© Farhan Mir 2008 IMS Human Resource Management MBA & BBA Organizational Development & Career Management Lectures 22,23,24 Course Lecturer: Farhan Mir

© Farhan Mir© Farhan Mir

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Human Resource Human Resource ManagementManagement

MBA & BBAMBA & BBA

Organizational Development & Career ManagementLectures 22,23,24

Course Lecturer: Farhan Mir


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Organizations and CareersOrganizations and Careers

The single organization career.prior to 1980, individuals tended to work for a prior to 1980, individuals tended to work for a single organization through their entire careerssingle organization through their entire careers

the organization and the employee had an the organization and the employee had an unwritten unwritten psychological contractpsychological contract, where the , where the employee traded job security and gradual employee traded job security and gradual increases in pay for loyalty to the organizationincreases in pay for loyalty to the organization

increased technological innovations leading to increased technological innovations leading to automation, outsourcing, and globalization automation, outsourcing, and globalization have essentially ended the single-organization have essentially ended the single-organization careercareer

the new model is known as the the new model is known as the protean careerprotean career, , where an individual’s career can span multiple where an individual’s career can span multiple companies and multiple jobscompanies and multiple jobs


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Ch-Ch-Ch-Ch-Ch-Changes!Ch-Ch-Ch-Ch-Ch-Changes!

Changes for the employee:take control of their own careerstake control of their own careers

develop portable skillsdevelop portable skills

learn networkinglearn networking

be adaptable and flexible in both job and be adaptable and flexible in both job and geographygeography

Changes for the organization:providing tools and opportunities for the providing tools and opportunities for the employee to thrive in their careeremployee to thrive in their career

creating a continuous learning environmentcreating a continuous learning environment

helping people balance their work and non-work helping people balance their work and non-work liveslives


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Employee Development Employee Development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.


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The Concept of CareerThe Concept of Career

A career is the pattern of work-related experiences and activities over the span of the person’s work life, e.g.,

job positionsjob positions

job dutiesjob duties

decisionsdecisions

subjective interpretations about work-subjective interpretations about work-related eventsrelated events


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Career Path Of Colin Career Path Of Colin PowellPowell

1954 Joins ROTC program

1957 Enrolls in City College of New York 1963 Tour of duty in Vietnam

1968 Graduates from U.S. Army Command and General Staff College (CGSC)

1971 Graduate School at the George Washington University

1972 White House Fellow under President Richard Nixon

1974 Commander of 1st Battalion, 32nd Infantry in Korea

1977 Colonel, Commander of 2nd Brigade, 101st Infantry

1978 Works in Office of Secretary of Defense under President Jimmy Carter

1982 Brigadier General, Commander of 4th Infantry Division

1982 Deputy Commanding General of Combined Arms Combat Developments Activity

1987 National Security Advisor under President Ronald Reagan

1989 Chairman, Joint Chiefs of Staff under President George Bush

1992 Approached to be Bill Clinton’s vice presidential running mate (declined)

1993 Chairman, Joint Chiefs of Staff under President Bill Clinton

1993 Retired from military service

2000 Secretary of State under President George W. Bush


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Individual ResponsibilityIndividual Responsibility

Need to understand that a career has two components.

internal focusinternal focus – your view of your career – your view of your career external focusexternal focus – your actual job and the – your actual job and the

positions you fillpositions you fill

Career Planning – The deliberate attempt to know your own skills, values, opportunities, and constraints.

this involves making and constantly updating this involves making and constantly updating career goals and the plans to achieve those career goals and the plans to achieve those goals.goals.


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Organizational Organizational Responsibility:Responsibility:Career Development Career Development SystemsSystems

Career management – preparing, implementing, and monitoring career plans undertaken by an individual alone or within the organization’s career system.Career development systems – planned efforts by a company to achieve a balance between individual career needs and organizational workforce requirements. Benefits for creating these systems include:

better use of employee skillsbetter use of employee skills

greater retention of valued employeesgreater retention of valued employees

an expanded public image as an organization an expanded public image as an organization that develops its employeesthat develops its employees


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Career ChangesCareer Changes

PromotionA change of assignment to a job at a A change of assignment to a job at a higher level in the organization.higher level in the organization.

Principal criteria for determining Principal criteria for determining promotions are merit, seniority, and promotions are merit, seniority, and potential.potential.

TransferThe placement of an individual in another The placement of an individual in another job for which the duties, responsibilities, job for which the duties, responsibilities, status, and remuneration are status, and remuneration are approximately equal to those of the approximately equal to those of the previous job.previous job.


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Organizational Initiatives That Organizational Initiatives That Could Have Negative Could Have Negative ConsequencesConsequencesDownsizing.

Decentralizing.

Reorganization.

Cost-reduction strategies.

IT innovations.

Competency measurement.

Performance-related pay.


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Training vs. DevelopmentTraining vs. Development

Table 9.1


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HR’s HR’s Role in Role in Career Career DeveloDevelopmentpment

THE GOAL: MATCH THE GOAL: MATCH INDIVIDUAL AND INDIVIDUAL AND

ORGANIZATION NEEDSORGANIZATION NEEDS------------------------------------------------------------------

The Goal: MatchingThe Goal: Matching• Encourage employee ownership Encourage employee ownership

of career.of career.• Create a supportive context.Create a supportive context.• Communicate direction of Communicate direction of

company.company.• Establish mutual goal setting Establish mutual goal setting

and planningand planning

THE GOAL: MATCH THE GOAL: MATCH INDIVIDUAL AND INDIVIDUAL AND

ORGANIZATION NEEDSORGANIZATION NEEDS------------------------------------------------------------------

The Goal: MatchingThe Goal: Matching• Encourage employee ownership Encourage employee ownership

of career.of career.• Create a supportive context.Create a supportive context.• Communicate direction of Communicate direction of

company.company.• Establish mutual goal setting Establish mutual goal setting

and planningand planning

IDENTIFY CAREER IDENTIFY CAREER OPPORTUNITIES AND OPPORTUNITIES AND

REQUIREMENTSREQUIREMENTS------------------------------------------------------------------

Opportunities & RequirementsOpportunities & Requirements• Identify future competency Identify future competency

needs.needs.• Establish job Establish job

progressions/career paths.progressions/career paths.• Balance promotions, transfers, Balance promotions, transfers,

exits, etc.exits, etc.• Establish dual career paths.Establish dual career paths.

IDENTIFY CAREER IDENTIFY CAREER OPPORTUNITIES AND OPPORTUNITIES AND

REQUIREMENTSREQUIREMENTS------------------------------------------------------------------

Opportunities & RequirementsOpportunities & Requirements• Identify future competency Identify future competency

needs.needs.• Establish job Establish job

progressions/career paths.progressions/career paths.• Balance promotions, transfers, Balance promotions, transfers,

exits, etc.exits, etc.• Establish dual career paths.Establish dual career paths.

GAUGEGAUGEEMPLOYEEEMPLOYEEPOTENTIALPOTENTIAL

------------------------------------------------------------------Gauge Employee PotentialGauge Employee Potential

• Measure competencies Measure competencies (appraisals).(appraisals).

• Establish talent inventories.Establish talent inventories.• Establish succession plans.Establish succession plans.• Use assessment centers.Use assessment centers.

GAUGEGAUGEEMPLOYEEEMPLOYEEPOTENTIALPOTENTIAL

------------------------------------------------------------------Gauge Employee PotentialGauge Employee Potential

• Measure competencies Measure competencies (appraisals).(appraisals).

• Establish talent inventories.Establish talent inventories.• Establish succession plans.Establish succession plans.• Use assessment centers.Use assessment centers.

INSTITUTE CAREER INSTITUTE CAREER DEVELOPMENT DEVELOPMENT

INITIATIVESINITIATIVES------------------------------------------------------------------------

Career Development InitiativesCareer Development Initiatives• Provide workbooks and Provide workbooks and

workshops.workshops.• Provide career counseling.Provide career counseling.• Provide career self-management Provide career self-management

training.training.• Give developmental feedback.Give developmental feedback.• Provide mentoring.Provide mentoring.

INSTITUTE CAREER INSTITUTE CAREER DEVELOPMENT DEVELOPMENT

INITIATIVESINITIATIVES------------------------------------------------------------------------

Career Development InitiativesCareer Development Initiatives• Provide workbooks and Provide workbooks and

workshops.workshops.• Provide career counseling.Provide career counseling.• Provide career self-management Provide career self-management

training.training.• Give developmental feedback.Give developmental feedback.• Provide mentoring.Provide mentoring.

11 22

44 33


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Steps in the Career Steps in the Career Management Process Management Process

Figure 9.3


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Assessment Assessment

AssessmentCollecting information and Collecting information and providing feedback to providing feedback to employees about their employees about their behavior, communication behavior, communication style, or skills.style, or skills.


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Assessment CentersAssessment Centers

An assessment process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group at an offsite location.

Typically used to assess managerial potential.


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Balancing Individual and Balancing Individual and Organizational NeedsOrganizational Needs

Figure 7.2


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Alternative Career MovesAlternative Career Moves

Figure 7.4


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Internal Barriers to Career Internal Barriers to Career AdvancementAdvancement

Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.

Rigid job specifications, lack of leadership support for career management, and a short-term focus.

Lack of career opportunities and pathways within the organization for employees.


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Career Networking Career Networking ContactsContacts

Your college alumni association or career office networking listsYour own extended family Your friends’ parents and other family membersYour professors, advisors, coaches, tutors, clergy Your former bosses and your friends’ and family members’ bosses Members of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or go to school


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Career Development for Career Development for WomenWomen

The “Glass Ceiling”Artificial barriers based on attitudinal or Artificial barriers based on attitudinal or organizational bias that prevent qualified organizational bias that prevent qualified women from advancing upward in their women from advancing upward in their organizations into management level organizations into management level positions.positions.

Eliminating Barriers to AdvancementDevelopment of women’s networksDevelopment of women’s networks

Online e-mentoring for womenOnline e-mentoring for women

Diminishing stereotyping of womenDiminishing stereotyping of women

Presence of women in significant Presence of women in significant managerial positionsmanagerial positions


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Dual-Career CouplesDual-Career Couples

Dual-Career PartnershipsCouples in which both members follow Couples in which both members follow their own careers and actively support their own careers and actively support each other’s career development.each other’s career development.

Flexible work schedulesAdaptive leave policiesWork-at-homeOn-premises day careJob sharing


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The Plateauing TrapThe Plateauing Trap

Career PlateauSituation in which for either Situation in which for either organizational or personal reasons the organizational or personal reasons the probability of moving up the career ladder probability of moving up the career ladder is low.is low.

Types of PlateausStructural plateau: end of advancementStructural plateau: end of advancement

Content plateau: lack of challengeContent plateau: lack of challenge

Life plateau: crisis of personal identityLife plateau: crisis of personal identity


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Stages of Career Stages of Career DevelopmentDevelopment

Stage 5: Late Career (ages 55–retirement):Stage 5: Late Career (ages 55–retirement):Remain productive in work, maintain self-esteem, prepare for effective Remain productive in work, maintain self-esteem, prepare for effective retirement.retirement.

Stage 5: Late Career (ages 55–retirement):Stage 5: Late Career (ages 55–retirement):Remain productive in work, maintain self-esteem, prepare for effective Remain productive in work, maintain self-esteem, prepare for effective retirement.retirement.

Stage 4: Midcareer (ages 40–55):Stage 4: Midcareer (ages 40–55):Reappraise early career and early adulthood goals, reaffirm or modify goals, Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.make choices appropriate to middle adult years, remain productive.

Stage 4: Midcareer (ages 40–55):Stage 4: Midcareer (ages 40–55):Reappraise early career and early adulthood goals, reaffirm or modify goals, Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.make choices appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25–40):Stage 3: Early Career (ages 25–40):Learn job, learn organizational rules and norms, fit into chosen occupation Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.and organization, increase competence, pursue goals.

Stage 3: Early Career (ages 25–40):Stage 3: Early Career (ages 25–40):Learn job, learn organizational rules and norms, fit into chosen occupation Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.and organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18–25):Stage 2: Organizational Entry (ages 18–25):Obtain job offer(s) from desired organization(s), select appropriate job based Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.on complete and accurate information.

Stage 2: Organizational Entry (ages 18–25):Stage 2: Organizational Entry (ages 18–25):Obtain job offer(s) from desired organization(s), select appropriate job based Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.on complete and accurate information.

Stage 1: Preparation for Work (ages 0–25):Stage 1: Preparation for Work (ages 0–25):Develop occupational self-image, assess alternative occupations, develop Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.initial occupational choice, pursue necessary education.

Stage 1: Preparation for Work (ages 0–25):Stage 1: Preparation for Work (ages 0–25):Develop occupational self-image, assess alternative occupations, develop Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.initial occupational choice, pursue necessary education.


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Keeping a Career in Keeping a Career in PerspectivePerspective

Maintaining Off-the-Job Interests

Having a Healthy Marital and/or Family Life

Planning for Retirement

Maintaining a Healthy Balance

Documents

© Farhan Mir 2008 IMS Human Resource Management MBA & BBA Organizational Development & Career Management Lectures 22,23,24 Course Lecturer: Farhan Mir