Career

Development
Career
Development
The total sequence of
employment-related positions,
roles, activities and experiences
encountered by an individual.
(Jackson, !!!"
usually defined as a series of
positions occupied by an
individual durin# the course of a
lifetime.
is a lon# - term attempt to help
employees shape careers that are
satis#yin# to them.
Ultimately,
$elpin# employess, especially hi#h-
performin# employees
%chieve a satisfyin#
career reduces turnover
and enables an
or#ani&ation to retain
valuable human
resources.
Career
development
' The process of assessin#, ali#nin# and
balancin# or#anisational and individual needs,
capabilities, opportunities and challen#es
throu#h multiple approaches and methods.'

(t emphasi&es the person as an individual )ho
performs, confi#ures and adapts various )ork
roles.

(ts ma*or intervention is self-
assessment and developmental
processes that affect individual and
or#anisational abilities to #enerate
optimal matches of people and *obs
(Tracey, +,,+"
(n or#ani&ational development (or -D", the
study of career development looks at.

ho) individuals mana#e their careers )ithin

and bet)een or#ani&ations and,

ho) or#ani&ations structure the career

pro#ress of their members, it can also be tied into
succession plannin# )ithin most of the
or#ani&ations.
Certain sta#es of careers
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According to Judith Ross, 5 key actions
companies need to undertake to #ro)
mana#ers and keep them from leavin#.
A.12 Capitalize the name of a people, race, tribe,
or ethnic or linguistic group.
+. /rovide room to #ro)
. Continually enrich the experience
6. 1xpress appreciation
7. Counteract stress
8. Cement stress
is a statement of action that
commits mana#ement to a
definite plan or course of
action.
concernin#
Hiring and
Promotion
9sed as #uidelines for
decision makin# by
reducin# ad hoc
decision makin#.
2ead to #reater
consistency and
continuity in an
or#ani&ation.
The formulation of policy
is ultimately the
responsibility of the
director.
:hy;
1. Requires library
management to think
through the needs of
both employees and
the organization
. /rovide consistent treatment for
all employees. <ecause each
supervisor follo)s the same
policies, the equal treatment of each
employee is assured.
Clearly stated policies minimize both
favoritism and discrimination.
=uch policies assure continuity of action,
even durin# periods )hen mana#ers or
supervisors chan#e.
5e) mana#ers have a )ritten standard
to follo), and policy remains stable.
1mployees need not endure vacillations
in policies )hen supervisors resi#n or
retire.
(n addition to policies and procedures, or#ani&ations
also have a rules.
> is defined as a re#ulation or prescribed
#uide for conduct or behavior.
> are the minimum standards of conduct taht apply to
a #roup of people and should apply uniformly to
everyone in that #roup.
> =erve to ensure predictability of behavior so that
the or#ani&ation can achieve its #oals and function
)ithout undue disruption.
-bviously, the policies, procedures, and
rules of an or#ani&ation should be )ritten
and available to all. (f they exist only in the
mind of the director, they fail to serve the
purposes for )hich they are developed.
$o)ever, they must be more than )ritten?
they must be communicated to and
understood by all employees. /olicies
locked in the director@s desk are *ust as
ineffective as those that are un)ritten.
How are policies, procedures, and rules
communicated through an organization?
=pecial care must be taken to communicate these
documents to supervisors so that they can
administer them equitably and uniformly.
-r#ani&ations have special trainin# sessions to
acquaint supervisors )ith policies or to revie) them
periodically.
5on supervisory employees commonly learn about
policies, procedures, and rules throu#h the employee
handbook or manual, )hich usually is #iven to each
ne) employee durin# orientation.
0ose 4arie %Aora 1balle
Bretchell <acalso Cuiron#
0eporters
Career development is simple-- hire the right
person, develop the right person for the job, and
find the right job for the right person.