Employee training and development 5th chapter 11

Chapter 11 Careers and Career Management... Introduction  Career development is important for companies to create and sustain a continuous learning environment.. Why is Career Managem

Chapter 11 Careers and Career Management

Introduction

 Career development is important for

companies to create and sustain a

continuous learning environment.

 The biggest challenge companies face is finding a balance between advancing

current employees’ careers while

simultaneously attracting and acquiring

Introduction (cont.)

 The concept of careers is influenced by the growing use of teams to produce

products and provide services.

that may not be in the same company.

Why is Career Management

obtain information about job opportunities

within the company

identify career goals

establish action plans to achieve career goals

Why is Career Management

Important? (cont.)

 From the company’s perspective, the

failure to motivate employees to plan

their careers can result in:

a shortage of employees to fill open positions

lower employee commitment

inappropriate use of monies allocated for

training and development programs

Why is Career Management

feelings of not being valued in the company

an inability to find suitable employment, in

case of mergers, acquisitions, restructuring,

or downsizing

Why is Career Management

Important? (cont.)

energy to invest in their careers

awareness of the direction they want their

careers to take

ability to maintain energy and direction

despite barriers they may encounter

Figure 11.1 - The Value of Career Motivation

What is a Career?

 It is the individual sequence of attitudes and behavior associated with work-

related experiences and activities over

the span of the person’s life.

 The concept of careers can be described:

as an advancement

as a profession

a lifelong sequence of jobs

a lifelong sequence of role-related

experiences

What is a Career? (cont.)

with the goal of psychological success in one’s work.

pride and accomplishment that comes

from achieving life goals that are not

limited to achievements at work.

Table 11.1 - Comparison of

Traditional Career and Protean Career

Table 11.2 - Suggested Characteristics

of Different Generations of Employees

Table 11.2 - Suggested Characteristics of Different Generations of Employees (cont.)

Table 11.2 - Suggested Characteristics of Different Generations of Employees (cont.)

A Model of Career Development

employees progress through a series of

stages.

Each stage is characterized by a different set

of developmental tasks, activities, and

Table 11.3 - A Model of Career

Development

A Model of Career Development

(cont.)

activity after having been established in a specific field.

employees, managers, and the company identify career development needs.

Career Management Systems

Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies

Involves psychological tests

Information employees receive about how the company evaluates their skills and knowledge

Career Management Systems

(cont.)

Employees develop short- and long-term

career objectives usually related to desired

positions, level of skill application, work

setting, or skill acquisition

Employees determine how they will achieve their short- and long-term career goals

May involve training courses and seminars,

informational interviews, employee

volunteerism programs, etc

Table 11.5 - Design Factors of Effective Career Management Systems

Table 11.6 - Elements of Career Management Web Sites

Figure 11.4 – Shared Responsibility: Roles in Career Management

Table 11.7 - Managers’ Roles in

Career Management

Table 11.8 - Characteristics Of

Successful Career Discussions

Evaluating Career Management

 Evaluation can be based on:

reactions of the customers who use the career

management system

objective information related to the retention rates of key employees or managers of the