Career Development - Hrm Report.pptx

SESSION 10: MANAGING EMPLOYEES CAREER DEVELOPMENT: PROCESS AND PROGRAMS; DETERMINING INDIVIDUAL NEED FOR CAREER DEVELOPMENT Reporter: Charisse Dianne Leonardo MBA

WHAT IS CAREER DEVELOPMENT?

CAREER DEVELOPMENT •It is the series of activities or the on-going/lifelong process of developing one’s career. •Career development usually refers to managing one’s career in an intraorganizational or interorganizational scenario. •It involves training on new skills, moving to higher job responsibilities, making a career change within the same organization, moving to a different organization or starting one’s own business.

DEVELOPMENT VS. TRAINING

A MODEL OF CAREER DEVELOPMENT Career development is the process by which employees’ progress through a series of stages. Each stage is characterized by a different set of developmental tasks, activities, and relationships.

01

EXPLORATION

02

ESTABLISHMENT

03

MAINTENANCE

04

DISENGAGEMENT

A MODEL OF CAREER DEVELOPMENT (CONT.) Exploration

Establishment

Maintenance

Disengagement

Developmental tasks

Identify interests, skills, fit between self and work

Advancement, growth, security, develop life style

Hold on to accomplishments, update skills

Retirement planning, change balance between work and non-work

Activities

Helping

Making independent contributions

Training

Phasing out of work

Relationships to Apprentice other employees

Colleague

Mentor

Sponsor

Typical age

Less than 30

30 – 45

45 – 60

61+

Years on job

Less than 2 years

2 – 10 years

More than 10 years

More than 10 years

Learning Following directions

Sponsoring Policy making

THE CAREER DEVELOPMENT PROCESS:

SelfAssessment

Reality Check

Goal Setting

Action Planning

CAREER DEVELOPMENT PROCESS (CONT.) SELF ASSESSMENT

•Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies •Often involves psychological tests

REALITY CHECK Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans.

GOAL SETTING •The process of employees developing short- and long-term career objectives •Usually discussed with the manager and written into a development plan

ACTION PLANNING Employees determining how they will achieve their short- and long-term career goals

DEVELOPING SPECIFIC CAPABILITIES/COMPETENCIES

LIFELONG LEARNING Learning and development are closely linked. For most people, lifelong learning and development are likely and desirable. For many professionals, lifelong learning may mean meeting continuing education requirements to retain certificates.

RE-DEVELOPMENT

Whether due to a desire for career change or because the employer needs different capabilities, people may shift jobs in mid-life or midcareer. Re-developing people in the capabilities they need is logical and important.

DEVELOPMENT NEEDS ANALYSES

ASSESSMENT CENTERS

PSYCHOLOGICAL TESTING

PERFORMANCE APPRAISALS

HR DEVELOPMENT APPROACHES

LEARNING ORGANIZATION DEVELOPMENT EFFORT

MANAGEMENT DEVELOPMENT

PROBLEMS WITH MANAGEMENT DEVELOPMENT EFFORTS Failing to conduct adequate needs analysis

A B C D

Trying out fad programs or training methods

Substituting training instead of selecting qualified individuals

Encapsulated development

If you want to build a business, build the people.

-- Brownie Wise

REFERENCES:

Matthew Richardson & Stephen Chapman. Chapter 5.The human resource management function- the employment cycle. Retrieved July 2011, from Key Concepts in VCE Business Management Units 3 & 4, 2nd Edition. Robert Mathis & John Jackson. Section 3.Developing Human Resource: Chapter 10 Talent Management and Development. Retrieved 2008, from Human Resource Management 12th edition.