Introduction to Career

Management
Prerna Chhhetri
 Career Management
• Career can be defined as a sequence of positions, roles, or jobs held by one person over
a relatively long period of time.

• Career path are flexible lines of progression through which employees move OR a
sequential pattern of jobs.

• Career Goals are the future positions that an individual strives to reach as part of a
career.
• Career planning is the process, by which an individual selects career goals and the path
to these goals.
• Career management can be defined as the process of designing and implementing goals,
plans, and strategies, which help the HR professionals and managers to satisfy the needs
of the workforce and allow individuals to achieve their career objectives.
 Importance of Career Planning in
organizations

• It ensures availability of resources for the future

• Enhances organization’s ability to attract & retain talent
• Ensures growth opportunities for all
• Helps retain and nourish the best talent in employees
Career Development & Planning: Old Paradigm

From:
A linear, destination-oriented model of:
“What do you want to be when you grow up?”

Birth Education Job Choice Training Employment Retirement

Factors that impact job choice
• Self interest
• Self image
• Personality
• Social Background
 The Old Paradigm
• Traditional career paths.
• Entry and establishment: Involves on-the-job development of
relevant skills and abilities.
• Advancement: The individual seeks growth and increased
responsibility.
• Maintenance, withdrawal, and retirement: Individuals may
experience continued growth of accomplishments or may encounter
career stability. At some point, individuals consider withdrawal and
ultimate retirement.
 New Paradigm

Source: Phil Jarvis, Vice President

National Life/Work Center
Careers are no longer viewed as an upward linear progression but reinvented constantly as
work environments change
 Career Stages
• Exploration
• starts during the mid-teens or early twenties and continues till individual takes up a new job and starts career.
• Discover likes, dislikes, inclinations, aspirations
• Pursue education or training
• Induction, Orientation, socialization in new job
• Establishment
• Settles down in job
• looks for more responsibility and growth
• Organization has to develop policies to support the employee in work life balance
• Career planning activities important
• Maintenance Stage
• Contributes to organization
• Upgrades skills and competencies and involved in development and review of org policies or goals

• Disengagement Stage
• Equips for change to balance work and non-work activities.
• Retirement and hobbies
• Others may continue as consultants, part time etc.
 Career Anchors
“Basic attitudinal characteristics that guide people throughout their
careers.”

8 Anchors identified by Edgar Schein

• Autonomy/ Independence • Entrepreneurial creativity

• Security/ stability • Service
• Technical/ Functional competence
• Pure challenge
• General Management
• Life Style
 Career Anchors
• Technical / functional competence – Focus on developing skills
• General managerial competence – Opportunity to develop up the
ladder
• Autonomy / independence – Flexibility & freedom
• Security / stability – Loyalty & promise of tenure
• Entrepreneurial creativity – Create an organization or enterprise
• Service / dedication to a cause – Making the world a better place
• Pure challenge – To solve impossible problems
• Lifestyle – Balance and integrate personal, family and career needs
 Using the career anchors
• Individuals
• Looking for a role or career suited to their values, motivators, and
competence
• seeking to understand why they may not be happy or finding success in the
role or career they are currently in
• Employers
• Recruitment & Hiring
• Employee Performance & Development/Career Development/Succession
Planning
• Reward & Recognition – reward employee achievement based on what
motivates them
 Person-job fit
• Managers are less interested in someone’s ability to do a specific job than in that person’s
flexibility.

• Identifies six personality types and proposes that Person-Job Fit:

• John Holland’s Personality-Job Fit Theory
• Six personality types laid out in a hexagon
• Fields that lie adjacent to each other are similar; those diagonally opposite are
highly dissimilar.

• Key Points of the Model:

• There appear to be intrinsic differences in personality between people.
• There are different types of jobs.
• People in jobs congruent with their personality should be more satisfied and have
lower turnover and higher satisfaction.
• Need to match personality types with occupation
Holland’s typology and congruent
occupations
Cultural implications for person-job fit
• In individualistic countries where workers expect to be heard and
respected by management, increasing person–job fit by tailoring the
job to the person increases the individual’s job satisfaction.
• In collectivistic countries, person–job fit is a weaker predictor of job
satisfaction because people do not expect to have jobs tailored to
them, so they value person–job fit efforts less.