Chapter 14

Career
Planning
and
Development

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
1. Define the term career.
2. Analyze the potential organizational benefits that
can result from mentoring relationships.
3. Explain why organizations need to be concerned
about dual-career couples.
4. Discuss how career “pathing” can be used within
an organization.
5. State how career planning is done in
organizations.

14-2
 Self-management is the
Global reality for the coming years
competition &
economic Organizations must know
changes cause how to best utilize the
organizations of talents of employees
all sizes to Performance is tied to
restructure development of
human resources

14-3
 Careers follow a uniform
pattern of phases
As organizations
change, so do their Each phase produces different
employees opportunities and stresses

Effective managers help

employees confront and
deal with career and life needs
Managers &
employees should
be involved with Employees often lack the ability
their own career and information
development to develop their own career plans

14-4
 This chapter reviews programs that are
used to plan and develop careers

Career stages are influenced by attitudes,

motivation, the task, economic conditions

Be sensitive to the “career cycle”

and its influences

Matching individual needs, abilities, preferences,

motivation, and opportunities doesn’t just happen

14-5
14-6
 Moving upward in chosen line of work
“Career” has Making more money
many
meanings Having more responsibility
Acquiring more status, prestige, power

Homemakers
The concept
of career can Parents
also apply to
Volunteer workers

14-7
 The pattern of work-related experiences and
activities over the span of the person’s work life

Success or failure lies in

the judgment of the individual
Consists of both attitudes and behavior

Ongoing sequence of work-related activities

Non-work life and roles play a

significant part in a career

14-8
 The Values of Society Change Over Time

Fewer people are

Family needs and
obsessed with
spending time off the
advancement,
job are becoming
continual success,
important personal
and a continually
issues
increasing salary

14-9
 Most people…

Undergo some form of organized education

Take a first job

Move on to other jobs

Eventually settle into a position and hold it

The duration of each stage varies, but most

workers go through all of them

14-10
14-11
 Technical knowledge, but no understanding of
organizations demands

Must work closely with experienced people

(apprenticeship)

Expected to show competence, including learning

and following directions

Requires accepting psychological

state of dependence

Very similar to school

14-12
 Working independently

Demonstrated Primary activity is

competence independent contributor

Psychological state of Lack of self-confidence

independence often causes failure

14-13
 They broaden
Stage III Central activities
interests and
professionals are training and
deal more with
mentor those in interaction with
people outside
Stage I others
the organization

They assume Those who enjoy

responsibility for Those who seeing others
the work of cannot cope may move to bigger/
others shift back to better jobs are
(psychological Stage II content until
stress) retirement

14-14
 Experienced person is Instruction
expected to contribute to the
junior employee’s Job performance

Retention

Junior person’s career is

enhanced by coaching,
In a successful exposure, and protection
relationship…
Junior person acquires a sense of
personal identity
Mentor derives satisfaction
from the growth, development,
and advancement of a protégé

14-15
It has been difficult for women
and minorities to establish
mentoring relationships
• Men hesitate to mentor female
protégé because of the sexual
innuendoes
• Senior women are reluctant to
mentor junior women because
they perceive significant
organizational risks in doing so

14-16
 Not everyone experiences Stage IV, which involves

Shaping the direction of the organization itself

Focusing on long-range strategic planning

Identifying/sponsoring the careers of successors

Interacting with key people outside the organization

Roles are manager, entrepreneur, and idea generator

14-17
 John L. Holland, career expert, suggests that

Career choice is an expression of personality,

not a random event

Chance sometimes plays a role

What’s derived from a career depends on congruence

between personality and the job environment

14-18
14-19
14-20
 Personality Types

Investigative Artistic
Realistic
(research (interior
(machinist)
scientist) decorator)

Social (school Enterprising Conventional

counselor) (lawyer) (accountant)

The more one resembles a given type, the more

likely one is to display the behavior/traits of that type

14-21
 Simply preferring one career or occupation
over another is not enough

A person must have, or be able to develop,

the skills required to perform the job

The Dictionary of Occupational Titles (DOT) provides

information on skills required for over 20,000 jobs

14-22
 Used to assess 200 items about interests,
120 items about skills

Influencing Producing

Scores translate
Creating into 7 orientations Helping

Adventuring Analyzing

Organizing
14-23
 The 7 orientations are subdivided into 29 areas,
like leadership, writing, science

Low interest, Low interest,

High interest,
high skill = low skill =
low skill =
exploration is avoid the
develop skills
needed activity

14-24
Career development can range from
simply reimbursing tuition to detailed
counseling
• These programs are most valuable when
 Offered regularly
 Open to all employees
 Modified when change is necessary
• Goal is to match employees’ needs and goals
with current or future career opportunities

14-25
 A well-designed career development effort

Helps employees determine their own career needs

Develops and publicizes career opportunities

Matches employees’ needs/goals with
those of the organization

Career planning has three crucial points

Recent hires Midcareer Pre-retirement

14-26
 Employees select their positions
on the basis of…
Expectations regarding the demands
that the organization will make of them
What will be received in exchange for
meeting those demands
Young managers, particularly college graduates,
expect recognition and advancement
Recently hired managers are often
disappointed with their initial career decisions

14-27
 Initial job
Reality shock
challenge

Causes of Difficulties
Initial job
Initial job
performance
satisfaction
evaluation

14-28
Most early career interventions focus on
developing managers, but other
employees can benefit too

Blue-collar workers are

valuable assets who need career
development too

14-29
To counteract early career problems

Realistic Challenging
job previews initial assignments

Enriched initial Demanding

assignments bosses

14-30
 Common Dealing with these
mid-career problems pressures can lead to

Higher levels of stress Job withdrawal

Personal & family Substance abuse

problems associated with
midlife crisis and transition Depression
Dealing with the idea
that one’s most
productive years
may already be past

14-31
Training can help midcareer managers
• Improve skills
• Improve knowledge
• Grow intellectually

Showing an interest
• Introduces the Hawthorne effect
• Is especially important at midcareer

14-32
 Midcareer plateau

Occurs at adult stage of life, maintenance phase of career

Chance of upward promotion low; fewer jobs at the top

Openings may exist, but there is a lack of
ability, skill, or desire to fill them

Managers cope in consistent ways

Depression, poor health, fear of/or hostility
toward subordinates
“Retiring” on the job or leaving the organization

14-33
 Counseling

Career Alternatives

Downward Fallback
Lateral transfer
transfer position

14-34
 When do employees plan to retire?
Who is attracted by early retirement?
What do employees plan to do during retirement?
Can the company help prepare for these activities?
Do retirees plan a second career?
Can the organization assist in this preparation?
Which retirees will still help new employees?

14-35
Retirement is feared by some, anticipated by others

Counseling and education programs can make

work-to-retirement transition easier

In most cases, a retired person must learn to

Accommodate
Accept a Manage a less
family and
reduced role structured life
community

14-36
 Matching an individual’s career
Career planning
aspirations with opportunities

Sequencing specific jobs linked

Career pathing
to those opportunities

Successful The individual and the

career organization assume equal
management responsibility for it

14-37
14-38
14-39
Widely used Career counseling by HRM staff
informal
approaches Career counseling by supervisors

Workshops
More
formal but
Seminars
less used
approaches
Self-assessment centers

14-40
 Syntex Corp. found eight skill areas related
to effective management

Problem analysis Communication Goal setting

Making decisions and Selecting, training,

handling conflicts motivating employees

Controlling Interpersonal Use of time

employees competence

14-41
 Problems and Issues

Integrating career development and workforce planning

Managing dual careers

Career planning and Equal Employment Opportunity

Downsizing and job loss

14-42
 Great strides have been made in
providing women and minorities with
Civil Rights equal employment
Act of 1964 is
40 yrs old Still, few have made it to the top of
organizations

Some still believe women & minorities

A “glass cannot be effective managers
ceiling” is
still a reality Those feeling such resistance often
leave, resulting in a drain of talent

14-43
Unemployment is linked to
• Social disorders
• First admissions to mental hospitals
• Suicide

14-44
Denial/disbelief is Friends and family
a typical response play a major
to layoff rumors supporting role
Those unemployed
after 4 months may
show panic, rage,
erratic behavior

As rumors circulate Several weeks after

and some lose jobs, job loss, there is relaxation,
high anxiety exists among relief, optimism, vigorous
remaining employees job hunting

14-45
 Consistent, strong performance
To guard against job
layoffs or job loss Use appraisal system to pinpoint
poor performance and initiate
corrective steps

Decrease in market demand

Uncontrollable
events that can Reduced availability of resources
require a cutback
Competition

14-46
 Prepare for job layoff/loss
when business is good
Establish layoff criteria
Create outplacement service unit
Establish severance pay
Job layoffs and job loss are expected to
continue into the foreseeable future

14-47
 Help with
Retraining
resume

Use of Outplacement Career

company phones Services counseling

Letters of Payment of
introduction placement fees
Reference
letters

14-48
At present, we need more information on
• Women’s and minority workers’ reactions to job
layoffs and loss
• Long-range effects of job loss
• How personality predisposes reactions to
job loss
• Effectiveness of outplacement services
• The effect of career halt

14-49
1. Define the term career.
2. Analyze the potential organizational benefits that
can result from mentoring relationships.
3. Explain why organizations need to be concerned
about dual-career couples.
4. Discuss how career “pathing” can be used within
an organization.
5. State how career planning is done in
organizations.

14-50