Career Development

Career Development
• An ongoing, formalized effort by an organization that focuses on
developing and enriching the organization’s human resources in light
of both employees and organization’s need.
Career Stages
• Exploration stage
• Establishment stage
• Maintenance stage
• Late career stage
Exploration Stage
• Task Needs:
• Experiencing varied
job tasks
• Self assessment
• Job choice
• Social-emotional
needs
• Occupational self-
image
• Settling down
Establishment Stage
• Task needs
• Learn the ropes
• Get challenging jobs
• Increase competence
• Be innovative
• Emotional needs
• Deal with competition,
failure, conflicts
• Develop autonomy
 Maintenance Stage
• Task needs
• Technical updating
• Coaching skills
• Continue to rotate into
new areas
• Develop broad view of
career
• Social-emotional needs
• Express midlife feelings
• Rethink work, family
Late Career Stage
• Task needs
• Remain productive
• Plan for retirement
• Shift role from power to
guidance
• Identify successors
• Develop outside interests
• Social emotional needs
• Re-envision work
• Develop outside identity
Why is the career development necessary?
• To meet the immediate and future human resource needs of an
organization on timely basis.
• To better inform the organization and the individual about potential
career path within the organization.
• To utilize human resource program to the fullest by integrating the
activities that select, assign, develop, and manage individual careers
with the organization’s plan.
Career Planning
• Process by which an individual formulates career goals and develop a
plan to reaching those goals.
Who is responsible for career development?
• Organization
• Employee
• Employee's immediate manager
Organization’s responsibilities
• Entity have primary responsibility for instigating and ensuring that
career development takes place.
• Responsible for developing and communication career options within
the organization to the employee.
• Should carefully advise an employee concerning possible career paths
to achieve that employee’s career path.
Employee’s Responsibilities
• Primary responsibility for preparing individual career plans rests with
individual employees.
• Only individual know what he really wants out of a career and desire
vary appreciably from person to person.
• Requires a conscious effort on the part of the employee.
Manager’s Responsibilities
• Manager should serves as a catalyst and sounding board.
• Manager should show an employee how to go about the process and
than help employee evaluate conclusions.
Implementing Career Development
• 4 Basic Steps At Individual Level
a) Individual’s assessment of his or her own abilities, interests and
career goals
b) Organization’s assessment of the individual’s abilities and potential
c) Communication of career options and opportunities within the
organization
d) Career counselling to set realistic goals and plans for their
accomplishment
Careers Myths (Employees)
• There is always room for one person at the top.
• The key to success is to be at the right place at the right time
• Good subordinates makes good superiors
• Career development and planning are functions of human resource
personnel
• All good things come to those who work long, hard hours
• Rapid advancement along the career path is largely a function of the
kind of manager on has
Cont.
• The way to get ahead is to determine your weaknesses and to work
hard to correct them
• Always do your best regardless of the task
• It is wise to keep home life and work life separated
• The grass is always greener on the other side of the fence
Career Myths (Managers)
• Career development will rise expectation
• We will be overwhelmed with requests
• Managers will not be able to cope
• We don’t have the necessary systems at place
Career Development Plan
• Tell the employee that you want to meet with him or her to discuss
career development plans and hopes. Ask the employee to think in
advance about his or her options for growth and development and
how they see their career unfolding in your company. Encourage the
employee to think about how they’d like to see their careers progress.
• Suggest that the employee think about and come prepared to discuss
these questions: What professional job or career growth goals does
the employee hope to achieve within three years? What would the
employee like to accomplish this year? Offer opportunities for the
employee to consider as options to accomplish these goals.
Cont.
• Prepare recommendations on what the employee can do to ensure
that he or she is making progress on his career path. Determine and
discuss resources and support the organization can provide so that
the employee can accomplish his or her professional job or career
growth goals.
• Determine what professional and personal goals will help the
employee improve or develop great performance in their current job.
What additional support can this organization provide so that the
employee can accomplish these goals?
• Hold a meeting with the employee to discuss these questions and
formulate a plan with the employee's involvement. Be flexible because the
employee may have other avenues that he or she wants to discuss. As a
manager, your job is to know all of the options available to the employee
such as job shadowing, mentoring, and coaching on particular skills.
• Make sure that you're up to speed and can talk knowledgeably about all of
the training and development options that exist for your reporting staff
members. Many employees don’t consider development in any other sense
beyond taking a class, and it helps to share with them all of the additional
available options for training.
• Create and fill out a form that details the employee's career development
plan and turn it into Human Resources for review, additional input, and
filing.
Carry out the Plan
• Steer the employee in certain directions, but don't do the work for him.
Make it the employee's responsibility to find a great class in listening if he's
a poor communicator. If it turns out to be a poor choice, the employee’s
responsible and if it doesn’t produce the desired results, cannot place
blame on anyone else. Both the Human Resources department and a
manager can help the employee explore his or her options, but the
employee is ultimately responsible for the choice and follow-through.
• If the employee finds what he thinks is a great development opportunity,
he is responsible for selling the company on the idea. Working with the
experience of the HR staff to select excellent vendors and avoid low-
quality development opportunities is the responsibility of the employee.
HR has the experience the employee needs.
Things to Avoid in Career Development Planning

• Guaranteeing or forming a contract with the employee by promising

that the company will provide training or any other promised benefit.
The best that you can do is to say that you will help however you can,
but that the company growth, economic circumstances, priorities,
and goals will have an impact on the employee’s desired
developmental path, promotions, and career goals. Nothing is
guaranteed.
• Know your state and international governmental laws.
Cont.
• The manager owning or having responsibility for carrying out the plan. The
career development plan belongs to the employee. You can facilitate its
pursuit, explore options with the employees, provide opportunities for the
employee when possible, encourage the employee to have goals for
growth and expansion of his or her career and skills, but you cannot do it
for them. The employees must own their plan.
• Overcommitting your time or resources. As much as you are devoted to
helping the employees who report to you grow, you have a limited amount
of time available to help, in addition to the rest of your job. For example,
unless you are already aware of a great class or resource, researching
options for the employee to develop skills is not your job.