career management td(2)

8/8/2019 Career Management TD(2)

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Managing CareersI. General Overview: Changing Concepts of Careers

II. Employer and employee roles in managing careers

III. Managing Careers in Different Career stages (specialemphasis on mentoring)


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Introduction

Restructuring of organizations makes it essentialthat companies reconsider the concepts ofcareer and career management in order to retain

and motivate employees. Companies successful at managing employee

growth that accompanies business expansionemphasize that employees are to be responsiblefor career management.


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Introduction (continued)

These companies do provide resources supportingcareers such as development opportunities,mentoring, and training managers in how to coach

employees. A major challenge is how to balance advancing

current employees careers with simultaneouslyattracting and acquiring employees with new skills.


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What Is Career Management?

Career managementCareer managementis the process throughwhich employees:

Become aware of their own interests, values,

strengths, and weaknesses.

Obtain information about job opportunities withinthe company.

Identify career goals.

Establish action plans to achieve career goals.


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Managing Your Career: General

Career development and opportunitiesfor growth are often given as the most

important reason why employees join andremain with employers.

However, several changes in organizations

have made career development difficult:


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Why Is Career ManagementImportant?(continued)

From the employees perspectiveemployees perspective, lack ofcareer management can result in:

Frustration

Feelings of not being valued by the company

Being unable to find suitable employment shoulda job change be necessary due to mergers,acquisitions, restructuring, or downsizing.


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Managing Your Career: General

TraditionalNewer Conceptualizations


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Managing Careers:

Responsibilities(Noe, et al., 2006)

Organization Provide support

(e.g., information)

Provideassessments (+/-,interests & values)

Communicate performanceevaluation, where employeefits in long-range companyplans, changes in industry,profession, etc.

Commit to help employeeachieve goals. Identifyresources (e.g., courses, workexperiences, etc.)

Employee Ultimately responsible for

managing careers

Identify opportunities and needs to

improve

Identify what needs are realistic todevelop

Identify goals and how you wantthem achieved. Construct timetable for achievement


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Managing Careers:

Development Stages(Kulik, 2004)

1. Growth: an individual develops a sense of self and exploration ofinterests.

2. Exploration: begins as an individual develops preference for acareer and ends with training and placement in chosen occupation

3. Establishment: : begins with stabilizing in their career, which meansperforming satisfactorily which includes maintaining effectiveproductivity and to secure their position within an organization.There are examples of advancement in careers also by few people

in this stage. This stage is from the age of 25 to 44.

4. Maintenance: begins with self-reflection and can lead to (a) beingre-energized; (b) changing careers; or (c) reduction in investment inones career (less self-focused)

5. Disengagement: an individual looks ahead at what to do at the endof his or her career


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Career Concepts

What does it mean to have asuccessful career?

Where do you learn about whatmakes for a successful career?


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4 Career Concepts (Lewellyn, 2002)

Linear. To the person motivated by the linear concept,success only comes from moving up the corporateladder. While prevalent in the United States, this provesto be a difficult concept to yield continuing success.Movement up the organizational pyramid provides fewerpositions into which to advance. Many who carry thelinear concept are frustrated. Many leave positions ofinfluence when they become "topped out." The "de-layering" of organizational levels of the 1990s left manylinears disillusioned. For many, it is an emotionally brutal

concept.


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Expert. Success for the person motivated by the expert concept isbeing known as the best among his or her peers. This includes thecraft worker who yearns to be the best welder at Amalgamated Inc. Itis also the trial lawyer garnering community recognition for a high-profile case, the surgeon with national recognition for an innovativeprocedure or the accountant with the most knowledge in thedepartment of accounting rules. Those who carry the expert conceptmay have been told in their youth to "grow up to be good atsomething." Their parents or grandparents may have beeninfluenced by the Great Depression, during which the employeeswho kept their jobs were often the ones with the best skills.


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Spiral. Success is being able to move from one positionto a related but often broader position, usually every fiveto 10 years. Broadening is the key. A spiral's parentsmay have taught him to be "well rounded." New positionsare a natural extension of the prior work. This is theengineer who migrates into project management andthen to capital budgeting and eventually to corporatebudgeting functions. Spirals amass a vast amount ofknowledge and experience. Many spirals in mid-careerfeel a strong desire to share the massive knowledge with

others. This leads some spirals to leave large companiesto become consultants or teachers.


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Roamer. Success to the roamer is being able to change jobsoften. Movement is more frequent than spirals, perhaps everytwo to three years, and the succeeding jobs are oftenunrelated to past professional experiences. A roamer maymove from funeral director to draftsman. These are often

people from the extremes of economic backgrounds who don'tvalue security. They either were raised in an upper-economicstratum and presume money will always be there or were in apoorer economic environment and know they can survive onvery little. Roamers can play key roles in companies that areexpanding, both geographically and into new markets. They

make good startup people. Roamers tend to value work withhigh people involvement.


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Career Management and CareerMotivation

Career motivationCareer motivation refers to: Employees energy to invest in their careers

Their awareness of the direction they want their

careers to take The ability to maintain energy and direction despitebarriers they may encounter

Career motivation has three aspects: Career resilience

Career insight

Career identity


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The Value of Career Motivation

Components of Career Motivation

Career Resilience Company ValueCompany Value

Innovation

Employees adapting to unexpected changes

Commitment to Company

Pride in Work

Employee ValueEmployee Value

Be aware of skill strengths and weaknesses

Participate in learning activities Cope with less than ideal working conditions

Avoid skill obsolescence

Career Insight

Career Identity


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What Is A Career?

Traditional Career Sequence of positions held within an occupation

Context of mobility is within an organization

Characteristic of the employee Protean Career

Frequently changing based on changes in theperson and changes in the work environment

Employees take major responsibility for managingtheir careers


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Comparison of Traditional Careerand Protean Career:

DimensionDimension Traditional Career Traditional Career Protean Career Protean Career

Goal Promotions

Salary increase

Psychological success

Psychological contract Security for commitment Employability for flexibility

Mobility Vertical Lateral

Responsibility for Management Company Employee

Pattern Linear and expert Spiral and transitory

Expertise Know how Learn how

Development Heavy reliance on formal training Greater reliance on relationships and job

experiences


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A Model of Career Development

Career development is the process by whichemployees progress through a series of stages.

Each stage is characterized by a different set of

developmental tasks, activities, andrelationships.

There are four career stages:

Exploration

Establishment

Maintenance

Disengagement


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A Model of Career Development(continued)

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

LearningFollowing directions

Making independent

contributions

Training

SponsoringPolicy making

Phasing out of work

Relationships to

other employees

Apprentice 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


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The career management process:

Self-

Assessment

RealityCheck

Goal Setting ActionPlanning


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Components of the CareerManagement Process:

Self-Assessment

Use of information by employees to determine theircareer interests, values, aptitudes, and behavioral

tendencies. Often involves psychological tests.

Reality Check

Information employees receive about how the

company evaluates their skills and knowledge andwhere they fit into company plans.


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Components of the CareerManagement Process: (continued)

Goal Setting

The process of employees developing short- andlong-term career objectives.

Usually discussed with the manager and written into adevelopment plan.

Action Planning

Employees determining how they will achieve their

short- and long-term career goals.


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Design factors of Effective CareerManagement Systems:

System is positioned as a response to abusiness need.

Employees and managers participate indevelopment of the system.

Employees are encouraged to take an activerole in career management.

Evaluation is ongoing and used to improvethe system.


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Design factors of Effective CareerManagement Systems: (continued)

Business units can customize the system fortheir own purposes.

Employees need access to careerinformation sources.

Senior management supports the careersystem.

Career management is linked to other humanresource practices such as training, recruitingsystems, and performance management.


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Elements of Career ManagementWebsites

Users Access Website Features

Self-assessment tools Jobs database

Training resources Employee profile database

Job data Matching engine

Salary information Tools and services Assessment, online

Career management advice Training programs, development resources


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Shared Responsibility:Roles in Career Management

Manager

Employees

ompany

HR Manager


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Employees Role in CareerManagement

Take the initiative to ask for feedback from managersand peers regarding their skill strengths andweaknesses.

Identify their stage of career development and

development needs. Seek challenges by gaining exposure to learning

opportunities.

Interact with employees from different work groups

inside and outside the company. Create visibility through good performance.


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Managers Role in CareerManagement

Roles Responsibilities

Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns

Appraiser Give feedback Clarify company standardsClarify job responsibilitiesClarify company needs

Advisor Generate options, experiences, and relationships

Assist in goal setting

Provide recommendationsReferral agent Link to career management resources

Follow up on career management plan


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HR Managers Role in CareerManagement

Provide information or advice about trainingand development opportunities.

Provide specialized services such as testingto determine employees values, interests,and skills.

Help prepare employees for job searches.

Offer counseling on career-related problems.


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Companys Role in CareerManagement

Companies are responsible for providingemployees with the resources needed to besuccessful in career planning:

Career workshops

Information on career and job opportunities

Career planning workbooks

Career counseling

Career paths


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Evaluating Career ManagementSystems

Career management systems need to beevaluated to ensure that they are meeting theneeds of employees and the business.

Two types of outcomes can be used to evaluate: Reactions of the customers (employees and

managers) who use the career management system

Results of the career management system

Evaluation of a career management systemshould be based on its objectives.


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Managing Careers:Growth Stage

What do most organizations do to managethis stage?


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Managing Careers:Exploration Stage

Exploration Stage: employees value theopportunity to experiment and may beinterested in training opportunities orexposure to different jobs (e.g.,internships)


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Managing Careers:Establishment Stage

Establishment Stage: Employees seek out evergreater challenges and achievements.

1. Promotions. As an HR manager, need to decide:(Dessler, 2005)

Are promotions based on competency or seniority? How should you measure competence? Is the process formal or informal?

Drawbacks.


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Managing Careers:Establishment Stage

2. Lateral and downward moves. Assignments to otherfunctional areas or locations. [Need tocommunicate importance of transfer e.g., $$$]

3. Externship programs. Assignments to anotherorganization for a short period of time. [Mostpopular in the consulting industry]

4. Dual career tracks: one management and one non-management (e.g., technical, sales).


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Managing Careers:Maintenance Stage

Maintenance Stage: Employees arebecoming less self-focused and aremotivated to share knowledge and/or toreappraise their careers

1. Sabbaticals: unpaid or paid leave that allows

employees to pursue other interests


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Managing Careers:Maintenance Stage

2. Mentoring opportunities

Benefit protgs: career & psychological support,better pay, faster promotion, and greater career

satisfaction Mentor benefits: job fulfillment

More on mentoring in Special Topics


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Mentoring: Traditional Concerns

Seeking a Mentor

Age differential:

Age of Mentor: mid-life (40 +) Gender of protg: same as mentor

Power of Mentor: high

Organizational Position: high Self-Confidence: high


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Mentoring: Traditional Concerns

What MentorsSeekin Protgs:

Age:

Gender: women protgs likely to feel overprotected, greater socialdistance, & general discomfort in male-mentor relationship than males

Power Needs: mentors are one way for new person to gain power -- needto make informal political alliances

Performance: mentors seek protgs that are good performers & have hadthe ability to demonstrate the extraordinary

Social Skills: mentors like protgs who know other officers socially, arehighly visible, and can appear socially similar to high status members


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New Models of Mentoring

Build a boardof advisors

External: Recruiters, HR Officers, Competitors, College Friends

Internal:


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Group Mentoring (a.k.a. mentoring or coachingcircles) (Workforce Management, 2004)

Various models exist. Can be formalized as a mentor

and multiple protgs. Can be a more informalgathering of individuals of different ranks who gettogether and discuss issues (e.g., ChubbsPartnership forWomen)

Benefits include learning for peers as well asmentors; can be more cost effective; and allows anorganization to increase its mentoring pool


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Matchmaking Technology

Employees input characteristics they are seeking andreceive a list of people who match their criteria

Advantages: can be especially helpful for bigcompanies and those that are geographicallydispersed; does not require prior relationship; oftenprovides several options; does not require as high alevel of third-party involvement; often saves $$

Disadvantages: mentors may not be trained or maybe inappropriate; protgs may not know what theyneed; lacks human touch and expertise


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Managing Careers:Disengagement Stage

Disengagement Stage: Employees are tryingto disengage psychologically. Organizationsmay use incentives to ease (and possiblyspeed up) the transition. May be especiallyhelpful for plateued workers.

1. Early retirement may involve adding years (ageand tenure) to allow employees to get more benefitsfrom retiring, earlier than they might otherwise.

Dont make this too attractive!


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Concepts, Cont. (if time)

1. What does your career concept tell you abouthow you are likely to experience the careerdevelopment stages (e.g., how frustrating orfulfilling will they be)?

2. How could a mentor best help you succeedwith your chosen career concept?

3. Discuss your answers with people of differentcareer concepts


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Wrap-Up

While there has been a shift in responsibility incareer management towards the individual,organizations must still play a role

Career management will vary by your conceptand your career stage

Mentoring is critical for your own career as wellas your organization (e.g., some estimate thatmost companies will lose half of their seniormanagement teams by 2010)


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Certainly a career has something to do with getting jobs, andperhaps with moving between jobs, places, and levels ofresponsibility and challenge. However, a career means more thanthat.

The Protean Career Proteus was a character in Greek mythology who could change

shape in any way he wanted-from fire to lion to dragon to tree.Douglas T. Hall has drawn on this mythological figure to coin theterm protean career. The essence of this idea is that there is muchmore to a career than just moving up the hierarchies of

organizations: The protean career is a process which the person, not the

organization, is managing. It consists of all of the person's variedexperiences in education, training work in several organizations,changes in occupational field, etc.

The protean career is not what happens to the person in any one

organization. The protean person's own personal career choicesand search for self-fulfillment are the unifying or integrative elementsin his or her life. The criterion of success is internal (psychologicalsuccess), not external.

career management td(2)

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