CHRB021 ASSIGNMENT

[Document subtitle]

GROUP MEMBERS:

MALUKA BH......................202008349

GAMA LO………………………….201924310

MATLAKALA PN………………...202029032

RAMAILA MNF…………………..201912563

KHOZA TH………………………….202047525

KHALUSHI T……………………….202028567

NETSIANDA M……………………201928610

SEKWELE K…………………………201907819

MALINGA PB………………………201824987

RALINALA SJ……………………….201928852

Mojapelo G…………………………201829722

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 TABLE OF CONTENT

CONTENT PAGES

INTRODUCTION PAGE 1
ST
THE SITUATION IN THE 21 PAGE 2-4
CENTURY
IMPLICATIONS OF COVID-19 IN THE PAGE 4-6
CHANGING WORLD OF WORK
THE IMPORTANCE OF PAGE 7
CONGRUENCE BETWEEN
PERSONALITY AND ENVIRONMENT
IN CAREER CHOICES
CONCLUSION
REFERENCES PAGE 8
1.INTRODUCTION

Models of career development are important for practitioners, as they provide a

roadmap and a framework for understanding the process of how careers are formed.
Working with a model of career development helps us all better answer the question,
“How do people come to select or acquire a career?” Working without a model is a
bit like driving a car without using your GPS; you might end up where you want, but
the GPS can provide better directions and multiple routes when unexpected
roadblocks appear. Models of career development help us work more efficiently and
better integrate services. In the last several years, there have been increasing calls
from the field to create more integrated ecosystems, communities, and focus on

career networks within career centres.

The concepts of the boundaryless and protean career certainly have their merits and
their uses, but they are problematic in many ways as bases for guiding research and
practice. Many years there has been something of an obsession amongst both
researchers and practitioners with the role that mentoring can play in careers,
primarily for the person being mentored, but also on occasions for the mentor.

Enthusiasm has frequently outstripped empirical evidence, but meta-analysis does

suggest that receiving mentoring does have (typically modest) career benefits for the
mentee.

There has been increasing interest in so-called ‘developmental networks’ which

reflect the entire array of relationships that can contribute to a person’s career
development. However, the impact of these networks has not yet been examined
thoroughly, even though here again there is a tendency to assume that
developmental networks are good. The role of social networks in career success is a
topic of longstanding interest, but again somewhat limited rigorous research. Some
of the theorising here is quite sophisticated but at the same time most of the
empirical research is cross-sectional.
2.The situation in the 21st century:

The world is changing faster and faster. World-famous companies are appearing and
disappearing in years, if not months. The old model of going to work for a company
and retiring 40 years later is not realistic in this fast-changing world.

More possibilities for careers exist than ever before. We are not constrained in our
choice of professions by what exists in the world – we can create our own
professions by combining existing skill sets in new ways. Because the world is
changing faster and because the possibilities are growing exponentially, the one
thing you can guarantee is that the skills you have today are not the skills you will
need in ten years. Developing an aptitude and zest for learning will be key to staying
relevant.

Career management is the lifelong process of investing resources to achieve your

career goals. Career management is not a singular event, but a continuing process
that is a necessity for adapting to the changing demands of the 21 st Century
economy.

The career management model consists of a few important

components.
Career Exploration
Career exploration is the collection and analysis of information regarding career-
related issues. One should be aware of his own talent, interest, values, the
importance of work in is total life, about alternative jobs inside or outside the
organization. Career exploration promotes awareness. Most people do not know
themselves. “Know thyself’- is one of the important messages suggested by the
great philosopher Socrates. They may overestimate strengths in certain areas and
judge themselves to be more talented than they really are.
Awareness
Exploration increases awareness. Awareness is a relatively complete and accurate
perception of a person’s own qualities and characteristics of his relevant
environment. Awareness is a central concept in career development. A thorough
awareness of self and environment allows a person to set right career goals and
strategies.

Goal Setting

People set career goals to maintain motivation, have something to look forward to
and achieve success. Effective career goals follow the S.M.A.R.T. model. That is,
they are specific, measurable, achievable, and realistic and have a timeline. Greater
awareness of self and environment can help the individual choose a career goal to
pursue. A career goal is a desired career-related outcome that a person intends to
attain. The goal may be to attain the position of assistant plant manager in a
specified period, to move into a project engineering position.

Strategy Development

A strategy is a plan chosen to bring about a desired future, such as the achievement
of a goal or solution to a problem. A career strategy is a sequence of activities
designed to help an individual attain a career goal. A career strategy is a structured
approach to developing capabilities, tools, and resources in an organization, which
will enable people to navigate their career ‘journey’ successfully.

The establishment of a realistic goal or set of goals can facilitate the development
and implementation of a career strategy. Many organizations develop explicit
strategic plans that enable them to pursue their goals successfully.
Career Appraisal

Whether or not a person is making progress toward a goal, the implementation of a

career strategy can provide useful feedback to the person. This feedback, in
conjunction with feedback from other work and non-work sources, can allow a
person to appraise his or her career.

Career appraisal is the process by which people acquire and use career related
feedback to determine whether their goals and strategies are appropriate. Career
appraisal permits a person to monitor the course of a career, represents adaptive,
and feedback functions of career management.
Feedback

Feedback is a response towards the sender about a message. The implementation

of a career strategy can provide useful feedback to the person. This feedback can
enable the person to appraise his career. Great supervisors know that motivating
employees is about more than charisma and vision.

To help employees perform their best, a great manager will provide feedback-the
right kind, at the right time. When you become a master of delivering effective
feedback, both positive and negative, you help your employees develop their skills
and maximize their performance.

Implications of COVID-19 in the changing world of work

Due to the COVID-19 crisis, labour arrangements and conditions are changing
significantly, bringing new psychosocial challenges for the health and well-being of
workers. During the COVID-19 crisis, workers have been having higher anxiety and
stress due to the physical working environment, including the workplace
arrangements and equipment and exposure to hazardous agents Impact on
workplace productivity, increased absenteeism and presentism, lower job
engagement and reduced job performance, with respect to both the quality and
quantity of work [International Labour Organization, (2019) “managing work-related
psychosocial risks during the covid-19 pandemic”].

Before COVID-19, it was clear that skills such as creative problem solving, emotional
intelligence, numeracy and digital literacy were progressively in demand in the era of
the Fourth Industrial Revolution. The creation and application of technology to
monitor and control the production and delivery of products and services
(automation) is being adopted and implemented at an increased rapid rate due to the
pandemic, making the need for IT and digital skills authoritative for the future job
market [Deloitte Access Economics (2020) “the economic impact of covid-19 in
workplaces”]. In the first quarter of 2020, IT skills that were most in demand revolved
around structures and systems due to the rapid shift to remote work; now, the data
suggests that businesses are more confident to return to new product and project
development.

1.Rapid Re-education
 If employees learn how to build a learning mind, they can cope well with a
sustainable and sometimes rapidly changing environment. The rapid adoption of new
high tech is an important catalyst and has the potential to accelerate the creation of
new rolls. During the pandemic, changes in workload sometimes caused imbalances
in resource allocation. Re-techniques and improvements can help employees move
from one part of the business to another.

2.Changes in Leadership and Management Skills. The COVID-19 crisis sent

shockwaves to industry and the economy Perhaps the greatest impact was human
influences: fear and uncertainty. Most of this is the fact that we suddenly need to
work from home, and everyone has a completely new routine. There is no blueprint
for what we are facing We are changing strategies for business leaders around the
world to catch up. As digital technology is refined to improve infrastructure, change
and turmoil are accompanied by new standards, and corporate culture and
leadership skills need to focus on empathy.

3. A culture of trust, transparency, and openness

This period has had to support each other as we all face uncertainty. Control must,
to some extent, give way to trust. People are learning how to do much less
monitoring work in different ways. They hold virtual meetings that may have
happened before, learning what is good at “work”, what wrongs at home, but never
so far. Ironically, in the middle of social distancing, most of us are approaching. We
are building a more adaptable team, prioritizing each other in a more consistent and
connected connection by the name of remote operation. But more than that, we are
connected as a purpose and a community.

4. Individual and Social Welfare

Infectious diseases and blockades are putting pressure on employees in ways to

test their welfare and personal life, as well as the lives of our entire society. The
World Health Organization (WHO) recently found that 45% of Chinese healthcare
workers suffer from anxiety, while the prevalence of depression in Ethiopia has
tripled in the year alone in April. I found the fact. Coronavirus has developed a
mission and opportunity to expand the provision of mental health.

5.Operating in a more agile way

It is unprecedented for many people in the world to start working remotely at the
same time. Extended events are showing how fast we can adapt, showing that we
can run faster and act more agile than we thought. Business leaders today have a
better idea of what they can and cannot do outside of the company’s existing
processes in a sense, and COVID-19 is compelling both the speed and scale of
innovation in the workplace. Many have found an easier, faster, and cheaper way to
manipulate.

The importance of congruence between personality type and environment in

career choices.

Personality type refers to the psychological classification of different types of

individuals and they are sometimes distinguished from personality traits. Congruency
between personality type and environment in career choices is important as a career
that is compatible with one’s personality is believed to be reinforced by an academic
environment. Congruence refers to personality type and course of study
(environment) that has similar characteristics.

According to Holland theory (1997) people seek environment that is aligned with the
personality type. People search for environments that will let them exercise their
skills and abilities and express their attitudes and values and take on agreeable
challenges and roles.

Holland stated that people resemble a combination of six personality types: Realistic,
Investigative, Artistic, Social, Enterprising and Conventional (RIASEC). Personality
types differ according to the activities that are related to abilities and competencies
of an individual. Realistic personality types have practical, productive, and concrete
values. These behaviours lead to competencies in the use of machines, tools, and
materials.

Investigative personality types are associated with analytical or intellectual activities

aimed at the documentation of new knowledge and understanding solutions of
common problems. Artistic personality type is associated with the acquisition of
innovative and creative competencies such as language, art, and music. Social types
prefer activities involving working with people to train or help them. These result in
competencies in areas such as teaching and counselling. Enterprising types are
often attracted to pursuits that require influencing other. These behaviours result in
the development of competencies in leadership and entrepreneurship. Lastly,
Conventional types are attracted to activities such as data manipulation which result
in clerical and business competencies.

Conclusion

Years of change, restructuring, outsourcing, and down-sizing have caused people to

take a more active role in managing their careers. Employees at all levels face
career decisions daily asking themselves questions such as: Is my job safe? Should
I stay or should I leave? Etc. It is in the context of this economic reality that career
management assumes more significant not less. Career management provides the
opportunity for an organization to align the aspirations of the individual employees
with current and future business needs, increasing the changes that the workforce
will be willing, ready, and able to move into the roles that the organisation needs
them to play. (More explained in detail on first 2 pages)

Although there is a great debate about how work is changing due to covid19, there is
a clear consensus that changes are fundamental and ongoing. On next 2 – 3 pages
we have attempted to sort out what is changing and how it is changing and to
provide an interpretative framework that will aid organization decision makers and
members of the workforce as they go about making choices that will not only shape
the world of work but also the future.

On the last 2 pages we have analysed how personality plays a significant role in
helping people determine occupations that may or may not be a good match for
them. Personality, or the characteristics that make people unique, is an important
determinant of human behaviour in general and careers. It has long been
acknowledged that good things can come from introspection and that is important to
“know thyself.” One outcome of such self-knowledge is a better understanding of
which occupations and career paths will batter match your interests and personality.
Being honest with ourselves about how who we are, and our strengths and
weaknesses can help us choose situations that we will be comfortable in, as well as

make us aware of situations that we might want to avoid .

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LIRIDONA JEMINI-GASHI, DASHAMIR BËRXULLI (2017). Personality Types,

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[Deloitte Access Economics (2020) “the economic impact of covid-19 in workplaces”]

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