Professional Documents
Culture Documents
Career Development
Career Development
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Introduction
• Restructuring of organizations makes it essential that
companies reconsider the concepts of career and career
management in order to retain and motivate employees.
• Companies successful at managing employee growth that
accompanies business expansion emphasize that
employees are to be responsible for career management.
Introduction (continued)
• These companies do provide
resources supporting careers
such as development
opportunities, mentoring, and
training managers in how to
coach employees.
• A major challenge is how to
balance advancing current
employees’ careers with
simultaneously attracting and
acquiring employees with new
skills.
Top 15 Retention Drivers
Retention Items %
1. Exciting work & challenge 48.4
2. Career Growth, Learning & Development 42.6
3. Working with great people & relationships 41.8
4. Fair pay 31.8
5. Supportive management/great boss 25.1
6. Being recognized, valued & respected 23.0
7. Benefits 22.0
8. Meaningful work, making a difference & contribution 17.0
9. Pride in organization, its mission & product 16.5
10. Great work environment / culture 16.0
11. Flexibility 13.6
12. Autonomy, creativity and a sense of control 12.6
13. Job security & stability 10.5
14. Location 10.3
15. Diverse, changing work assignments 7.7
• Mission
– The basic purpose of the organization as well as its scope of
operations
• Strategic Vision
– A statement about where the company is going and what it can
become in the future; clarifies the long-term direction of the
company and its strategic intent
• Core Values
– The strong and enduring beliefs and principles that the company
uses as a foundation for its decisions
Step Two: Environmental Scanning
The systematic monitoring of the major external forces
influencing the organization.
1. Economic factors: general and regional
conditions
2. Competitive trends: new processes, services,
and innovations
3. Technological changes: robotics and office
automation
4. Political and legislative issues: laws and
administrative rulings
5. Social concerns: child care and educational
priorities
6. Demographic trends: age, composition,and
literacy
Five Forces Framework
Step Three: Internal Analysis
Culture Competencies
Internal
Analysis
Composition
Scanning the Internal Environment
Cultural Audits -Audits of the culture and quality of
work life in an organization.
• Alliance/partners
– Individuals and groups with unique
skills, but those skills are not directly
related to a company’s core strategy.
• Example: Independent product label
designer
Human Resource Practices
• Human resource planning is the process of analyzing staffing needs and
identifying actions that should be taken to satisfy them over time.
Traditional Versus Career Development Focus
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage
Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
HR is growing in importance, if…
…we envision and manage HR as a business
Consumer
Consumer Markets
Markets
Value
Value delivery
delivery better
better than
than
What Business is competitors
competitors
HR In?
Enterprise Strategy
and Objectives
Talent
Talent Markets
Markets High High Competitive Financial
Financial Markets
Markets
Performance Performance HR
Employer
Employer of choice ––
of choice Talent Organization Services Returns
Returns in
in excess
excess of
of
Employees
Employees of
of choice
choice alternatives
alternatives
Dependable HR Controls
Public
Public Policy
Policy and
and
Reputation
Reputation
Conformity
Conformity with
with
expectations
expectations
Performance Appraisals
• Performance Appraisal
– The process of formally
evaluating performance and
feedback to an employee
• Career Development
– Manages how a person
grows and progresses in their
career
• Career Planning
– The process of managing
career goals and individual
capabilities with
opportunities for their
fulfillment
Career and Health
26
Why Is Career Management Important?
Years on job Less than 2 years 2 – 10 years More than 10 More than 10
years years
Career Path on Telco Industry
The Individual
• Accept responsibility for your own career. Roles in Career
• Assess your interests, skills, and values. Development
• 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 and support.
• Participate in career development discussions.
• Support employee development plans.
The Organization
• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs. Source: Fred L. Otte and Peggy G. Hutcheson, Helping
Employees Manage Careers (Upper Saddle River, NJ:
Prentice Hall, 1992), p. 56.
• Offer a variety of career options.
Career Development Process
1. Discovery
Determine Where You
Want To Go
4. Preparation
Get closer to your
goal
Management
Support
and Coaching 2. Assessment
Identify strengths &
development areas
3. Planning
Make a Career
Development Plan
Succession-Planning
Checklist
RATE THE SUCCESS OF YOUR
SUCCESSION PLANNING
For each characteristic of a best-
practice succession-planning and
management program appearing in
the left column below, enter a
number to the right to indicate how
well you believe your organization
manages that characteristic. Ask
other decision makers in your
organization to complete this form
individually. Then compile the
scores and compare notes.
Scores
Source: From William J. Rothwell, “Putting Success into Your Succession Planning,” The Journal
of Business Strategy 23, no. 3 (May/June 2002): 32–37. Republished with permission—
Thomson Media, One State Street, 26th Floor, New York, NY 10004.
Sample Agenda—
Two-Day Career
Planning Workshop
Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
Design factors of Effective Career
Management Systems
• System is positioned as a
response to a business need.
• Employees and managers
participate in development
of the system.
• Employees are encouraged
to take an active role in
career management.
• Evaluation is ongoing and
used to improve the system.
Design factors of Effective Career
Management Systems (continued)
• Business units can customize
the system for their own
purposes.
• Employees need access to
career information sources.
• Senior management supports
the career system.
• Career management is linked
to other human resource
practices such as training,
recruiting systems, and
performance management.
Traditional talent management is not up to the
challenge
Deficiencies
• Minimal alignment with business strategy
• Less effective given labor market realities
• Does not maximize the “yield”
A new model focuses on develop, deploy,
connect
1. Develop 2. Deploy
Acquire Retain
3. Connect
Develop Deploy
Build capability Broaden and
through on-the-job deepen capability
learning through stretch
Connect
assignments
Create networks and
high-quality
relationships that
maximize performance
Advantages
• Focused on productivity of critical talent
• Creates dividends for acquisition and retention
A new model focuses on develop, deploy,
connect
In an environment of skills shortages and limited resources, the
focus must shift from managing “A” players to “A” positions
From “A” Players To “A” Positions
3. Talent Management
1. Talent Demand 2. Talent Supply
Objectives
Forecast Forecast
Internal and
Driven by business plans
external labor
and workforce attrition 4. Talent Management market factors
Programs
Serves to define:
• Future business demand for critical talent
• Opportunities presented by the external market
• Potential to maximize existing talent
A new model focuses on develop, deploy,
connect
Develop: Ensuring that critical workforce segments are acquiring
cutting edge skills to drive innovation
Commitment Alignment
• People are more committed to the
learning that occurs when they are
Connect “tested” in ways that matter, especially
when they collaborate with or are
accountable to others
A new model focuses on develop, deploy,
connect
Deploy: Strategic deployment of critical workforce segments will
enable intensified growth
• Provide information or
advice about training and
development
opportunities.
• Provide specialized
services such as testing to
determine employees’
values, interests, and
skills.
• Help prepare employees
for job searches.
• Offer counseling on
career-related problems.
Company’s Role in Career Management