Managing Careers

WHO MANAGES YOUR CAREER?

MOM DAD ACADEMIC ADVISOR CAREER CENTER FRIEND (_________) HR GUY AT WORK

WHO MANAGES YOUR CAREER?

THEY CAN ALL HELP, BUT IT BETTER BE

YOU

CAREER DEFINITION
WHAT DID YOUR FRIENDS SAY - DO THEY HAVE A JOB OR A CAREER? HOW DID THEY DESCRIBE A DIFFERENCE? WHAT DO YOU THINK?

WHAT IS A CAREER?
Pattern Work-related experiences Life span Commitment Persistence Advancement Success

FOCUS ON INDIVIDUAL AND ORGANIZATION

Dual perspective
Individual Organizational

Emphasis here? Organizational Balance and consideration of both

HR Activity Human Resource Planning

Traditional Focus Analyze jobs, skills, tasks present and future. Project needs. Uses statistical data Matching organizations needs with qualified individuals. Provides opportunities for learning skills, information, and attitudes related to job. Rating and/or rewards

Career Development Focus Adds information about individual interests, preferences, and the like to replacement plans. Matches individual and jobs based on variables including employees career interests and aptitudes. Provides career path information. Adds individual development plans Adds development plans and individual goal setting. Adds tuition reimbursement plans, compensation for nonjob related activities such as United Way

Recruiting and Placement

Training and Development Performance Appraisal

Compensation and Rewards for time, Benefits productivity, talent, and so on.

INDIVIDUAL CAREER MANAGMENT

Personal goals Achievement of goals Life planning and analysis Balancing work and family, other priorities Training, education

ORGANIZATIONAL CAREER MANAGEMENT

Tracking career paths Developing career ladders Monitoring special groups Organizational career planning Job needs

CAREER COMPARED TO EMPLOYEE DEVELOPMENT

Longer time frame than employee development Focus on long term
Success Effectiveness

Compatible
Long term needs Dynamic changes

VALUE TO THE ORGANIZATION

Needed talent pool High talent workers
Attract Retain

Growth, development opportunities

Minorities Women

AND.

VALUE TO THE ORGANIZATION

Reduce employee frustration Enhance cultural diversity Promote organizational goodwill

VALUE TO THE INDIVIDUAL

EXTERNAL
Extrinsic Objective

INTERNAL
Intrinsic Subjective

MOTIVATIONS ARE DIFFERENT

EXTERNAL VALUE TO THE INDIVIDUAL

Status - hierarchy Flexibility Opportunitypromotion Characteristics of organization or job Money

INTERNAL VALUE TO THE INDIVIDUAL

Meaning Respect Family Relationships Satisfaction

Roles in Career Development

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.

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

Employer Communicate mission, policies, and procedures. Provide training and development opportunities including workshops. Provide career information and career programs Offer a variety of career paths. Provide career-oriented performance feedback. Provide mentoring opportunities to support growth and self-direction. Provide employees with individual development plans. Provide academic learning assistance programs.

Possible Employer Career Planning and Development Practices

Job postings Formal education/tuition reimbursement Performance appraisal for career planning Counseling by manager Lateral moves/job rotations Counseling by HR Pre-retirement programs Succession planning Formal mentoring Common career paths Dual ladder career paths Career booklets/pamphlets

Possible Employer Career Planning and Development Practices

Written individual career plans Career workshops Assessment center Upward appraisal Appraisal committees Training programs for managers Orientation/induction programs Special needs (highfliers) Special needs (dual-career couples) Diversity management Expatriation/repatriation

Innovative Corporate Career Development Initiatives

1. 2. 3. 4. 5. 6. 7. 8. Provide each employee with an individual budget. Offer on-site or online career centers. Encourage role-reversal. Establish a corporate campus. Help organize career success teams. Provide career coaches. Provide career planning workshops. Make computerized on- and off-line programs available for improving the organizational career planning process.

Important Terms in Career Planning

1. Career : A career is all the jobs that are held during ones working life. 2. Career Goals : Future positions one tries to reach as part of a career. 3. Career Cycle : The stages through which a persons career evolves. 4. Career Paths : These are flexible line of progression through which employees typically move. 5. Career Anchors : These are distinct patterns of self-perceived talents, attitudes, motives and values that guide and stabilize a persons career after several years of real-world experience and feedback. 6. Career Progression : Making progress in ones career through a series of right moves. 7. Career Planning : the process by which one selects career goals and the path to these goals.

Important Terms in Career Planning

8. Career Development : The personal actions one undertakes to achieve a career plan. 9. Career Planning and Development : Extending help to employees to form realistic career goals and the opportunities to realize them. 10. Career Counselling : The process of advising employees on setting career goals and assisting them find suitable career paths. 11. Career Management : it is the process of setting continuous career goals, formulating and implementing strategies for reaching the goals and monitoring the results. 12. Mid-career Crisis : The period occurring between the mid-thirties and the mid-forties during which people often make a major reassessment of their progress relative to their original career goals and ambitions.

Important Terms in Career Planning

13. Reality Shock : A period that may occur at the initial career entry when the new employees high job expectations confront the reality of a boring, unchallenging job. 14. Plateauing : A condition of stagnating in ones job. 15. Mentor : Someone who extends informal career advice and assistance.

CAREER STEPS
Exploration Establishment Mid-career Late-career Decline

Career Stages

EXPLORATION
Training Trying lots of options Finding what you like New beginnings Find a mentor

ESTABLISHMENT
Putting down roots Sending up shoots Becoming an expert Making your mark Have a mentor

MID-CAREER
Level of comfort Demonstrated success Maybe boredom, time to start over Maybe satisfaction, enjoyment Be a mentor

LATE-CAREER
Be a mentor Coach Energy devoted elsewhere New or different interests Influencer, more powerful

DECLINE
Retirement Change of life focus Legacy

How Do People Choose Careers

1. Interests : People tend to go after careers that they believe tend to match their interests. 2. Self-image : A career is a reflection of a persons self-image, as well as a moulder of it. 3. Personality : This factor includes a persons personal orientation (whether one is adventurous, outgoing, passive, submissive, artistic, etc.) and personal needs (including affiliation, power & achievement needs). 4. Social Backgrounds : Socio-economic status, education and occupational status of a persons parents are covered in this category.

Career Anchors
1. Managerial Competence : People having this drive seek mangerial positions that offer opportunities for higher responsibility, decision making, power, etc. 2. Technical Competence : People who have a strong technical or functional career anchor seem to make career choices based on the technical or functional content of the work, such as engineering or accounting. 3. Security : If your career anchor is security, then you are willing to do what is needed to maintain job security (complying with rules and regulations of every kind), a decent income and a stable future in the form of a good retirement package.

Career Anchors
4. Creativity : These people are driven by an overwhelming desire to do something that is entirely of their own making. For them, starting a new venture, working in a research lab, piloting a novel venture in a desert may be exciting alternatives, their idea of a creative vocation. 5. Autonomy : These people seek as career that offers freedom of action and independence. 6. Dedication to a Cause : If this is your anchor, you focus on a cause that you believe is important (ending starvation deaths, bringing about world peace, cure for a disease etc.) 7. Pure Challenge : If this your career anchor, you seek to meet and overcome difficult barriers or obstacles (scaling a mountain, reviving sick companies, etc.). You basically seek novelty and variety in your work.

Career Anchors
8. Life-style : If this is your career anchor, you seek to integrate personal, career and family goals. You choose jobs that enable you to fit all parts of your life together.

VOCATIONAL PREFERENCES
People have different preferences People work better at jobs they like Communication is better between workers with similar interests

VOCATIONAL PREFERENCES
Realistic Investigative Artistic Social Enterprising Conventional

PREFERENCE DIMENSIONS
Being with people
Realistic Social

Action
Investigative Enterprising

Who provides structure?

Artistic Conventional

SCHEIN CAREER ANCHORS (PREFERENCE)

Technical-functional competence Managerial competence Security-stability Creativity Autonomyindependence

INDIVIDUAL DIFFERENCES AND JOBS

Jungian personality typology Myers-Briggs Type Indicator(MBTI) Match individual characteristics with job characteristics Similar to vocational preferences

MBTI DIMENSIONS
Orientation to the outer world Information gathering source Information evaluation process Closure seeking

MBTI - OUTER WORLD

Extraversion (E)
Energy builds with people

Introversion (I)
Energy drained with people

INFORMATION GATHERING
Sensing (S)
Focus on what is

Intuitive (N)
Focus on what might be

INFORMATION EVALUATION
Thinking (T)
Linear, rational

Feeling (F)
Holistic

CLOSURE SEEKING
Judging (J)
Once its done, its done

Perceiving (P)
Always willing to reopen a subject

CAREER SUGGESTIONS
Select first job carefully
Power department

Do good work Project the right image Learn the power structure AND.

MORE CAREER SUGGESTIONS

Gain control of organizational resources Stay visible Dont stay too long Find a mentor Support your boss Stay mobile AND.

MORE CAREER SUGGESTIONS

Think laterally Internships Acquire skills Upgrade skills Develop network AND.

TO KEEP YOUR CAREER GOING (D.A.T.A.)

D esire
More than experience

A bility
Cant quit growing

T emperament
Security is a thing of the past

A ssets
Networking, skills, etc.

Hollands General Occupational Themes

Structure of Hollands Themes

Characteristics Frequently Associated with Myers-Briggs Types

Steps in Managing Your Career

Career Development Process

a) Identifying Individual Needs and Aspirations b) Analyzing Career Opportunities c) Aligning Needs and Opportunities d) Action Plans and Periodic Review

Individual Career Development

a. b. c. d. e. f. g. h. Performance Exposure Networking Leveraging Loyalty to Career Mentors and Sponsors Key Subordinates Expand Ability

Organizational Career Development

a. Selfassessment tools b. Individual Counselling c. Information Services Job Posting System Skills Inventory Career Ladders and Career Paths Career Resource Centre d. Employee Assessment Programmes Assessment Centres Psychological Tests Promotability Forecasts Succession Planning e. Employee Development Programmes f. Career Programmes for Special Groups

Effective Career Planning

a. b. c. d. e. f. g. Support Goals Reward Performance Placement Career Paths Continuous Tracking Publicity

Succession Planning

Meaning

Examining existing managerial talent in light of future competencies and future business needs and challenges Ensure that the right talent is available when needed and that appropriate development experiences are provided for higher- level employees Focuses on creating and stocking pools of candidates with high leadership potential

Activities

Identifying the shortage of leadership skills and defining the requirements Identifying potential successors for critical positions Coach and groom the STARS Secure top managements commitment and support

High

Learners

Stars

Potential

Deadwood

Solid Citizens

Low

Performance

High