Mgt2004 - Module 5: Career Management

Front 1

Career Management

Back 1

The process through which employees:

• become aware of their interests, values, strengths and weaknesses
• obtain info about job opportunities
• id career goals
• create action plans to achieve goals

Front 2

Career Motivation (3 aspects)

Back 2

Employees energy to invest in their careers

Career Resilience:

abilty to cope with problems (innovation, committement, pride)

Career insight:

awareness of own strenghts and weaknesses, skills and how these relate to career goals

Career identity:

the degree to which a person define themselves according to their work

Front 3

What is Career

Back 3

Hall:

the individual sequence of attitudes and behaviour associated with (pattern of) work-related experiences and activities over the span of the person's life

Front 4

Protean Career

Back 4

Frequently changing based on the person's intersts, abilities and values, as well as changes in work environment.

Goal - psychological success

Psychological contract - flexibility

Mobility - lateral

Resonsibility for career - employee

Pattern - spiral and transitory

Experience - learn how

Development - greater reliance on relationships and job experiences

Front 5

Psychological contract

Back 5

the expectations employers and employees have about each other

changed due to increased domestic and global competition, as well as mergers and aquisitions, organisations cannot offer job security, and may need to downsize. /Instead of offering job security, they offer training and work experiences to increase employability.

Front 6

Model of Career Development

Back 6

Life-cycle model - developmental tasks and move through distinct career stages

organisation-based model - career proceed through a series of stages involving changes in activities, peers, managers and relationships.

Directional Pattern model

Exploration

Establishment

Maintenance

Disengagement

Front 7

Directional Pattern model: Exploration

Back 7

• Id interests and best fit for work
  
• helping, learning, following direction
  
• apprentice
  
• <30 yrs
  
• 0-2 yrs on job
  

Front 8

Directional Pattern model: Establishment

Back 8

• advancement, growth, security, develop lifstyle
• making independant contributions
• collegue
• 30-45 yrs
• 2-10 yrs on job

Front 9

Directional Pattern model: Maintainence

Back 9

• hold on to accomplishments, update skills
• training, sponsoring, policy making
• mentor
• 45-60 yrs
• >10 yrs

Need to keep employees from plataueing

Front 10

Directional Pattern model: Disengagement

Back 10

• Retirement planning, change in work-life balance
• phasing out of work
• Sponsor
• 61+ yrs
• >10 yrs

Also includes employees who recycle back to exploration stage

employees can support this process to fill gaps in the organisation - retraining

Front 11

Career Management System

Back 11

Self- assessment (interests, values, performance, aptitudes, behavioural tendancies)

Reality Check (info given to employees - evaluations of skills and knowledge, as well as where they sit within the organisation)

Goal Setting (desired positions, work setting, skills)

Action Planning (determining how they will achieve short and long term goals)

Front 12

Career Management Websites

Back 12

Used by emploers, employees, recruiters, HR

User access

• self-assessment tools
• training resorces
• job data
• salary information
• career management advice

Website features

• jobs database
• employee profile dtabase
• matching engine
• tools and services such as assessments, online training programs and deelopmental resources

Front 13

Stakeholders role in career management system: Employee

Back 13

• self-assessment
• self-development action plan
• create visibility the good performance and relationships
• seek challenge

Front 14

Stakeholders role in career management system: Manager

Back 14

• Coaching, appraiser, advisor, referral agent
• counselling
• communicating
• request info from other coy resources

Front 15

Stakeholders role in career management system: Company

Back 15

• develop systems to support career management
• develop culture that supports career management

Front 16

Stakeholders role in career management system: HR Manager

Back 16

• Info and advice
• specialised services (testing, counseling, workshops)

Front 17

Evaluating Career Mangement Systems

Back 17

Reations

• of customers (employees and managers) through surveys

Results:

• time to fill open positions
• employee use of the system
• number of employees being id as ready for management positions

evaluation of system should be based on its objectives