hr/5510 developing careers 9-1. 9-2 challenges establish a sound process for helping employees...
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9-2
Challenges Establish a sound process for helping
employees develop their careers. Understand how to develop your own career. Identify three stages of career Understand the importance of mentoring Develop a skills inventory and a career path. Understand career planning and EEO issues
9-3
Career Planning & Development
A career is the pattern of work-related experiences (e.g., job
positions, job duties, decisions,and subjective interpretations
about work-related events) and activities over the span
of the person’s work life.
9-4
ESTABLISHMENT
ADVANCEMENT
MAINTENANCE
RETIREMENT
ESTABLISHMENT
ADVANCEMENT
MAINTENANCE
RETIREMENT
Career Phases
9-5
Career Development
An ongoing and formalized effort that focuses on developing enriched and more capable workers.
The Three Stages of Career Development
20yearsold
40yearsold
50yearsold
60yearsold
30yearsold
olderyounger
Middle CareerEarly Career Late Career
•reach career plateau
•career developmentprograms
•succession planning
•preparing forretirement
•career planning
•develop careeranchors
Mentoring: A Four-Stage Process
INITIATIONSTAGE
CULTIVATIONSTAGE
SEPARATIONSTAGE
REDEFINITIONSTAGE
(relationshipgets started)
(mentor-protégébond develops)
(protégés goout on their own)
(mentors andprotégés
become friends,treat each other
as equals)
Beginningof relationship
6 monthsto 1 year
later
2 to 5 yearslater
Beyond5 years
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Career Development System: Linking Organizational Needs with Individual Career Needs
What are the organization’smajor strategic issues overthe next two to three years?• What are the most critical
needs and challenges thatthe organization will faceover the next 2 - 3 years?
• What critical skills, know- ledge, and experiencewill be needed to meet these challenges?
• What staffing levels willbe required?
• Does the organization havethe strength necessary to meet the critical challenges?
Organizational NeedsHow do I find careeropportunities within theorganization that:• Use my strengths• Address my
developmental needs• Provide challenges• Match my interests• Match my values• Match my personal style
Individual Career Needs
Are employees developingthemselves in a way that links personal effective-ness and satisfactionwith the achievement of the organization’s strategic objectives?
Issue:
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Career Planning and Development:EEO Implications
EEO legislation (e.g., Civil Rights Act)
Voluntary and involuntary Affirmative Action Plans
Presence of a glass ceilingOfficially recognized in 1991 by the federal governmentArtificial barriers blocking upward career advancementObstacles based on attitudinal and organizational biases
White males are concerned about government and corporate orders, directives, and involvement in EEO
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The Assessment Phase of Career Development Self-Assessment
Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers
Whether done through workbooks or workshops, self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values.
Organizational Assessment Some of the tools traditionally used by organizations in selection are also
valuable for career development. Among these are: Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning
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Common Assessment ToolsSelf-Assessment Organizational Assessment
Career workbooks
Career-planning workshops
Assessment centers
Psychological testing
Performance appraisal
Promotability forecasts
Succession planning
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Sample Skills Assessment ExerciseUse the scales below to rate yourself on each of the following skills.Rate each skill area both for your level of proficiency and for your preference.
Proficiency: 1Stilllearning
2OK —
competent
3Proficient
Preference: 1Don’t like touse this skill
2OK —
Don’t particularly like or dislike
3Really
enjoy usingthis skill
Skill Area Proficiency x Preference = Score 1. Problem solving _______ _______ _______ 2. Team presentation _______ _______ _______ 3. Leadership _______ _______ _______ 4. Inventory _______ _______ _______ 5. Negotiation _______ _______ _______ 6. Conflict management _______ _______ _______ 7. Scheduling _______ _______ _______ 8. Delegation _______ _______ _______ 9. Participative management_______ _______ _______10. Feedback _______ _______ _______11. Planning _______ _______ _______12. Computer _______ _______ _______
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9-14
The Direction Phase of Career Development
Individual Career Counseling This refers to one-on-one sessions with the goal of
helping employees examine their career aspirations.
Information Services Information services provide career development
information to employees. Job-posting systems Skills inventories Career paths Career resource center
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A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development DirectionComponent 1:Understanding the Business EnvironmentCompetencies:
1. Strategic thinking—the ability to integrate knowledge of the industry with an understanding of the long range vision of an organization.
2. Systems thinking—an awareness of how one’s role fits within an organization and knowing when and how to take actions that support its effectiveness.
Component 2:Making it HappenCompetencies:
1. Results orientation—the drive to achieve and the ability to diagnose inefficiencies and judge when to take entrepreneurial risks.
2. Collaborative decision making—actions that involve key stakeholders in the decision-making processes.
3. Action orientation—going beyond the minimum role requirements to boldly drive projects and lead the way to improved services, processes, and products.
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A Competency Growth Model for Healthcare Financial Managers: Basis for Career Development Direction (cont.)Component 3:Leading OthersCompetencies:
1. Championing business thinking—the ability to energize others to understand and achieve business-focused outcomes. Fostering an understanding of issues and challenges through clear articulation and agenda setting.
2. Coaching and mentoring—the ability to release the potential of others by actively promoting responsibility, trust, and recognition.
3. Influence—the ability to communicate a position in a persuasive manner, thus generating support, agreement, or commitment.
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Career Path
A chart showing the possible directions and career opportunities available in an organization; it presents the steps in a possible career and a plausible timetable for accomplishing them.
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Alternative Career Paths for a Hotel Employee
Bus-person
Waiter/Waitress
PantryWorker
PastryCook
SauceCook
Short-OrderCook
Sous-Chef
Host/Hostess
Store-roomClerk
AssistantSteward
LiquorStore-room
Steward
BeverageManager
Asst.BanquetManager
BanquetManager
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The Development Phase of Career Development Mentoring
Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support.
Coaching Employee coaching consists of ongoing, sometimes spontaneous,
meetings between manages and their employees to discuss the employee’s career goals and development.
Job Rotation Job rotation involves assigning employees to various jobs so that they
acquire a wider base of skills.
Tuition Assistance Programs Organizations offer tuition assistance programs to support their
employees’ education and development.
9-20
Making Career Development an Organizational Priority
Stress commitment to career growth and development in formal communications with employees.
Make career development a priority at all levels of the organization, starting at the top.
Provide managers with the people skills they need to develop their subordinates.
Emphasize that career development is a collaborative effort and that the employee must take primary responsibility for his or her own career.
Require managers to meet with their subordinates regularly to review personal career goals and objectives.
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Making Career Development an Organizational Priority (cont.) Ask managers to outline employee achievements and
strengths when conducting an appraisal review session. Encourage managers to collaborate with subordinates
to develop a career vision. Emphasize that part of the manager’s job is helping
employees develop career action plans. Encourage employees to take advantage of continuing
education and other development activities. Require managers to develop collaborative rather than
top-down, control-oriented working relationships with their subordinates.
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Effective Coaching Techniques Create a Coaching Context
Identify your purpose in the coaching role Set parameters
Actively Listen to the Person Limit interruptions from others and from yourself Reflect back to the person what you heard
Ask Questions View the goal of the interaction as helping the employee to find
answers that works best for him or her Don’t give advice; ask questions that explore assumptions
Give Useful Feedback Let the employee identify his or her difficulties to overcome. Your
input should help clarify what needs to be done.
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Suggestions for Self-Development Create your own personal mission statement. Take responsibility for your own direction and
growth. Make enhancement your priority, rather than
advancement. Talk to people in positions to which you aspire
and get suggestions on how to proceed. Set reasonable goals. Make investment in yourself a priority.