Career Planning &

Development
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 Career
Planning and
Development

• Organizational Initiatives
• Individual (employee) Initiatives

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 Organizational
Initiatives

1.A job posting system

2.Mentoring activities
3.Career resource centers
4.Managers as career counselors

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 Organizational
Initiatives
5.Career development workshops
6.Human resource planning and
forecasting
7.Performance appraisals
8.Career pathing programs.

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 Individual Initiatives

1.Career Planning
2.Career Awareness
3.Career Resource Center
Utilization
4.Interests, Values, and
Competency Analysis

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 1.Job posting system
• Job posting is an organized process that allows
employees to apply for open positions within the
organization.
• They can respond to announcements and postings
of positions and then be considered along with
external candidates.

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 8. Career Path
• Career path is the sequencing of work
experiences, usually different job assignments, in
order to provide employees with the opportunity
to participate in many aspects of a professional
area.
• For example, in order for a salesperson to move
up the ladder to regional manager, it is important
that he or she understand all aspects of the job.

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 8. Career Path
• Therefore, a career path in sales might include a
period of time in sales, account supervision, and
district management.
• By experiencing each of these related but
different occupations, the employee can develop
a better understanding of the broad role of
regional manager.

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 1. Career Planning
• Career planning is the process of setting
individual career objectives and creatively
developing activities that will achieve them.
• Career planning can also be seen as a
personal process, consisting of three criteria:
(1) broad life planning, (2) development
planning, and (3) performance planning

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 Three Types of Career Path
Historical
Past patterns of career
progression; how the
incumbents got where they
are
Organizational
Paths defined or dictated by
management to meet
operating needs;
progression patterns that fit
prevailing organizational
needs
Behavioral
Paths that are logically
possible based on analysis
of what activities are
actually performed on the
job

Actual paths created by the
past movement of
employees among
management jobs
Perpetuates the change:
way careers have always
been
Used as basis for
promotions and transfers
Paths determined by Rational paths that could be
prevailing needs for staffing followed willingly
the organization
Reflects prevailing Calls for change; new career
management values and atti­ options
tudes regarding careers Used as a basis for career
planning
Usually consistent with job Used as a basis for career
evaluation and pay practices planning

Basis is informal, traditional Basis is organizational Basis is formal analysis and

need, management style, definition of options
expediency

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