hrd perspectives towards career development
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CAREER DEVELOPMENTCAREER DEVELOPMENT
PERSPECTIVES IN HUMANPERSPECTIVES IN HUMAN
RESOURCERESOURCE
DEVELOPMENTDEVELOPMENT
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OBJECTIVESOBJECTIVES
To differentiate career development, career ,occupation, position and job.
To distinguish between individual andorganizational career perspectives.
To explain how career development program
integrates individual and organizational needs.
To understand career system managementwithin the general HRM framework.
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CAREER DEVELOPMENTCAREER DEVELOPMENT
According to Susan Sears (1982) in the
Vocational Guidance Quarterly:
The total constellation ofpsychological,
sociological, educational, physical, economic,
and chance factors that combine to shape onescareer
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CAREER DEVELOPMENTCAREER DEVELOPMENT
The overall process of career development can
be defined as:
an ongoing process by which individualsprogress through a series of stages, each of
which is characterized by a relatively unique set
ofissues, themes, and tasks
Greenhaus et al (2000)
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CAREERCAREER
According to National Career
Development Association :
Time extendedworking out of a
purposefullife pattern through work
undertaken by a person.
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Time extended A career is not time limited ortied to one particular job or occupation. A careeris a process that is lifelong in nature, and itsaffected by forces within and outside of aperson.
Working out- Career is the result of
compromises and tradeoffs between what aperson might want and what is possible,between the ideal and real
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Purposeful career has meaning and
purpose for the person. A career doesnt
just happen by accident or luck; it is
planned contemplated, worked on, and
executed.
Life pattern career is more than ones
employment job.
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Work an activity that produces
something of value for oneself or others.
Undertaken by the person every
career is unique to the person.
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OCCUPATIONOCCUPATION
A group of similar positions found in
different industries or organizations.
Example : Accountant is an occupation,
and it might exist in the pharmaceutical
industry or any organization.
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POSITIONPOSITION
A group of tasks performed by one person in anorganization : a unit of work with recurring or continuousset of task.
A task is a unit of job behavior with the beginning pointand an ending point performed in a matter of hours thandays.
Example : The Car-car company decides it needs
someone to improve the communication flow amongemployees, customers, and investors. The companywrite a new position description for an informationspecialist and then seeks to hire a person to do the job.
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JOBJOB
Ajob position held by one or more
persons requiring some similar
attributes in a specific organization.
Example: Biologist at XYZ Biotech
Company.
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CAREER PERSPECTIVES :CAREER PERSPECTIVES :
INDIVIDUAL vs ORGANIZATIONALINDIVIDUAL vs ORGANIZATIONAL
Many observers have viewed career mgt is a process bywhich individuals develop, implement and monitor careergoals and strategies
The focus of career development has shifted radically,from the individual to the organization.
The psychological contract between employers andworkers has changed. Yesterday employees exchange
loyalty for job security. Today employees insteadexchange performance for the sort of training andlearning and development that will allow them toremain marketable.
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TRADITIONAL VS CAREERTRADITIONAL VS CAREER
DEVELOPMENT FOCUSDEVELOPMENT FOCUSHR Activity Traditional Focus Career Development Focus
Human ResourcePlanning
Analyze jobs, skills, tasks present and future.
Projects needs.
Uses statistical data.
Adds information aboutindividual interests,preferences, and the like todata.
Training anddevelopment
Provide opportunities for learningskills, information, and attitudesrelated to job.
Provide career pathinformation.
Adds individual growthorientation.
Performance appraisal Rating and/or rewards. Adds development plans andindividual goal setting.
Recruiting and placement Matching organizations needswith qualified individuals.
Matches individual and jobsbased on a number of
variables includingemployees career interests.
Compensation andbenefits
Rewards for time, productivity,talent, and so on.
Adds non-job-relatedactivities to be rewarded,such as United Wayleadership position.
Source: Adapted from Fred L.Otte and Peggy G. Hutcheson, Helping Employees ManageCareers (Upper Saddle River, NJ: Prentice Hall, 1992),p.10.
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HRs ROLE IN CAREERHRs ROLE IN CAREER
DEVELOPMENTDEVELOPMENTTHE GOAL :MATCH INDIVIDUAL
AND ORG NEEDS
The Goal : Matching Encourage employee ownership
of career. Create a supportive direction
of company. Establish mutual goal setting
and planning
INSTITUTE CAREER
DEVELOPMENT INITIATIVES
Career Development Initiatives Provide workbooks and workshops. Provide career counseling. Provide career self-management
training. Give developmental feedback.
Provide mentoring.
GAUGE EMPLOYEE
POTENTIALGauge Employee Potential Measure competencies
(Appraisal). Establish talent inventories. Establish succession plans. Use assessment centers.
IDENTIFY CAREEROPPORTUNITES
AND REQUIREMENTS
Opportunities & Requirement Identify future competency. Establish job. Balance promotion, transfers,
exits, etc. Establish dual career paths.
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BALANCING INDIVIDUAL ANDBALANCING INDIVIDUAL AND
ORANIZATIONAL NEEDSORANIZATIONAL NEEDS
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THE HRD AND CAREER DEVELOPMENTTHE HRD AND CAREER DEVELOPMENT
PROFESSIONALS RESPONSIBILITYPROFESSIONALS RESPONSIBILITY
To ensure that the organization has
programs and activities that will help the
organization and its employees to achieve
their goals.
This role involves all of the foundational
activities in needs assessment, design,
implementation, and evaluation.
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Halls (1996) suggests:Halls (1996) suggests:
1. Start with the recognition that each individuals owns his or hercareer.
2. Create information and support for the individuals own effortsat development.
3. Recognize that career development is a relational process inwhich the career practitioner plays a broker role.
1. Become an expert on career information and assessmenttechnologies.
2. Become a professional communicatorabout your services andthe new career contract.
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6. Promote work planning that benefits the organization as awhole, over career planning that is unrelated to organizationalgoals and future directions.
7. Promote learning through relationships at work.
8. Be an organizational interventionist, that is, someone willingand able to intervene where there are roadblocks to successfulcareer management.
9. Promote mobility and the idea of the lifelong learner identity.
10. Develop the mind-set of using natural (existing) resources fordevelopment.
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HRD professionals must examine the
employment practices by their
organization, and determine the extent to
which these practice promote or workagainst the kinds of career
management behaviorthey want
employees to engage in.
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WHY CAREER DEVELOPMENT?WHY CAREER DEVELOPMENT?
Results is improved matches between
people and their work which manifests
itself in improved utilization of education
and training resources, higher level ofworker satisfaction, preferred patterns
of employment stability and mobility,
increased income and benefits, andmany attendant benefits to families and
communities.
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WHY CAREER DEVELOPMENT?WHY CAREER DEVELOPMENT?
Extensive body of evidence regarding the
educational, social and economic value of
career information and services that foster
informed and considered career decisions.
17 percent of Americans change jobs each year
(20 million job changers) and 10 percent of the
workforce need career planning (14 million
people)
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WithoutWithoutEffective Career DevelopmentEffective Career Development
Too few students see personal relevance in their studies
28% of 12th-grade high school students believe that their schoolwork is meaningful
21% believe their course work is interesting
39 percent believe that school work will have any bearing on theirsuccess in later life. (National Center for Education Statistics andreported in The Condition of Education 2002)
In the largest 32 urban districts in our country, only 50% ofstudents who enroll in high school actually graduate (The CarnegieInstitute of Washington)
California has a 37% dropout rate from public school
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WithoutWithoutEffective Career DevelopmentEffective Career Development
Most career decision-making is unintentional and uninformed.
10% of high school students say they have never receivedmeaningful career guidance at school
> 65% of 11th
and 12th
graders never had a one-on-onemeeting with their school counselor to discuss post-secondary and career opportunities
78% of students credit their parents as the top adultinfluence regarding career planning Source: Ferris State
University, April 2002
65% of working adults do not believe they are in the rightjob
(NCDA/Gallup, 1999)
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Recent Research ShowsRecent Research Shows
WithWith Effective Career DevelopmentEffective Career Development
Educational Outcomes Improved educational achievement
Improved preparation and participation in postsecondary
education
Better articulation among levels of education and between
education and work
Shorter time to graduation and lower dropout rates
Higher graduation and retention rates
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Recent Research ShowsRecent Research Shows
WithWith Effective Career DevelopmentEffective Career Development
Social Benefits Benefits to family, peers and community
Higher levels of worker satisfaction and career retention
Shorter path to primary labor market for young workers
Lower incidence of work-related stress and depression
Reduced likelihood of work-place violence
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Recent Research ShowsRecent Research Shows
WithWith Effective Career DevelopmentEffective Career Development
Economic Consequences Higher incomes and increased tax revenues
Lower rates and shorter periods of unemployment
Lower costs of worker turnover
Lower health care costs
Lower imprisonment and criminal justice costs
Increased worker productivityThe Educational, Social, and Economic Value of
Informed and Considered Career Decisions
Scott Gillie and Meegan Gillie Isenhour, Fall 2003
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ExerciseExercise
What positive and negative practices applied bymanagers to retain people have youencountered in the past?
Write down at least one example of a positiveand one example of a negative approach.
Compare the approaches with Figure 1 takenfrom DilbertZone, which depicts a cynicalapproach to retaining people.
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Scan DilbertZone