Career Orientation

After studying this chapter,

you should be able to:
6-1 Understand career orientation.

6-2 Identify personal abilities and suitability for a profession.

6-3 Set career goals and search for employment.

6-4 Analyze the impacts of the environment and the role of the
enterprise in career development.
Career Orientation Defined
 Career
– A sequence of attitudes, behaviors, or actions
related to the work roles of individuals throughout
their lives, encompassing both objective factors
(observable activities) and subjective factors
(attitudes and career orientations).
 Career orientation
– The attitude stemming from an individual's strong
intention that influences decisions related to the
profession; it reflects preferences in the face of
opportunities, circumstances, and specific career
types.
Type of Career Orientation
 Independent career orientation
– A positive attitude towards frequent changes
within the organization and a commitment to self
rather than being an employee; high employability.
 Proactive career orientation
– High self-management behavior, transcending
personality traits and personal capabilities; high
mobility (changing organizations, locations,
professions, jobs), even forsaking career
opportunities.
Antecedents and Consequences in Career
Orientation
Career Self-Management
 Stages in the career lifecycle
– Developmental stage: < = 14 years old.
– Exploration stage: 15-24 years old.
– Formation stage: 25-44 years old.
– Maintenance stage: from 45 years old until
retirement.
– Decline stage: after retirement age
• Extension of career lifespan
• Pursue a new passion-driven career.
• Enjoy life.
Career-Related Theories
 Person-environment fit
 A life-span career development
 Cognitive theory
 Personality traits
 Action regulations
Career Orientation Model
Ability and Career Fit
 Personal attributes
– Intellectual ability, IQ, EQ
– Physical ability
– Technological ability
Personality and Career Orientation
 Personality defined
– The enduring characteristics and behavior that
comprise a person’s unique adjustment to life,
including major traits, interests, drives, values,
self-concept, abilities, and emotional patterns.
 Big five personality traits
1. Extraversion
2. Neuroticism
3. Agreeableness
4. Conscientiousness
5. Openness to experience
Career Fit
 Practical-oriented  Supportive
– Carpenters, electricians, – Consultant, activists.
pilots, engineers, and
mechanics.  Decisive
– Sales manager, broker,
 Investigative lawyer.
– Biologist,
mathematician,  Organizing
computer programmer, – Accountant, secretary,
quality control inspector. HR expert.

 Artistic
– Graphic designer,
composer, book editor,
art teacher, and actor.
Employability Skills in 21st Century
 Cognitive skill set
 Interpersonal skill set
 Self-leadership skill set
 Digital skill set
Career Motivation
 Defined
– Personal passion and individual effort, including
intensity, direction, and perseverance to achieve
goals in the profession, such as scientific or
economic achievements, career advancement, or
cultivating high-quality social relationships.
• Attributes related to personal interests and concerns,
such as a desire to immerse oneself in social
environments, aspire to advance, and express roles and
authority (leadership, management).
Career Objective and Job Seeking
 Career objective
– The assessment of personal attributes such as
knowledge, skills, and talents linked to educational
background and experience, thereby establishing
a framework of strengths and weaknesses that an
individual needs to improve in pursuing career
aspirations.
 Job seeking
– Intensity, content and persistence of seeking.
Roles of Environment and Organizations
in Career Development

 Environmental influence
– Parents, spouse's occupation, business
environment.
 Organizational influence
– Occupational programs.
Training and Development
After studying this chapter,
you should be able to:
7-1 Understand the concept of employee training and
development.

7-2 Know methods of training and development.

7-3 Understand priorities in employee training and development

in the 21st century.

7-4 Identify training demands.

7-5 Implement the training process.
7-6 Have a clear understanding of how to assess the
effectiveness of training.
Concept of Employee Training and
Development
 Defined
– Educational activities designed to help the
workforce within a business acquire or enhance
professional knowledge and skills. It also involves
providing information and guidance to carry out
tasks more effectively.
• E.g., training sessions, workshops, online learning
programs, mentoring, coaching, and real-world projects.
Roles of Talent Training and Development
Training Classification
 Training contents
– Work-oriented.
– Enterprise-oriented.
– Content goals.
– Learner-oriented.
 Organization methods
– Formal training
– In-house training
– On-the-job training
– In-place buddy training
– Off-site or location-based training
Methods of Training and Development
 Classroom-based training
– E.g., lectures, presentations, test, illustration,
exercise, brainstorming, etc.
 Workplace training
– E.g., demonstration, consultant, instruction, etc.
 Important aspects
– Coaching
– Mentoring
 Employee Training and Development in
the 21st Century.
Early History of Training and Development
and Organizational Development (OD)
Top Priorities in Training and
Development

 Quality improvement
 Technological innovation
 Customer services
Fundamentals in Learning
 Stimulation
 Developmental feedback
 Organizing methods
 Repeating
 Application
Training Demands
 Analysis of training demands
– Enterprise, professionals, employee ability, and;
• Strategic HR source
Strategic Jobs and Competencies
Identifying the Training Needs of
Technical Workers
 Direct methods
– Based on job analysis, the actual work situation,
and the organizational structure of the enterprise,
directly determine the number of technical
workers needed for each profession in each
department or workshop. Then, consolidate these
numbers to determine the overall demand for the
entire enterprise. This method is relatively
complex, time-consuming, but accurate.
 Calculation Method 1
– Calculation Method 1 is based on the total cost of
the necessary technical labor time for each type of
product and the labor time pool of each
corresponding type of technical worker.

 Calculation Method 2
– This method is based on the quantity of technical
equipment needed for the production process, the
responsibility level of a technical worker, and the
working efficiency factor of machinery and
equipment.
 Calculation method based on index
– Estimating the demand for technical workers
based on the growth index of the production
volume, service, the technical staff index over the
total number of employees, and the labor
productivity index in the planned period
Determine the Demand for Technical
Worker Training
 Formula for supplementary demand
1. Supplementary Demand = Required Demand
−Existing Quantity+ Replacement Demand
2. Training Enrollment Demand = Training Demand
/ (1 - % Dropout in Training)
 Determining the need for developing
capabilities for managerial staff
Training Process
 Purpose
 Responsibility
 Recruiting trainees
 Budgets
 Information system
 Recruiting training service providers
 Organizing training courses
 Implementing and controlling
Evaluating the Effectiveness of Training."
 Empirical analysis
 Changes of trainees
 Quantitative evaluation
– Net present value (NPV)
– Internal return rate (IRR)