Career Management Tnd

CAREER MANAGEMENT

Presented by: Ashish dalal, kritika Dua, Upasna Sharma, Sakshi Uppal, Linu A. Koshy

INTRODUCTION

Career development is important for companies to create and sustain a continuous learning environment.

Another factor influencing the concept of careers is the growing use of the teams to produce products and provide services.

Teams give companies the flexibility to bring talented persons both inside the company and outside the company to work on services and products on an as-needed basis.

Contd…

In some cases, career is viewed as project careers. These are a series of projects that may not be in the same company. These changes are altering the career concept and increasing the importance of career management for both the employee’s and company’s perspective.

IMPORTANCE OF CAREER MANAGEMENT

It is a process through which employees Become aware of their own interests

values, strengths, and weaknesses. Obtain information about job

opportunities within the company. Identify career goals. Establish action plans to achieve career

goals.

CAREER MANAGEMENT’S INFLUENCE ON CAREER MOTIVATION

Components of career motivation

Career resilience

Career insight

Career identity

Company value•Innovation•Employees adaptation to unexpected changes•Commitment to company•Pride in work

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

WHAT IS A CAREER???

A career refers to the individual sequence of attitudes and

behaviour associated with work-related experiences &

activities over the span of the person’s life

PROTEAN CAREERS

The career is dead-long live the career!

The business environment is highly turbulent and complex, resulting in terribly ambiguous and contradictory career signals. Individuals, perhaps in self-defense, organizations are becoming ambivalent about their desires for career development.

The traditional psychological contract in which an employee entered the firm, worked hard, performed well, was committed and loyal, and hence received greater rewards, has been replaced by a new contract based on continuous learning and identity change.

The ORGANISATIONAL career is dead,

While the PROTEAN career is alive and flourishing!

What is meant by the word ‘protean’?According to the Greek Mythology, PROTEUS, the sea-

god could foretell the future but he would have to change his shape in order to avoid doing so. From this feature of Proteus comes the adjective Protean.

Protean means versatile, mutable, flexible, adaptable.

What are ‘protean careers’?A career that is driven by the person, not the

organization, and that will be reinvented by the person from time to time, as the person and the environment change.

It is based on self-direction with the goal of psychological success in one’s work.

PROTEAN CAREERS

John Lennon said :‘‘Life is what passes by when

You’re busy making other plans.’’

Which means success that matters is subjective, how satisfied you feel with your life and work, not necessarily how much money or power or fame you have.

The secret to Protean careers is finding your unique genius, your talents that you love to develop and use.

Here’s how Shepard puts it:‘‘These are the things that you can now or potentially could do with excellence, which are fulfilling in the doing of them; so fulfilling that if you also get paid to do them,

it feelsnot like compensation, but like a gift”

Traditional v/s Protean Career

Changes in the psychological contract have influenced the career concept.

The PSYCHOLOGICAL CONTRACT between employees and employers has changed.

a. Companies’ structures tend to be “flat”.b. Increased domestic and global competition.

Why Protean Careers?

PSYCHOLOGICAL SUCCESS

The ultimate goal of career is psychological success, the feeling

of pride and personal accomplishment that comes from achieving

one’s most important goals in life, be they achievement, family

happiness, inner peace, or something else.

This is in contrast to vertical success under the old career

contract, where the goal was climbing the corporate pyramid and

making a lot of money.

While there is only one way to achieve vertical success, there

are infinite ways to achieve psychological success, as many ways

as there are unique human needs.

DIMENSIONS TRADITIONAL CAREER

PROTEAN CAREER

Goal PromotionsSalary Increase

Psychological success

Psychological Contract

Security for Commitment

Employability for flexibility

Mobility Vertical Lateral

Responsibility for Management

Company Management

Pattern Linear and Expert Spiral and Transitory

Expertise Know how Learn how

Development Heavy reliance on formal training

Greater reliance on relationships & job experiences

Employees Generations

Different generations of employees will derive this psychological success from different goals.

These goals are highly dependent on their career needs and interests.

Millennium • Accept constant change and job insecurity.• Want challenging work.

Generation X • Higher importance on work-life balance.• Opportunities for growth

Baby Boomers • Meaningful work rather than flexibility.• Idealistic and competitive

Traditionalists • Want their experience to be valued.• Loyal

Some questions which puzzle Protean researchers..1. What is the best way to study protean

careers?2. Is “protean” a state or a trait?3. How can people experience major

career changes and still stay connected to their identities?

4. What can organizations do to help people make these protean career changes?

Some fun questions..

MODELS OF CAREER DEVELOPMENT

Career Development

Process by which employees progress

through a series of stages

Each stage is characterized by a

different set of developmental tasks,

activities and relationships

LIFE CYCLE MODEL

Employees move through distinct life or career stages

Face certain developmental tasks over the course of their career

ORGANIZATION-BASED MODEL Career proceeds through a series of

stages Career development involves

employees’ learning to perform certain activities or functions and adapting to the structures of the organization

Stages involve changes in activities and relationships with peers and managers

DIRECTIONAL PATTERN MODELFocuses on individual properties and organizational properties

1-TRANSITORY CAREER: no set job or field is ever chosen permanently. People move

from job to job without following any set pattern. It is common in semi skilled workers

2-STEADY STATE CAREER: individual selects one career early in life and remains with

the same work role for life. It is common among established professions (dentists,

engineer,carpenter,etc)

3-LINEAR CAREER: field is chosen early in life and a plan for upward movement is

developed and executed. Common in CORPORATE MANAGERS

4-SPIRAL CAREER: one develops in a given field for a period of time; then moves on to a

related or perhaps a totally new area. It is seen in consultants and writers.

CAREER STAGES

EXPLORATION

DEVELOPMENTAL TASK

Identify interests, fit between self and work

ACTIVITIES Learning, following directions

RELATIONSHIP TO OTHER EMPLOYEES

apprentice

TYPICAL AGE <30

YEARS ON JOB <2 years

APPRENTICE: employee who works under the supervision and direction of a more experienced colleague or manager.

From the company’s perspective ORIENTATION & SOCIALIZATION are necessary processes.

ESTABLISHMENT

DEVELOPMENTAL TASK

Advancement, growth, security, develop lifestyle

ACTIVITIES Making independent contributions

RELATIONSHIP TO OTHER EMPLOYEES

colleague

TYPICAL AGE 30-45

YEARS ON JOB 2-10 years

Company needs to develop policies that help balance work and non work roles

MAINTENANCE

DEVELOPMENTAL TASK

Hold on to accomplishments, update skills

ACTIVITIES Training, sponsoring, policy making

RELATIONSHIP TO OTHER EMPLOYEES

mentor

TYPICAL AGE 45-60

YEARS ON JOB > 10 years

CHALLENGES- plateauing and obsolete skills

DISENGAGEMENT

DEVELOPMENTAL TASK

Retirement planning, change balance between work and non work

ACTIVITIES Phasing out of work

RELATIONSHIP TO OTHER EMPLOYEES

sponsor

TYPICAL AGE 61+

YEARS ON JOB > 10 years

SPONSOR: provides direction to other employees, represents the company to customers, initiates actions and makes decisions

AGE and YEARS OF SERVICE are good signals of career

stage but cannot be relied upon completely

-could lead to erroneous conclusion about the employees’

career needs

- older employees often recycle back to an earlier stage

RECYCLING- it involves changing one’s major work activity after having been established in a specific field. I t is accompanied by a reexploration of values, skills ,interests and potential employment opportunities.

Not just for older employees, companies facing a

talent crunch uses this as a tool

Training programs, BOOT CAMPS, are conducted

to help employees rediscover their interests.

Employees also conduct INFORMATIONAL

INTERVIEWS to gear up with as much information

as possible regarding an area whcich they feel is

congruent with their interest

CHALLENGES TO CAREER

MANAGEMENT

1. Socialization & Orientation

Organisational socialization - Process by which a new

employees are transformed into effective members of

the company.

The purpose of Orientation is to prepare employees to

perform their jobs effectively, learn about the

organisation, and establish work relations.

WHAT EMPLOYEES SHOULD LEARND & DEVELOP THROUGH SOCIALISATION

History The company’s goals, values, traditions, customs, & myths, background of members

Company Goals Rules or principles directing the company

Language Slang & jargon unique to the company, Professional technical knowledge

Politics How to gain info. Regarding the formal & informal work relationships & power structures

People Successful & satisfying work relationships with other employees

Performance Proficiency What needs to be learned; effectiveness in using & acquiring the KSAs needed for the job

ONBOARDING

Orientation process for newly hired managers

It gives new managers an introduction to the work

they will be supervising & an understanding of the

culture & operations of the entire company

2. DUAL CARRER PATHS

A career path is a sequence of job positions involving

similar types of work & skills, that employees move

through, in the company.

COMPANY ABC

Engineers Managers

SCIENTIST

RESEARCH SCIENTIST

PRINCIPLE RESEARCH SCIENTIST

ASSISSTANT MANAGER

MANAGER

DEPARTMENT MANAGER

ASSISTANT DIRECTOR

DIRECTOR

DUAL CAREER PATH SYSTEM – enables employees to remain in a technical career path or move into a management career path

DIRECTOR

ASSCOCIATE DIRECTOR

DEPARTMENT MANAGER

SECTION MANAGER

ASSOCIATE SECTION

MANAGER

PRINCIPLE RESEARCH

SCIENTIST

RESEARCH SCIENTIST

SCIENTIST

FELLOW

SENIOR RESEARCH

LEADER

RESEARCH LEADER

SENIOR RESEARCH

SCIENTIST

SENIOR PROGRAM MANAGER

PROGRAM MANAGER

PROJECT MANAGER

CHARACTERISTICS OF EFFECTIVE CAREER PLAN

Salary, status & incentives for technical employees compare

favourably with those of managers

Individual contributors’ base salary than managers’ but they are

given opportunities to increase their total compensation through

bonuses

The individual contributor career path is not used to satisfy poor

performances who have no managerial potential.

Individual contributors are given the opportunity to choose their

career path. The company provides assessment resources.

3. PLATEAUING

The likelihood of the employee receiving future job

assignments with increased responsibility is low.

Plateauing is not necessarily bad for the employee or

company. A plateaued employee

May not desire increased job responsibility

Job performance may meet the minimum acceptable

standards

Plateauing can become disfunctional

Reasons for Plateauing

• Discrimination based on, e.g., age, gender or race

• Lack of ability

• Lack of training

• Low need for achievement

• Unfair pay decisions or dissatisfaction with pay rises

• Confusion about job responsibility

• Slow company growth resulting in reduced development

opportunities

Employees need to understand why they are being

plateaued

Plateaued employees should be encouraged to become

more involved in developmental opportunities, including

training courses, job exchanges & short-term

assignments in which they can use expertise outside their

departments.

Plateaued employees may need career counseling to

help them understand why are plateaued & their options

for dealing with the problem

4. COPING WITH CAREER BREAKS

Both men & women face major problems in trying to

work after taking several months or years off for family

or other reasons.

Peers are often asked to take over the work load of the

reservists, which can mean longer work hours, a larger

work load & more work on weekends.

Disruptions worse for smaller companies as the loss of

even a few employees can have a greater impact on the

other employees.

Women more likely than men to leave jobs for family reasons

Women returning to work find their skills & knowledge out-

dated & loss in professional network

Companies are helping women cope during their family leave

by offering special work arrangements like small project work,

training & mentoring

Booz Allen Hamilton – small work contracts that can be done

at home. These include proposal writing, idea development &

client contact

FUTURE TRENDS AFFECTING TRAINING AND DEVELOPMENT

Increases use of new technologies for training delivery Increased demand for training for virtual working

arrangements Increased emphasis on speed in design, focus in content, and

use of multiple delivery methods Increased emphasis on capturing and sharing intellectual

capital Increased use of true performance support Increased emphasis on performance analysis and learning for

business enhancement Increased use of training partnerships and outsourcing training A change model perspective to training development

Increased use of new technologies for training delivery

Use of technologies will likely increase in the future for several reasons.

Cost of technologies will decrease To better prepare employees to serve customers

and generate new business Training costs related to bringing geographically

dispersed employees to one central location is reduced

Technology allows trainers to build into training many of the desirable features of a learning environment

Technology will allow training to be delivered to any place and at any time for different employees at different work arrangements.

Increased demand for training for virtual work arrangements

Virtual arrangements include teams as well as telecommuting. Telecommuting: Work that is conducted in remote location

where the employees has limited contact with peers but is able to communicate electronically.

Critical feature: location and organization structure are not limiting factors.

Challenges: Companies will have to invest in training delivery methods

that facilitate digital collaboration. For companies; having knowledge, knowing which employee

possess knowledge and sharing it is critical for effectiveness

Increased emphasis on speed in design, focus in content, and use of multiple delivery methods

Trainers are challenged to find new ways to use instructional design

Trainers need to determine the best way to design an effective training course

Rapid Instructional design (RID) is a group of techniques that allows training to be built more quickly.

It is based on 2 principles:

1. Instructional content and process can be developed independently of each other.

2. Resources can be reallocated as appropriate.

Increased emphasis on capturing and sharing intellectual capital

Baby boomer employees are retiring Companies are concerned about the loss of valuable knowledge They are seeking ways to turn employees’ knowledge in to a shared company assset.

The increased use of new technology means trainers must be technologically literate.They must understand the strengths and weakness of the new technology and their implementation issues.

Increased use of true performance support

Companies are moving away from courseware and classes as a performance improvement method.

They are instead adopting true performance support that is available during the work process.

Embedded learning:

It is a learning that occurs on the job as needed.

It involves collaboration and non learning technologies such as instant messaging and it is integrated with knowledge management.

Increased emphasis on performance analysis and learning for business enhancement

Training departments have to make sure that they are seen as helping the business functions meet their needs.Performance analysis approach involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units

Three ways training departments need to be involved are:1.Focusing on interventions related to performance management.2.Providing support for high performance work systems.3.Developing systems for training administration, development, and delivery that reduce costs and increase empployees’ access to learning.

Increased use of training partnerships and outsourcing training

Two main reasons why companies outsource training are: 1.Employees need to learn specialized new knowledge2.Companies want to gain access to best practices and cost savings

One type of training outsourcing is use of an application service provider.It is a company that rents out access to software for specific application.

Training and development from change model perspective

New training and development practices to be successfully implemented, they must be accepted by the customer.Four conditions necessary for change to occur are:1.Employee must understand the reasons for change.2.They must possess the skills needed to implement change.3.Top level employees must support the change.4.Compensation and performance management system must support change.

Before implementing new training and development practice , trainer should consider how they can increase the likelihood of its acceptance.

Four change related problems that need to be addressed before implementation of any new training practices are:

1. Resistance to change

2. Loss of control

3. Power Imbalance

4. Task redefinition

THANK YOU!THANK YOU!