as a primary factor of their lives. They avoid risk and are generally lifers in their job. Eg:- Government jobs

Entrepreneurial creativity:
These people like to invent things, be creative and most of all to run their own businesses. They cannot give up the opportunity to create an organization or enterprise of own, built on own abilities and own willingness to take risks to overcome obstacles. They find ownership very important. They get easily bored, Wealth, for them, is a sign of success.

Service/dedication to a cause:
People with this anchor cannot give up the opportunity to pursue work that achieves something of value, such as making the world better place o live , solving environmental problems, helping others, curing diseases through mew products etc. Service-orientated people are driven more by how they can help other people than by using their talents. They may work in public services or in areas such as human resources. Eg: - Social workers, human rights activists, environmental activists etc.

Pure challenge:
People driven by challenge seek constant stimulation and difficult problems that they can tackle what cant be given up by these people , is opportunity to work on solutions to seemingly unsolvable problem ,to winning out over tough opponent or to overcoming difficult obstacles. Such people will change jobs when the current one gets boring, and their career can be varied

Lifestyle
Those who are focused first on lifestyle look at their whole pattern of living. Rather than balance work and life, they are more likely to integrate the two. Sacrifices career Definition of success is not career success

Examples of Career Anchors

It turns out that if there was ever a single dominant anchor through all these phases of my career it would be 'functional competence' (one of the 8 distinct anchors as defined by Edgar Schein). It gets interesting when one starts relating this concept of anchors to the careers of individuals we have known and followed. 'Pure Challenge' must have been the career anchor of Sherlock Holmes Entrepreneurial Creativity' that of a 'Bill Gates' or a 'Steve Jobs Autonomy' for those free spirits who prefer portfolio living to subscribing themselves with one organization and working by its terms Service/dedication to a cause' that of a 'Medha Phatkar', 'General managerial' for some. 'Security/Stability' for some and 'Lifestyle' for some.

CAREER DEVELOPMENT
DEFINITION It is a life long process by which each individual identifies and develop their life and work roles. In organizational development ,the study of career development looks at:

how individuals manage their careers within and between organizations


In personal development, career development is:

the lifelong psychological and behavioral processes as well as contextual influences shaping ones career over the life span.

The Old Paradigm in Career Development and Planning


From:
A linear, destination-oriented model of: What do you want to be when you grow up?
Education/Training Job Choice Education/Training

Birth

Employment

Retirement

Moving to a New Paradigm in Career Development and Planning

A Model of Career Development


Exploration
Developmental tasks Identify interests, skills, fit between self and work

Establishment
Advancement, growth, security, develop life style

Maintenance
Hold on to accomplishments , update skills

Disengagement
Retirement planning, change balance between work and nonwork
Phasing out of work

Activities

Helping Learning Following directions Apprentice

Making independent contributions

Training Sponsoring Policy making

Relationships to other employees Typical age

Colleague

Mentor

Sponsor

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

Stages of Career Development

Stage 1: Self-Assessment

Personality Values Skills Career interests Knowledge and learning style Self-employment

Stage 2: Research

Career trends Information search Information interviews Job shadowing Gaining experience

Stage 3: Decision-Making

Career objectives Personal objectives Lifelong learning Goal setting

Stage 4: Networks & Contacts

Work search Resumes and letters Interviews

Stage 5: Work

Offers and acceptance Success at work

CAREER PLANNING PROCESS

Self Assessment

Job Search

Individual career planning process

Academic/ Career options

Relevant /Practical Experience

1. Self- Assessment

Aware of the interrelationship between self and occupational choice Start by: Learning interests, abilities, skills, and work values Listing accomplishments Understanding physical and psychological needs Assessing aspirations and motivation level Deciphering personal traits and characteristics

Interests

Abilities

Values

Personality

2. Academic / Career options

Investigate the world of work in greater depth, narrow a general occupational direction into a specific one Start by: Learning academic and career entrance requirements Learning related majors and careers to one's interests Investigating education and training required Learning skills and experience required Planning academic and career alternatives Learning job market trends

3. Relevant / Practical experience

Gain practical experience through internships, cooperative education etc.. Start by: Testing new skills and try diverse experiences Deciding the type of organization in which to volunteer or work Assessing likes and dislikes of work values, skills, work environments, Assessing if additional/different coursework or skills are needed for your targeted career goals

4. Job Search

Start by: Learning how to prepare resume and cover letters, and complete employment applications Learning and implementing job search strategies Learning and practicing interviewing skills Narrow your choices

Organizational career planning process


Projected Outcome

Career planning options Transitions Career Time

Direction

Organizational career planning process


1. Direction Assessing employee wants and organizational needs common goal setting 2. Career time Relates to distance & speed of an employee How far & how fast can employee move on career path?? 3. Transition Relates to changes expected to a career goal Analyzing transition factors Setting goals and a timetable

4. Career planning options


Advancement. Lateral Change to Lower Grade Mobility. Job Enrichment Exploratory Research

5. Projected Outcome Calculate the risks attached How well will it pay off?