Dr. Rahmi Fahmy, SE, MBAFaculty of Economics, Andalas University

Career: as an individually perceived sequence of attitudes and behaviors associated with work-related activities and experiences over the span of a persons life

Career Planning: a deliberate attempt by an individual to become more aware of his or her own skills, interests, values, opportunities, constraints, choices, and consequences.Career Mgt: as an organizational process that involves preparing, implementing, & monitoring career plans undertaken by an individual alone or within the organizational workforce requirements.Career Devl. System: a formal, organized, planned effort to achieve a balance between individual career needs and organizational workforce requirement.

Organizations viewpoint.1.Reduce cost due to employee turnover.2.Improve morale, boost productivity, efficientIndividuals viewpoint1. Feelings of achievement.2. Increase individuals personal satisfaction and motivation

To meet the immediate and future human resource needs of the organization on a timely basis.

To better inform the organization and the individual about potential career path within organization

Org. Career DevelopmentCareer managementCareer planning Sub processes:Occupational choiceOrganizational choiceChoice of job assignmentCareer self-developmentSub processes:Recruitment & selectionHuman resource allocationAppraisal & evaluationTraining & development

Steps & Responsibility in the Career Management ProcessSelf-AssessmentReality checkGoal settingAction planningCompany responsibilityEmployee responsibilityIdentify opportunities & needs to improveProvide assessment, information to identify, strengths, weaknesses, interests, & valuesCommunicate performance evaluation, where employee fits in long-range plans of the companyInsure goals is specific, challenging,&attainable, commit to help employee reach the goalIdentify resources employee needs to reach goal, including courses, work experiences, relationshipsIdentify what needs are realistic to developIdentify goal & method to determine goal progressIdentify steps & time table to reach goal

Self-assessment tools (e.g. career planning work shops, career work books)Individual counselingInformation services (e.g. job posting systems, skills inventories, career ladders, career resource centers)Initial development programs (e.g. anticipatory socialization programs, realistic recruitment, employee orientation programs)Organizational assessment programs (assessment centers, psychological testing, promotability forecasts, succession planning)Developmental programs (e.g. assessment centers, job rotation programs, in-house training, tuition-refund plans, mentoring)

Traditional Psychological ContractProtean Career:New Contract based on continuous learning and identity changeCareer -Resilient Work Force

The traditional psychological contract has been replaced by a new contract based on continuous learning and identity changeThe traditional psychological contract in which an employee entered a firm, worked hard, performed well, was loyal and committed, and thus received ever-greater reward and job security

As series of upward moves, with steadily increasing income, power, status, and securityThe career as a series of lifelong work-related experiences and personal learningIt has diedNever dieNew viewOld view

Only one occupation the best suite.Interests were more important.Chronological age and life stages.Developing skills need in organizationalDriven by organizationHow to work

Multi skills.

Determined by skills and aptitudes.

Continuous learning, self-knowledge.

Developing competitive skills needed in marketplace, adaptability Driven by person.How to learn

One that driven by person, not organizaton.

Reinvented by person from time to time as the person and environment change.

Requires a high level of self-awareness and personal responsibility.

This new career will be continuous learning process and necessitates that the individual develop self-knowledge and adaptabilityLearning how to learn is significant for establishing meta-skills

Employees Responsibility:Manage her or his own career

Employer's Responsibility:Provide employees with tools and opportunity

Increased employees productivityPrevent job burnout.Prevent job obsolescenceImprove the quality of employees work live

Individually perceived sequence of attitudes and behavior associated with work-related activities and experience over the span of a persons life. Internal FocusIndividual view her/his career

External Focus.Actual series of job position held by the individual.Actual series of job position

ACTIVITYTRADITIONAL FOCUSCAREER DEV. FOCUSHRPAnalyzes jobs, skills, tasks present & futureProjects needsUses statistical dataAdds information about individual interests, preferences, and the like to dataProvides career path informationTraining & developmentProvides opportunities for learning skills, information, & attitudes related to job.Adds individual growth orientationPerformance appraisalRating &/or rewardsAdds development plans and individual goal settingRecruiting & placementMatching organizations needs with qualified individuals.Matches individual & job based on a number of variables including employees career interests.Compensation & benefitsRewards for time, productivity, talent, and so on.Adds non-job-related activities to be rewarded.

Individual Manager Organization Accept responsibilityAssess interests, skills & values

Provide timely performance feedbackCommunication mission, policies, & proceduresSeek out career info. & resourcesEstablish goals & career plansProvide development assignment & supportProvide training & development opportunitiesUtilize development opportunitiesTalk with mgr. About careerParticipate in career development discussionsProvide career information & career programsFollow through on realistic career plans.Support employee development plansOffer a variety of career options

DownsizingDelayeringDecentralizingReorganizationsCost-reduction strategiesIT innovationCompetency measurementPerformance-related pay

Organization Structure

Career Path

Key Competence

Responsibility for Career Planning

Network

Cellular

Within & Across Firm

Independent

Technical, commercial, & collaborative

Technical, commercial

Firm & individual

Individual, collaborative, & Self Governance

The goal: psychological successThe career is managed by the person, not the organizationThe career is a lifelong series of identify changes and continuous learning career age counts, not chronological age. The organization provideswork challenges andrelationshipDevelopment is not necessarilyformal trainingretrainingupward mobilityProfile for Successfrom know how --------------------------- to learn-howfrom job security ------------------------- to employabilityfrom organization career ---------------- to protean careersfrom work self ---------------------------- to whole self

Management development: company schools, university-based programs, & management training.Development through the Life Cycle: younger employees.Middle-Aged EmployeesOlder employees: provide flexible work schedule, making training relevant to older workers, sensitize mgrs. & other employees to older workers, tailor career opportunities, ask older workers to consider being mentorsSelf development.

DevelopmentAdvancement Create your own personal mission statementTake responsibility for your own direction & growthMake enhancement your priority, rather than advancementTalk to people in positions to which you aspire & get suggestions on how to proceedSet reasonable goalsMake investment in yourself a priorityRemember that performance in your function is important, but interpersonal performance is criticalSet the right values & prioritiesProvide solutions, not problemsBe a team playerBe customer-orientedAct as if what you are doing makes a difference.

A small permanent work force - contingentA flat hierarchy with self-managed groups taking responsibility to most important activity.An extensive set of alliance with internal and external partners.A rapid introduction and utilization of advance technology into work process

The Impact of Dual-Employed CouplesDual-Career Couples.Highly committed to their careers and view work as essential to their psychological sense of self and as integral to their personal identities.Dual-Earner CouplesDefining their employment as relating to rewards, opportunity to keep busy, or an additional resource to help out.

OutplacementTo help an employees terminate and get a job someplace else.Positive effect on employee morale.Use outplacement consultant.Breaking the Glass CeilingInvisible, yet real or perceived, barriers found in many organizational structures that appear to stymie executive advancement opportunities of woman and minorities.Practice that contribute to glass ceiling:1. Word-of-mouth recruiting.2. Inadequate access to developmental opportunities for woman and minorities. 3. A lack of responsibility among management for EEO

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