Career-Planning-and-Development

McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-1McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-2CareerPlanningandDevelopmentchapter14McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-3TheConceptofCareerAcareeristhepatternofwork-relatedexperiencesandactivitiesoverthespanoftheperson’sworklife,e.g.,jobpositionsjobdutiesdecisionssubjectiveinterpretationsaboutwork-relatedeventsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-4CareerDevelopmentSystem:LinkingOrganizationalNeedswithIndividualNeedsISSUE:Areemployeesdevelopingthemselvesinawaythatlinkspersonaleffectivenessandsatisfactionwiththeachievementoftheorganization’sstrategicobjectives?INDIVIDUALNEEDSHowdoIfindcareeropportunitieswithintheorganizationthatwilldothefollowing?•Usemystrengths•Addressmydevelopmentalneeds•Providechallenges•Matchmyinterests•Matchmyvalues•MatchmypersonalstyleORGANIZATIONALNEEDSWhataretheorganization’smajorstrategicissuesoverthenexttwoorthreeyears?•Criticalneedsandchallengestobefaced?•Criticalskills,knowledge,andexperienceneededtomeetthesechallenges?•Staffinglevelsrequired?•Doestheorganizationhavethestrengthnecessarytomeetthecriticalchallenges?McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-5CareerStages(1of2)StageI:ApprenticeshipImportantneeds–safety,security,physiologicalExpectedtoshowcompetenceinlearningandfollowingdirectionsMustbeabletoacceptthepsychologicalstateofdependenceStageII:AdvancementImportantneeds–achievement,esteem,autonomyDemonstratecompetenceinaspecifictechnicalareaExpectedtobeanindependentcontributorofideasinthechosenareaMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-6CareerStages(2of2)StageIII:MaintenanceImportantneeds–esteem,self-actualizationExpectedtobecomethementorsofthoseinStageICentralactivitiesaretrainingandinteractionwithothersAssumeresponsibilityfortheworkofothersStageIV:StrategicThinkingImportantneeds–self-actualizationInvolvesshapingthedirectionoftheorganizationitselfExpectedtoplaytherolesofmanager,entrepreneur,andideageneratorAttentiondirectedtolong-rangestrategicplanningMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-7SocialEnterprisingConventionalInvestigativeArtisticRealisticCareerChoiceandPersonalityHolland’sPersonalityTypesMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-8CareerChoice:ExaminingSkillsDeterminingwhatskillsonehasisextremelyimportantinmakingcareerchoicesCampbellInterestandSkillSurvey(CISS)skillorientations:1.influencing5.analyzing2.organizing6.producing3.helping7.adventuring4.creatingMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-9CareerDevelopment:ACommitmentCareerdevelopmentprogramsaremostvaluablewhentheyare:offeredregularlyopentoallemployeesmodifiedwhenevaluationindicatesthatchangeisnecessaryMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-10CareerDevelopmentProgramsCareerCounselingCareerPathingTrainingCareerInformationSystemsManagementorSupervisoryDevelopmentHumanResourcesSpecialGroupsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-11CausesofEarlyCareerDifficultiesInitialJobChallengeInitialJobSatisfactionInitialJobPerformanceEvaluationMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-12RealisticjobpreviewsChallenginginitialassignmentsEnrichedinitialassignmentsDemandingbossesHowtoCounteractEarlyCareerProblemsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-13CausesoftheMidcareerPlateauFewerjobsatthetopoforganizationsManagermayhavetheabilityHowever,noopeningexistsOpeningsmayexistManagermaylacktheabilityorskillsManagermaylackthedesiretofilltheopeningMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-14HowtoCounteractMidcareerProblemsMidcareercounselingMidcareeralternativesLateraltransfersDownwardtransfersFailbackpositionsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-15HowtoMinimizeRetirementAdjustmentProblems:QuestionstoConsiderWhendoemployeesplantoretire?Whoisattractedbyearlyretirement?Whatdoemployeesplantododuringretirement?Cantheorganizationhelpthempreparefortheseactivities?Doretireesplanasecondcareer?Cantheorganizationassistinthispreparation?Whichretireescanstillbeconsultedbytheorganizationtohelpnewemployees?McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-16CareerPlanningandPathingCareerplanning–involvesmatchinganindividual’scareeraspirationswiththeopportunitiesavailableinanorganizationCareerpathing–thesequencingofthespecificjobsassociatedwiththeopportunitiesavailableintheorganizationMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.14-17ACareerPlanningandPathingProcessIndividualneedsandaspirationsPersonalcounselingandassessmentIndividualdevelopmenteffortsMatchingMatchingPlacementoncareerpathOrganizationalneedsandopportunitiesPersonnelplanningandcareerinformationForm