Balancing Individual and Organizational Needs

Identifying Career Opportunities and Requirements

• Competency Analysis
 Measures three basic competencies for each job: know-how, problem solving, and
accountability.

• Job Progressions
 The hierarchy of jobs a new employee might experience, ranging from a starting
job to jobs that require more knowledge and/or skill.

• Career Paths
 Lines of advancement in an occupational field within an organization
Typical Line of Advancement in HR Management
 Successful Career-Management Practices
• Placing clear expectations on employees.

• Giving employees the opportunity for transfer.

• Providing a clear and thorough succession plan

• Encouraging performance through rewards and recognition.

• Giving employees the time and resources they need to consider short- and long-term
career goals.
• Encouraging employees to continually assess their skills and career direction.
 Internal Barriers to Career Advancement
• Lack of time, budgets, and resources for employees to plan their careers and
to undertake training and development.
• Rigid job specifications, lack of leadership support for career management,
and a short term focus.
• Lack of career opportunities and pathways within the organization for
employees.
 Career Development Initiatives

• Career Planning Workbooks

• Career Planning Workshops
• Career Counseling
The process of discussing with employees their current job
activities and performance, their personal and career interests
and goals, their personal skills, and suitable career development
objectives.
Individualized Career Development
• Fast-track Program
A program that encourages young managers with high potential to
remain with an organization by enabling them to advance more
rapidly than those with less potential.
• Career Self-Management Training
Helping employees learn to continuously gather feedback and
information about their careers.
Encouraging them to prepare for mobility.
 Career Networking Contacts
• Your college alumni association or career office networking lists

• Your own extended family

• Your friends’ parents and other family members

• Your professors, advisors, coaches, tutors, clergy

• Your former bosses and your friends’ and family members’ bosses

• Members of clubs, religious groups, and other organizations to which you belong

• All of the organizations near where you live or go to school

 Career Development for Women
• The “Glass Ceiling”
Artificial barriers based on attitudinal or organizational bias that
prevent qualified women from advancing upward in their
organizations into management level positions.
• Eliminating Barriers to Advancement
Development of women’s networks
Online e-mentoring for women
Diminishing stereotyping of women
Presence of women in significant managerial positions
 Glass-Ceiling Audits
• Glass ceiling audit factors:
Upper-level management and executive training
Rotational assignments International assignments
Opportunities for promotion
Opportunities for executive development programs at universities
Desirable compensation packages
Opportunities to participate on high-profile project teams
Upper-level special assignments
 Career Development for Minorities
• Career development for minorities is advanced by:
Organizational support for the advancement of minorities to significant
management positions
Provision of internships to attract minorities to management careers
Organization of training courses to foster the development of minority’s
managerial skills and knowledge.
 Dual-Career Couples
• Dual-Career Partnerships
Couples in which both members follow their own careers and actively
support each other’s career development.

 Flexible work schedules

 Adaptive leave policies
 Work-at-home
 On-premises day care
 Job sharing
 Stages of Career Development
Stage 5: Late Career (ages 55–retirement):Stage 5: Late Career (ages 55–retirement):
Remain productive in work, maintain self-esteem, prepare for effective Remain
productive in work, maintain self-esteem, prepare for effective retirement .

Stage 4: Midcareer (ages 40–55):Stage 4: Midcareer (ages 40–55):

Reappraise early career and early adulthood goals, reaffirm or modify goals,
Reappraise early career and early adulthood goals, reaffirm or modify goals, make
choices appropriate to middle adult years, remain productive make choices
appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25–40):Stage 3: Early Career (ages 25–40):

Learn job, learn organizational rules and norms, fit into chosen occupation Learn
job, learn organizational rules and norms, fit into chosen occupation and
organization, increase competence, pursue goals and organization, increase
competence, pursue goals.
Stage 2: Organizational Entry (ages 18–25):
Obtain job offer(s) from desired organization(s), select appropriate job
based Obtain job offer(s) from desired organization(s), select
appropriate job based on complete and accurate information on
complete and accurate information.

Stage 1: Preparation for Work (ages 0–25):Stage 1: Preparation for Work

(ages 0–25):
Develop occupational self-image, assess alternative occupations,
develop occupational self-image, assess alternative occupations,
develop initial occupational choice, pursue necessary education initial
occupational choice, pursue necessary education.
Combinations of Career Interests and Skills

Hig h
S KILLS Explore Pursue

Avoid Develop
Lo w

Low High
INTERESTS
The Plateauing Trap
• Career Plateau
Situation in which for either organizational or personal reasons
the probability of moving up the career ladder is low.
• Types of Plateaus
Structural plateau: end of advancement
Content plateau: lack of challenge
Life plateau: crisis of personal identity
Career Exploration
 Why do we need to work?

 Influences on career decisions.

 Your skills and interests.

 Like what you do.

Everyone’s path is different. What’s yours?

Why Career Planning is Important
 You’ll be working for 40+ years. Choose happiness.
 Good career planning improves your chances of work
happiness. Satisfaction in work affects other parts of your life.
 Explore your Interests by Clusters
• Agriculture, Food, and Natural
• Hospitality and Tourism Resources
• Human Services Architecture and Construction
• Information Technology
• Arts, A/V Technology, and
• Law, Public Safety, Corrections Communications and Security
• Business, Management, and Manufacturing Administration
• Marketing, Sales, and Service
• Education and Training ,Science, Technology
• Finance, Engineering, and Mathematics
• Government and Public
• Transportation, Distribution,
• Administration and Logistics Health Science
The Nature of Career Exploration
Career Planning is a long-term goal
 Career planning is the planning of one's life work that give meaning and
satisfaction over the life span
 Career planning involves exploring alternatives, aiming to maximize future
Success and satisfaction
0+0+0=0
Career Exploration Stages
Career Exploration
Ideal Job
What’s a Boundary less Career?
1. “Independence from, rather than dependence on, traditional
organizational career arrangements." (Arthur & Rousseau, 1996)
2. Global Mindset
- Internal: subjective sense of where one’s work life is going
- External: advancement within the organization (Stahl, 2002)
White Collar
The term white-collar worker refers to a person who performs
professional, managerial, or administrative work.

 White-collar workers usually perform job

duties in an office setting.
 They are highly skilled and formally trained
professionals.
 Many white-collar workers, such as accountants, bankers, attorneys and
real estate agents, provide professional services to clients.
 Other white-collar workers, such as engineers and architects, provide
services to businesses, corporations and government agencies.
 White collar jobs are linked to the generally higher paying type of jobs.
 White collar jobs often have a cleaner of ‘better’ workplaces.
 White collar jobs are more corporate and managerial.
Blue Collar
 The term blue-collar worker refers to a person whose job
requires manual labor.
 Blue-collar work may involve skilled or unskilled, manufacturing,
mining, construction n, mechanical, maintenance, technical installation
and many other types of physical work. Often something is physically
being built or maintained.

Blue-collar workers perform labor jobs and typically work with their hands.
Blue collar jobs are often non management but actual physical labor type of
jobs.
Some blue-collar occupations require highly skilled personnel who are
formally trained and certified.
These workers include aircraft mechanics, plumbers, electricians and structural
workers. Many blue-collar employers hire unskilled and low-skilled workers to
perform simple tasks such as cleaning, maintenance and assembly line work.