Career Development

www.humanikaconsulting.com

Introduction
Restructuring of organizations makes it essential that companies reconsider the concepts of career and career management in order to retain and motivate employees. Companies successful at managing employee growth that accompanies business expansion emphasize that employees are to be responsible for career management.

Introduction (continued)
These companies do provide resources supporting careers 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 simultaneously attracting and acquiring employees with new skills.

Top 15 Retention Drivers

Retention Items
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Exciting work & challenge Career Growth, Learning & Development Working with great people & relationships Fair pay Supportive management/great boss Being recognized, valued & respected Benefits Meaningful work, making a difference & contribution Pride in organization, its mission & product Great work environment / culture Flexibility Autonomy, creativity and a sense of control Job security & stability Location Diverse, changing work assignments

%
48.4 42.6 41.8 31.8 25.1 23.0 22.0 17.0 16.5 16.0 13.6 12.6 10.5 10.3 7.7

Source: Career Systems International, 2005

Other Research
Retention Items
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Career growth, learning and development Exciting work and challenge Meaningful work, making a difference and a contribution Great people Being part of a team Good boss Recognition for work well done Fun on the job Autonomy, sense of control over work Flexibility for example, in work hours and dress code Fair pay and benefits Inspiring leadership Pride in organization, its mission and quality of product Great work environment Location

Source: Love Em or Lose Em, 1999

Purpose of Human Resource Management

Human Resource Management involves attracting, developing, and maintaining a quality workforce.
Basic Responsibilities of Human Resource Management 1. Attract a quality workforcehuman resource planning, recruitment, and selection. 2. Develop a quality workforceemployee orientation, training, performance appraisal. 3. Maintain a quality workforceretention and career development.

Linking Strategic Planning and Human Resources

Step One: Mission, Vision, and Values

Mission
The basic purpose of the organization as well as its scope of operations

Strategic Vision
A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent

Core Values
The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

Step Two: Environmental Scanning

The systematic monitoring of the major external forces influencing the organization.
1. Economic factors: general and regional conditions 2. Competitive trends: new processes, services, and innovations 3. Technological changes: robotics and office automation 4. Political and legislative issues: laws and administrative rulings

5. Social concerns: child care and educational priorities

6. Demographic trends: age, composition,and literacy

Five Forces Framework

Step Three: Internal Analysis

Culture Competencies

Internal Analysis

Composition

Scanning the Internal Environment

Cultural Audits -Audits of the culture and quality of work life in an organization.
How do employees spend their time? How do they interact with each other?

Are employees empowered?

What is the predominant leadership style of managers?

How do employees advance within the organization ?

Competitive Advantage through People

Core Competencies
Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.

Sustained competitive advantage through people is achieved if these human resources:

1. Are valuable. 2. Are rare and unavailable to competitors. 3. Are difficult to imitate. 4. Are organized for synergy.

Composition: The Human Capital Architecture

Core knowledge workers
Employees who have firm-specific skills that are directly linked to the companys strategy.
Example: Senior software programmer

Traditional job-based employees

Employees with skills to perform a predefined job that are quite valuable to a company, but not unique.
Example: Security guard

Composition: The Human Capital Architecture (contd)

Contract labor
Employees whose skills are of less strategic value and generally available to all firms.
Example: General electrician

Alliance/partners
Individuals and groups with unique skills, but those skills are not directly related to a companys core strategy.
Example: Independent product label designer

Human Resource Practices

Human resource planning is the process of analyzing staffing needs and identifying actions that should be taken to satisfy them over time.

Traditional Versus Career Development Focus

Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.

HR is growing in importance, if
we envision and manage HR as a business
Consumer Consumer Markets Markets

What Business is HR In?

Value Value delivery delivery better better than than competitors competitors
Enterprise Strategy and Objectives

Human Capital Strategy to Achieve the Enterprise Strategy

Talent Talent Markets Markets

Employer Employer of of choice choice Employees Employees of of choice choice

High Performance Talent

High Performance Organization

Competitive HR Services

Financial Financial Markets Markets

Returns Returns in in excess excess of of alternatives alternatives

Dependable HR Controls

Public Public Policy Policy and and Reputation Reputation

Conformity Conformity with with expectations expectations

Performance Appraisals
Performance Appraisal
The process of formally evaluating performance and feedback to an employee
Two Purposes of Performance Appraisal 1. Evaluationdocument and let people know how well they are doing; judgmental role. 2. Developmentidentify how training and support can improve performance; counseling role.

Retention And Career Development Career Development

Manages how a person grows and progresses in their career

Career Planning
The process of managing career goals and individual capabilities with opportunities for their fulfillment

Career and Health

High levels of career uncertainty and occupational dissatisfaction are positively correlated with high levels of psychological and physical distress (Herr, 1989). High levels of unemployment are associated with increased rates of chemical dependency, interpersonal violence, suicide, criminal activity, and admissions to psychiatric facilities (Herr, Cramer, & Niles, 2004).

The Basics of Career Management

Career
The occupational positions a person has had over many years.

Career management
The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.

Career development
The lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfillment.

The Basics of Career Management

Career planning
The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.

Careers today
Careers are no simple progressions of employment in one or two firms with a single profession. Employees now want to exchange performance for training, learning, and development that keep them marketable.

The Meaning of WORK

Work is undeniably one of the most essential of all human activities. For a start, it is the basis of economic survival of individuals and society. Beyond this, an individuals job structures much of her or his time and, one hopes, provides a source of personal fulfillment. An occupation also shapes ones identity and, in the eyes of others, largely determines an individuals status or position in society Work, Industry, and Canadian Society, Krahn
& Lowe. 1996

26

Why Is Career Management Important?

From the companys perspective, the failure to motivate employees to plan their careers can result in:
A shortage of employees to fill open positions Lower employee commitment Inappropriate use of monies allocated for training and development programs

Why Is Career Management Important?

(continued)

From the employees perspective, lack of career management can result in:
Frustration Feelings of not being valued by the company Being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing.

Career Management and Career Motivation

Career 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 despite barriers they may encounter Career resilience Career insight Career identity

Career motivation has three aspects:

The Value of Career Motivation

Components of Career Motivation
Career Resilience Company Value
Innovation Employees adapting to unexpected changes Commitment to Company Pride in Work

Career Insight

Employee Value
Be aware of skill strengths and weaknesses Participate in learning activities Cope with less than ideal working conditions Avoid skill obsolescence

Career Identity

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 the person and changes in the work environment Employees take major responsibility for managing their careers

Comparison of Traditional Career and Protean Career

Dimension
Goal Psychological contract Mobility Responsibility for Management Pattern Expertise Development

Traditional Career
Promotions Salary increase Security for commitment Vertical Company Linear and expert Know how Heavy reliance on formal training

Protean Career
Psychological success Employability for flexibility Lateral Employee Spiral and transitory Learn how Greater reliance on relationships and job experiences

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. There are four career stages:
Exploration Establishment Maintenance Disengagement

A Model of Career Development (continued)

Exploration
Developmental tasks Identify interests, skills, fit between self and work

Establishment
Advancement, growth, security, develop life style

Maintenance
Hold on to accomplishments , update skills

Disengagement
Retirement planning, change balance between work and nonwork Phasing out of work

Activities

Helping Learning Following directions Apprentice

Making independent contributions Colleague

Training Sponsoring Policy making Mentor

Relationships to other employees Typical age Years on job

Sponsor

Less than 30 Less than 2 years

30 45 2 10 years

45 60 More than 10 years

61+ More than 10 years

Career Path on Telco Industry

The Individual
Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans.

Roles in Career Development

The Manager
Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans.

The Organization
Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.

Career Development Process

1. Discovery Determine Where You Want To Go 4. Preparation Get closer to your goal Management Support and Coaching

2. Assessment Identify strengths & development areas

3. Planning Make a Career Development Plan

Succession-Planning Checklist
RATE THE SUCCESS OF YOUR SUCCESSION PLANNING For each characteristic of a bestpractice succession-planning and management program appearing in the left column below, enter a number to the right to indicate how well you believe your organization manages that characteristic. Ask other decision makers in your organization to complete this form individually. Then compile the scores and compare notes.

Scores

Source: From William J. Rothwell, Putting Success into Your Succession Planning, The Journal of Business Strategy 23, no. 3 (May/June 2002): 3237. Republished with permission Thomson Media, One State Street, 26th Floor, New York, NY 10004.

Sample Agenda Two-Day Career Planning Workshop

Source: Fred L. Otte and Peggy Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), pp. 2223. In addition to career development training and follow-up support, First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time. These contain materials such as career assessment and planning tools.

Employee Career Development Plan

Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.

Design factors of Effective Career Management Systems

System is positioned as a response to a business need. Employees and managers participate in development of the system. Employees are encouraged to take an active role in career management. Evaluation is ongoing and used to improve the system.

Design factors of Effective Career Management Systems (continued)

Business units can customize the system for their own purposes. Employees need access to career information sources. Senior management supports the career system. Career management is linked to other human resource practices such as training, recruiting systems, and performance management.

Traditional talent management is not up to the challenge

Acquire

Develop

Deploy
Assignments for A Players

Retain

Heavy reliance on external recruitment to meet immediate needs

Largely a function of training expenditures

Driven by compensation benchmarks and surveys

Deficiencies
Minimal alignment with business strategy Less effective given labor market realities Does not maximize the yield

A new model focuses on develop, deploy, connect

1. Develop Acquire 3. Connect
Develop Build capability through on-the-job learning Connect Create networks and high-quality relationships that maximize performance Deploy Broaden and deepen capability through stretch assignments

2. Deploy Retain

Advantages
Focused on productivity of critical talent Creates dividends for acquisition and retention

A new model focuses on develop, deploy, connect

In an environment of skills shortages and limited resources, the focus must shift from managing A players to A positions
From A Players To A Positions

How do we support our top performers?

How do we support our most critical positions?

A Critical Workforce Segment-Based Talent Strategy

A new model focuses on develop, deploy, connect

Building a critical workforce segment strategy: example
Business Unit Strategic Plan
Build new technologies Grow Asia

HR, Finance, IT, Supply Chain

HR Business Partner AP Analyst

Sales and Marketing

Global Key Account Mgr Sales Analyst

Business Development
Technology Platform Mgr Demand Planning Mgr

Strategic Support

Core Support

Critical Position

Strategic Support

Critical Position

Strategic Support

For Core Support Positions Reduce talent investments or outsource For Strategic Support Positions Maintain investments and buy talent

For Critical Positions regardless of level Increase access to investments and build talent by feeding from strategic support positions

A new model focuses on develop, deploy, connect

Workforce planning focuses HR programs levers that will most effectively meet the business demand for critical talent
1. Talent Demand Forecast 3. Talent Management Objectives 2. Talent Supply Forecast
Internal and external labor market factors

Driven by business plans and workforce attrition

4. Talent Management Programs

Serves to define: Future business demand for critical talent Opportunities presented by the external market Potential to maximize existing talent

A new model focuses on develop, deploy, connect

Develop: Ensuring that critical workforce segments are acquiring cutting edge skills to drive innovation
Formal training helpful for meeting specific requirements
Capability

Develop
Commitment

Deploy
Performance Alignment

Learning is social in nature - people learn through their interactions with others, especially when tasked with real-life issues People are more committed to the learning that occurs when they are tested in ways that matter, especially when they collaborate with or are accountable to others

Connect

A new model focuses on develop, deploy, connect

Deploy: Strategic deployment of critical workforce segments will enable intensified growth
People learn the most in jobs that stretch them to grow, tap their unique skills, and fuel their imaginations The best organizations avoid pigeonholing people based on the confines of their resumes They also employ formal systems to manage performance - And they offer frequent dialogue and feedback

Capability

Develop
Commitment

Deploy
Performance Alignment

Connect

A new model focuses on develop, deploy, connect

Connect: Connecting talent in critical workforce segments converts knowledge into productive action
People-to-People: Cultivate highperformance networks of high-quality relationships (i.e., CoPs, knowledge management programs) People-to-Purpose: Build and sustain a sense of personal and organizational mission People-to-Resources: Manage knowledge, technology, tools, capital, time, and physical space to achieve professional and business goals

Capability

Develop
Commitment

Deploy
Performance Alignment

Connect

Employees Role in Career Management

Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses. 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.

Managers Role in Career Management

Roles Coach Responsibilities Probe problems, interests, values, needs Listen Clarify concerns Define concerns Give feedback Clarify company standards Clarify job responsibilities Clarify company needs Generate options, experiences, and relationships Assist in goal setting Provide recommendations Link to career management resources Follow up on career management plan

Appraiser

Advisor

Referral agent

HR Managers Role in Career Management

Provide information or advice about training and development opportunities. Provide specialized services such as testing to determine employees values, interests, and skills. Help prepare employees for job searches. Offer counseling on career-related problems.

Companys Role in Career Management

Companies are responsible for providing employees with the resources needed to be successful in career planning:
Career workshops Information on career and job opportunities Career planning workbooks Career counseling Career paths

Evaluating Career Management Systems

Career management systems need to be evaluated to ensure that they are meeting the needs 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 system should be based on its objectives.