Career Management

Coordinator :
Dr Ir Anggraini Sukmawati , MM
Teaching Team :
Dra Siti Rahmawati ,M.Pd

Lindawati Kartika S.E., M.Si

Dr Furqon Syarief , S.Ag, M.Si

Dr Indra Refipal Sembiring S.E., MM

Divisi Sumber Daya Manusia dan Organisasi

Departemen Manajemen FEM
2023
LO1 -Explain how employee development contributes to strategies related to employee retention, development of intellectual capital, and business growth.

Employee
Development
Critical for talent management
Prepares Millennials to replace Baby Boomers
Provides opportunities for employees to grow
their skills
Contributes to high levels of engagement and
satisfaction

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LO1 -Explain how employee development contributes to strategies related to employee retention, development of intellectual capital, and business growth.

Employee Development
Protean career
• Employees take responsibility for managing their own
careers

• Psychological success

• Career patterns provide opportunities for employees to

Determine their interests, skills strengths and weaknesses

Seek development experiences

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LO2 - Discuss the steps in the development planning process, employees’ and company’s responsibilities in planning development.

Steps and Responsibilities in the

Development Planning Process

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LO2 - Discuss the steps in the development planning process, employees’ and company’s responsibilities in planning development.

Development Planning Systems (1)

• Self-Assessment
Psychological tests
• Development needs are identified

• May determine skill needs or interests

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LO2 - Discuss the steps in the development planning process, employees’ and company’s responsibilities in planning development.

Development Planning Systems (2)

• Reality Check
Usually comes from a performance appraisal
• 360-degree feedback

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LO2 - Discuss the steps in the development planning process, employees’ and company’s responsibilities in planning development.

Development Planning Systems (3)

• Goal Setting
Desired positions

Level of skill application

Work setting
Skill acquisition

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LO2 - Discuss the steps in the development planning process, employees’ and company’s responsibilities in planning development.

Development Planning Systems (4)

• Action Planning
Depends on needs and developmental goal

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Design Features of Effective
Development Systems
1. System is positioned as a response to a business need or supports the business
strategy.

2. Employees and managers participate in development of the system.

3. Employees are encouraged to take an active role in career management and

development.

4. Evaluation is ongoing and used to improve the system.

5. Business units can customize the system for their own purposes (with some
constraints).
SOURCE: Based on B. Kaye and C. Smith, “Career Development: Shifting from Nicety to Necessity,” T+D, January 2012,
pp. 52–55; M. Weinstein, “Paths to Success: Responsibility vs. Promotion,” Training, July/August 2014, pp. 52–54; D.
Hall, Careers in and out of Organizations (Thousand Oaks, CA: Sage, 2002) Noe, 2019
Design Features of Effective
Development Systems
6. Employees have access to development and career information sources (including
advisors and positions available).

7. Senior management and the company culture support the development system.

8. The development system is linked to other human resource practices such as

performance management, training, and recruiting systems.

9. A large, diverse talent pool is created.

10. Development plans and talent evaluation information are available and accessible
to all managers.

SOURCE: Based on B. Kaye and C. Smith, “Career Development: Shifting from Nicety to Necessity,” T+D, January 2012,
pp. 52–55; M. Weinstein, “Paths to Success: Responsibility vs. Promotion,” Training, July/August 2014, pp. 52–54; D.
Hall, Careers in and out of Organizations (Thousand Oaks, CA: Sage, 2002)
Frequency of Use of Employee Development Practices

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Approaches to Employee Development

• Formal Education
Off-site or on-site
Lecture, business games and simulations, adventure learning,
meeting with customers
Custom programs

Tuition reimbursement programs

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Approaches to Employee Development
• Assessment
Identify employees with managerial potential and measure current
managers’ strengths and weaknesses.
Used with work teams to identify the strengths and weaknesses of
individual team members and the decision processes or communication
styles that inhibit the team’s productivity.
Can help employees understand their tendencies, their needs, the type of
work environment they prefer, and the type of work they might prefer to
do.

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Approaches to Employee Development
Personality Tests and Inventories
• Myers-Briggs Type Inventory (MBTI)

Measures 16 personality types

Each type has implications for work habits and interpersonal relationships

• DiSC assessment

Measures personality and behavioral style

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Approaches to Employee Development
Assessment center
• Leaderless group discussion

• Interview

• In-basket

• Role-play

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Approaches to Employee Development
Performance Appraisals and 360-Degree Feedback Systems
• Must tell employees specifically about their performance problems and
how they can improve their performance.

• Managers must be trained in frequent performance feedback.

• Upward feedback

• 360-degree feedback

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Approaches to Employee Development

• Job Experiences
Stretch assignments

May be positive or negative stressors

May include enlarging the current job, job rotation, transfers,
promotions, downward moves, and temporary assignments.

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Approaches to Employee Development

• Job Experiences
• Job enlargement
• Special project assignments, switching roles within a work team, or
researching new ways to serve clients and customers

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Approaches to Employee Development

• Job Experiences
Job rotation and lateral moves
• Helps employees gain an overall appreciation of the company’s goals,
increases their understanding of different company functions, develops a
network of contacts, and increases employees’ skills

• May affect employee satisfaction and motivation

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Approaches to Employee Development
• Job Experiences

Transfers, promotions, and downward moves

• Employees are more willing to accept promotions than lateral or
downward moves.

• May involve relocation within the United States or to another country; can
provoke anxiety.

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Approaches to Employee Development
• Job Experiences
Temporary assignments, projects, volunteer work, and sabbaticals
• Employee exchange

• Volunteer assignments

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Approaches to Employee Development

• Interpersonal Relationships
• Mentoring
Usually start informally but may be part of a formal mentoring program.

Developing successful mentor programs

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Approaches to Employee Development

• Interpersonal Relationships
• Coaching
One-on-one or help employees learn for themselves

Provide resources

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Special Issues in Employee Development

• Melting the Glass Ceiling

Women are underrepresented in all levels of management.
May be due to stereotypes, lack of access to training programs,
appropriate developmental job experiences, and developmental
relationships

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Special Issues in Employee Development

• Make sure senior management supports and is involved

in the program.

• Make a business case for change.

• Make the change public.

• Gather data on problems causing the glass ceiling using

task forces, focus groups, and questionnaires.
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Recommendations for Melting the Glass
Ceiling
• Create awareness of how gender attitudes affect the work
environment.

• Force accountability through reviews of promotion rates

and assignment decisions.

• Promote development for all employees.

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Special Issues in Employee Development
• Succession Planning
Requires senior management to systematically review leadership talent in the
company
Ensures that top-level managerial talent is available
Provides a set of development experiences that managers must complete to be
considered for top management positions
Helps attract and retain managerial employees by providing them with development
opportunities
Dependent on other human resource systems, including compensation, training and
development, and staffing

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The Process of Developing a Succession
Plan
1. Identify what positions are included in the plan.

2. Identify the employees who are included in the plan.

3. Develop standards to evaluate positions (e.g., competencies, desired experiences, desired knowledge,
developmental value).

4. Determine how employee potential will be measured (e.g., current performance and potential performance).

5. Develop the succession planning review.

6. Link the succession planning system with other human resource systems, including training and development,
compensation, performance management, and staffing systems.

7. Determine what feedback is provided to employees.

8. Measure the effectiveness of the succession plan.

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9-Box Grid
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This Photo by Unknown Author is licensed under CC BY-NC