Career Management Presentation_ 2 June 2024.pdf

How to implement Career Management

1. MANAJEMENKARIR
(CAREER MANAGEMENT)
HENDRA KUSNOTO
ADVISOR OF GCG, CHANGE & HC MANAGEMENT

2. PENGANTAR
1.APAYANG DIMAKSUDDENGANMANAJEMENKARIR?
2.MENGAPAMANAJEMENKARIRPENTING?
3.MANAJEMENKARIRDANMOTIVASIKARIR
4.NILAIMOTIVASIKARIR
5.APAYANG DIMAKSUDDENGANKARIR
6.PERBANDINGANKARIRTRADISIONALDENGANKARIRPROFESIONAL
7.PERBEDAANGENERASIKARYAWANDANKEBUTUHANSERTAMINATNYA
8.MODEL PENGEMBANGANKARIR
9.PROSES MANAJEMENKARIR
10.KOMPONEN–KOMPONENPROSES MANAJEMENKARIR

3. AGENDA
11.FAKTOR–FAKTORSISTEMMANAJEMENKARIRYANG EFEKTIF
12.WEBSITE UNSUR–UNSURMANAJEMENKARIR
13.TANGGUNGJAWABBERSAMAPERAN–PERANDALAMMANAJEMENKARIR
14.PERANKARYAWANDALAMMANAJEMENKARIR
15.PERANMANAJERDALAMMANAJEMENKARIR
16.PERANMANAJERHR DALAMMANAJEMENKARIR
17.PERANPERUSAHAAN DALAMMANAJEMENKARIR
18.PENGEMBANGANKARIR
19.EVALUASISISTEMMANAJEMENKARIR
20.STUDIKASUS

4. 1. APAYANG DIMAKSUDDENGAN
MANAJEMENKARIR?
Apayang DimaksuddenganManajemenKarir?
Secaratradisionalkarirdigambarkandenganbeberapahal:
•Sebagairangkaianposisiyang terdapatdi dalampekerjaan
•Berkaitandenganmobilitasdi dalamorganisasi
•Sebagaikarakterkaryawandi dalamkarirnya
•Konsepkarirdipengaruhiolehpertumbuhantimdalam
menyelesaikanprodukataujasa
•Karirproyek: serangkaianproyekyang tidaksamadi dalam
suatuorganisasi

5. APAYANG DIMAKSUDDENGAN
MANAJEMENKARIR?
Perubahankonsepkarirdipengaruhioleh:
•Motivasikaryawanuntukmengadiriprogram pelatihan
•Hasilyang diharapkandariusahapencapaiankinerja
•Pilihan–pilihankaryawanmengenaiprogram
•Apayang dibutuhkankaryawanuntukdiketahui

6. APAYANG DIMAKSUDDENGAN
MANAJEMENKARIR?
Manajemenkariradalahsebuahproses di manakaryawanmelalui
kegiatansbb:
•Menyadariminat, nilai–nilai, kekuatandankelemahan
•Memberikaninformasimengenaipeluangpekerjaandi dalam
organisasi
•Identifikasitujuankarir
•Penetapanrencanakerjauntukmencapaitujuankarir

7. 2. MENGAPAMANAJEMENKARIRPENTING?
Dari perspektifperusahaan, kegagalanmemotivasikaryawandalam
merencanakankarirnyadapatdicapaimelalui:
•Karyawanjangkapendekuntukmengisiposisitertentu
•Komitmenkaryawanyang lemah
•Ketidaksesuaianpenggunaandanadalammengalokasikanprogram
pelatihandanpengembangan

8. MENGAPAMANAJEMENKARIRPENTING?
Dari perspektifkaryawantidakadanyamanajemenkarirbisa
disebabkankarena:
•Rasa frustrasi
•Perasaantidakdihargaiperusahaan
•Ketidakmampuanuntukmemperolehpekerjaanyang sesuaikarena
perubahanakibatmerger, akuisisi, restrukturisasidandownsizing

9. 3. MANAJEMENKARIRDANMOTIVASIKARIR
Motivasikarirmenunjukkanpada:
•Energikaryawandi dalammenginvesasikankarirnya
•Kesadarankaryawanmengenaiarahkariryang diinginkan
•Kemampuanuntukmengelolaenergy danarahyang dikaitkan
denganhambatan–hambatanyang dihadapi
Dalammotivasikarirterdapattigaaspek:
•Career resilence: sejauhmanakaryawanmampumengatasimasalah
pekerjaan

10. MANAJEMENKARIRDANMOTIVASIKARIR
•Career insight:
•seberapabanyakkaryawanmemahamiminat, kekuatandan
kelemahanketerampilan
•Kesadaransejauhmanapersepsiberkaitandengantujuankarir
•Career identity:derajatsejauhmanakaryawanmendefinisikannilai
–nilaipersonal di dalampekerjaannya

11. 4. THE VALUE OF CAREER MOTIVATION

12. •SECARATRADISIONAL, KARIERDIGAMBARKANDALAMBERBAGAICARA:
•SEBAGAIURUTANPOSISIYANG DIPEGANGDI DALAMSUATUPEKERJAAN
•DALAMKONTEKSMOBILITASDALAMSUATUORGANISASISEBAGAIKARIR
KARYAWANMENUNJUKKANKARAKTERISTIKNYA
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.
5. Apayang DimaksuddenganKarir

13. PENGEMBANGANKARIR
PENTINGNYAKARIR
•JANGKARKARIR
•RENCANAKARIR
•TAHAPANKARIR

14. PENTINGNYAKARIR
UNTUKORGANISASI:
•MEMBANTUMENYELARASKANSTAFDENGANSTRATEGI
BAGIKARYAWAN:
•SUMBERIDENTIFIKASIDANFAKTORKUALITASHIDUP

15. JANGKARKARIR
•JANGKARTEKNIS
•JANGKARMANAJERIAL
•JANGKARKEAMANAN& STABILITAS
•JANGKAROTONOMI
•JANGKARKEWIRAUSAHAAN

16. RENCANAKARIR
TANGGUNGJAWABKARYAWAN:
•PENILAIANDIRI,
•MENGIDENTIFIKASIDANMENGANALISISPILIHANKARIR;
•MEMUTUSKANDANMENGEMBANGKANTUJUANDANKEBUTUHANKARIR;
•KOMUNIKASIKANPREFERENSIKARIERKEPADAMANAJER;
•PETAKANRENCANADENGANMANAJER.

17. PENTINGNYAPERENCANAANKARIRBAGIORGANISASI
PEMANFAATANSUMBERDAYAMANUSIASECARAEFEKTIF
•MENYELARASKANKEBUTUHANSTAFDENGANSTRATEGI
•MENGEMBANGKANKARYAWANYANG DAPATDIPROMOSIKAN
TINDAKANAFIRMATIFDANEEO
•MEMBANTUDALAMMENCAPAITUJUAN
•MEMBANTUDALAMPENGELOLAANKEANEKARAGAMAN

18. 6. PERBANDINGANKARIRTRADISIONALDENGAN
KARIRPROFESIONAL
•Traditional career:
•Urutan–urutanpekerjaandalamorganisasi
•Hubunganmobilitasdi dalamorganisasi
•Karakteristikkaryawan
•Profesionalcareer:
•Seringnyaterjadiperubahanberdasarkanperubahan
karyawandi dalamlingkungankerja
•Karyawanmengambiltanggungjawabyang besardi dalam
mengelolakarir
•Berdasarkanarah–diridalamkaitannyadengankeberhasilan
psikologisdi dalampekerjaankaryawan
•Kebutuhankaryawanuntukmengembangkanketerampilanbaru
ketimbangpengetahuanyang statis

19. CAREER MANAGEMENT
HENDRA KUSNOTO
Comparison of Traditional Career
and Protean Career

20. CAREER MANAGEMENT
HENDRA KUSNOTO
7. Different generations of employee have different
career needs and interest

21. 7. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHAN
Bagaimanamemotivasigenerasibaby boomer
•Banyakgenerasibaby boomer yang menyamakanpekerjaandengan
hargadirisertakeamananfinansialdanpekerjaanjangkapanjang.
•kebanyakandarimerekadilahirkandalamkeluargayang mengalami
pergolakanbesarakibatDepresiBesardan/atauPerangDuniaII.
•Generasiboomer termotivasiolehgelar, prestise, tunjangan
pensiundanfasilitastradisionallainnya.
•Merekainginmenyelesaikansesuatudi tempatkerja.
•Mengakuisertamenghargaipencapaiantersebutdapatsangat
membantudalammengelolakaryawangenerasibaby boomer.

22. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
•Boomer jugaberorientasipadatujuan. Secarakeseluruhan,
merekacenderungbaik-baiksajadenganmasukanyang
minimal, denganasumsibahwasemuanyabaik-baiksaja
kecualimerekadiberitahusebaliknya.
•Banyakgenerasibaby boomerdapattermotivasioleh
pencapaiansepertipromosidanpeningkatanposisidan
jabatanbergengsi.
•Merekacenderungberfungsipaling baikdi lingkungan
tradisionaldanhierarkisdanbeberapamungkinkesulitandi
tempatkerjadenganpendekatanyang lebihfleksibel.

23. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
BagaimanamemotivasiGenerasiX
•Banyakorang yang tumbuhdi generasiGen X memilikibanyak
waktusendiriankarenakeduaorang tuanyabekerja.
•Artinya, merekapulangsekolah, membuatjajanansepulang
sekolahsendiri, danmenghiburdiri.
•Olehkarenaitu, GenerasiX senangbekerjasecaramandiri
denganpengawasanminimal.
•Merekaseringkali dianggapberjasamemperkenalkangagasan
keseimbangankehidupankerjakedalamduniakerja.

24. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
•Merekatertarikpadafasilitassepertijadwalfleksibeldankerja
jarakjauh, yang semakinpopulerkarenakemajuanteknologi.
•GenerasiX cenderungsangatmandiri.
•Merekaumumnyalebihmemilihuntukmembuatpilihan
sendirimengenaibagaimanaproyekmerekadiselesaikandan
bagaimanamerekamengaturharikerjamereka.
•Manajemenperlumempertimbangkanuntukmembiarkan
merekaberinovasidalamcaramerekasendiridalammelakukan
sesuatuataumemilihtugassetiaphariatausetiapminggu.
•Memberimerekakebebasandanfleksibilitasyang wajardapat
meningkatkanmoral danproduktivitasmereka

25. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
Cara memotivasiGen Y (alias Milenial)
•MembandingkanGen X vs. Milenialtidakmemerlukanbanyak
kesulitan.
•MeskipungenerasiMilenial, baikbenaratausalah, seringkali
dikategorikansebagaiorang yang sukaberpindah-pindahpekerjaan.
•Hal inikarenamerekaseringpercayabahwagajidantunjanganyang
lebihbaikdapatditemukandi tempatlain.
•Merekabukanlahgenerasipertamayang percayabahwajikamereka
menginginkankenaikangajiataupromosi, makaharusmencarinyadi
tempatlain.
•Namunmerekatampaknyasepenuhnyamenganutkonseptersebut.

26. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
•Kabarbaiknyaadalahgajidantunjanganbukanlahsatu-satunya
halyang memotivasigenerasiMilenial.
•SepertipendahulunyaGen X, generasiMilenialcenderung
menyukaifleksibilitas, pilihan, danpeluangpengembangan
profesional.
•Tentusaja, bukanhanyakaumMilenialsajayang akan
berpindahpekerjaanjikamerekamerasakariernyamandek.
•Setiapanggotadarigenerasimanapun mungkinmulaimencari
pekerjaanbarujikamerekamerasatidakmendapatkanhasil
apapun dalampekerjaannyasaatini.

27. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
•ManajerHR dapatmembantumempertahankantalenta
Milenialdenganmemberikanbanyakbimbingandanpeluang
pengembangankarieruntukpertumbuhandankemajuan
profesional.

28. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
BagaimanamemotivasiGen Z
•Gen Z mungkinsangatmiripdengangenerasiMilenialpendahulunya,
namunadabeberapahalyang membuatmerekamenonjol.
•Pertama, merekamenginginkankepuasandantujuandaripekerjaan
mereka.
•Dengankata lain, merekamenginginkanpekerjaanyang pentingdan
mengharapkantanggungjawabsosialperusahaanyang tulusdan
inisiatiftersebutjugaditerapkansecarainternal.
•Gen Z mungkinmerupakangenerasiyang paling beragamdanupaya
keberagamandaninklusipentingbagikelompokusiayang
menganggapdirinyapaling terkenadampaknya.

29. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
Apalagiyang harusdiketahuimanajerHR tentangperbedaangenerasi
di tempatkerja?
1.Memberikanpenghargaanyang pantassehubungandenganmanfaat
kecakapanteknologi.
2.PentinguntukdisadaribahwagenerasiMilenial, Gen Z, dangenerasi
terakhirGen X tumbuhdengankemajuanpesatdalamteknologi.
3.Kelompok-kelompokiniadalahpendudukaslidigital (digital natives)
yang berartimerekacenderungmemilikipemahamanotomatis
mengenaihaltersebut.
4.Merekabiasanyamembutuhkanwaktulebihsedikituntuk
memahamiteknologibarudanmerekaseringkali dapat
menyarankansolusiteknologidi tempatkerjauntukmeningkatkan
produktivitasdanoutput.

30. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
5.Sebagaipemberikerjaataumanajer, mendengarkankaryawan
danmenerapkanide –ide merekayang paling bermanfaat
dapatmembantumembangunkepercayaan, mempertahankan
bakatdanmeningkatkankeuntungan.
6.Denganmemahamibeberapagenerasidanapayang
memotivasimerekamanajemendapatmenghindariasumsi
berdasarkanusiaatauberkontribusiterhadapstereotip.
7.Manajemendapatmengganti“kesenjangangenerasi” dengan
tenagakerjakohesifyang produktif, termotivasidanmahir
dalammemecahkanmasalah.

31. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
8.Manajemenbahkanmungkinmenemukanide –ide sukses
danteknologiyang pernahdigunakanolehgenerasituayang
dapatditerapkanlagiuntukmenyederhanakanproses dan
meningkatkanproduktivitas.
9.Memahamikeberagamangenerasiantaragenerasibaby
boomer, Gen X, Gen Y (alias Milenial) Gen Z danseterusnya
merupakanawalyang baik.
10.Pengetahuanadalahkekuatandalamupayamemanfaatkan
kekuatankolektifmerekadanmemahamicaraberkomunikasi,
mengeloladanmemimpinmerekasecaraefektif.

32. PERBEDAANGENERASIKARYAWANDAN
KEBUTUHANSERTAMINATNYA
11.Semakinbanyakyang Andaketahuitentangsetiapgenerasi,
semakinbaikkemampuanAndadalammengatasimasalahdan
menghindaripotensikonflik.

33. 8. MODEL PENGEMBANGANKARIR
•Pengembangankariradalahproses di manakaryawan
mengalamikemajuandi dalambeberapatahapan
•Setiaptahapandibedakandenganserangkaiantugas–tugas,
aktifitasdanhubungan
•Terdapatempattahapankarir:
•Exploration
•Establisment
•Maintenance
•Disengagement

34. MODEL PENGEMBANGANKARIR
•TAHAPEKSPLORASI
•TAHAPPENETAPAN
•TAHAPPEMELIHARAAN
•TAHAPAKHIRKARIR

35. CAREER MANAGEMENT
HENDRA KUSNOTO
A Model of Career Development

36. TAHAPEKSPLORASI
KEBUTUHANTUGAS:
•MENGALAMITUGASPEKERJAANYANG BERVARIASI
•PENILAIANDIRI
•PILIHANPEKERJAAN
KEBUTUHANSOSIAL–EMOSIONAL:
•CITRA DIRIPEKERJAAN
•MENETAP

37. TAHAPPENETAPAN
KEBUTUHANTUGAS:
•MEMPELAJARISEGALASESUATU
•DAPATKANPEKERJAANYANG MENANTANG
•MENINGKATKANKOMPETENSI
•JADILAHINOVATIF
KEBUTUHANEMOSIONAL:
•MENANGANIPERSAINGAN, KEGAGALAN, KONFLIK
•MENGEMBANGKANOTONOMI

38. TAHAPPEMELIHARAAN
KEBUTUHANTUGAS:
•PEMBARUANTEKNIS
•KETERAMPILANMELATIH
•TERUSBERGILIRKEAREA BARU
•MENGEMBANGKANPANDANGANKARIRYANG LUAS
KEBUTUHANSOSIAL–EMOSIONAL:
•EKSPRESIKANPERASAANPARUHBAYA
•PIKIRKANKEMBALIPEKERJAAN, KELUARGA

39. TAHAPAKHIRKARIR
KEBUTUHANTUGAS:
•TETAPPRODUKTIF
•RENCANAKANMASAPENSIUN
•PERALIHANPERANDARIKEKUASAANMENJADIBIMBINGAN
•IDENTIFIKASIPENERUS
•MENGEMBANGKANKEPENTINGANLUAR
KEBUTUHANEMOSIONALSOCIAL:
•BAYANGKANKEMBALIPEKERJAAN
•MENGEMBANGKANIDENTITASLUAR

40. CAREER DEVELOPMENT TEMPLATE

41. CAREER DEVELOPMENT STAGES

42. CAREER DEVELOPMENT STAGES

43. CAREER DEVELOPMENT PROCESS

44. CAREER DEVELOPMENT TEMPLATE

45. CAREER DEVELOPMENT TEMPLATE
Name:
Role: Manager:
Career plan date: Next review date:
Likes and motivators Dislikes
What do I like doing?
What motivates me in my job?
Are there things that I don’t like doing in my
job?
What settings or conditions don’t I like working
in?
What am I good at? Development areas
If I think about my own views and feedback
I’ve received in my career, what skills do I
excel at?
What do I find challenging? What areas would
I like to improve on?
Where do I want to be in 2 years’ time?Where do I want to be in 5 years’ time?
Your 2-year goal helps inform your training
and development plan (below).
Your 5-year goal helps inform your training
and development plan (below).

46. CAREER DEVELOPMENT TEMPLATE
1 . Learning on the job (70% )
For example: –Gain exposure to my leaders or managers by participating in discussions
–Become involved in planning or new tasks
–Speak at an external event on behalf of my organisation
–Move into a new role that will provide me with broader experience
2 . Learning from others (20% )
For example: –Deepen skills by finding a mentor in my department
–Broaden skills by finding a mentor in the wider organisation
3 . Learning and development outside the job (10% )
For example: –Attend a conference
–Subscribe to relevant publications or journals
–Engage in a volunteering opportunity
–Take on formal studies

47. TEMPLATE PENGEMBANGANKARIR
RencanaPelatihandanPengembangan
•Tindakanapayang dapatdiambildi tahundepanuntuk
memanfaatkankekuatandanbersiapmencapaitujuan2 tahun?

48. CAREER DEVELOPMENT TEMPLATE
Penilaianawal(Early assessment)
Apayang sudahsayalakukan?
•Nilaikekuatan& area yang dirasadapatditingkatkan.
•Apayang telahdipelajaridaripekerjaansebelumnya?
•Kompetensiapayang telahditambahkankekeahlianselamaperansaat
ini?

49. TEMPLATE PENGEMBANGANKARIR
•Apayang sayaperlukanuntukmembantusayamencapaitujuanini?
•Sumberdayaataualatapayang dapatmembantumencapaitujuan?
•Apakahadapelatihanyang dapatmembantumencapaihalini?

50. WHOLE PERSON ASSESSMENT
•THE ASSESSMENTS ARE PIECES OF THE PUZZLE.
•NOONE ASSESSMENT SHOULD BE USED IN CAREER
EXPLORATION AND CAREER GUIDANCE.
•INCLUDE OTHER INFORMATION AS WELL –
PERSONALITY, MOTIVATION, PREFERENCES,
EMOTIONAL INTELLIGENCE, ETC.
•DO NOT CALL THEM A “TEST”!
50

51. PERSON –ENVIRONMENT FIT
51
Assessment helps here.

52. CAREER TRACKS OVERVIEW
52
Job ClassificationAlignment with Market
Career Paths Development
Career Tracks
Note: Senior Management Group, academics, represented staff and students are not affected. Career
Tracks will not affect job duties or function, working (“business card”) title or current base pay.

53. CAREER TRACKS STRUCTURE
53

54. CAREER PATHS
54

55. PROFESSIONAL LEVELS
Entry
Professional1
Intermediate
Professional 2
Experienced
Professional3
Advanced
Professional4
Expert
Professional5
Limited or no
prior
experience
Assignments of
moderate scope
and complexity
Judgment
within defined
guidelines
In depth
understanding of
field
Independently
performs full
range of function
High degree of
knowledge in field
Specialized
knowledge
High degree
autonomy
Lead
Organizational-
wide impact
SignificantImpact
on program /policy
Substantial
consequences of
success or failure
This category includes positions which require a theoretical and conceptual knowledge of the specialization. Problems
are typically solved through analysis and strategic thinking. At more senior levels, incumbents may independently
manage or administer professional or independent programs, policies and resources.
Career Paths

56. SUPERVISOR 1 SUPERVISOR 2
Provides supervision to
operational staff
Provides supervision to
professional or skilled staff
The supervisor primarily achieves department objectives through the
coordinated achievement of subordinate staff and must exercise
independent judgment in determining work of at least 2 FTE.
Responsible for making key HR decisions (hiring, termination,
performance management, etc.).
SupervisionaryLevels

57. MANAGER LEVELS
DESCRIPTION MANAGER 1 MANAGER 2 MANAGER 3 MANAGER 4
Level
Definition
PrimaryManager
of unit, manages
other supervisors
and professionals
Manageslarge
department or
several smaller
units, or manages
highly specialized
technical
function/team
SeniorManager
of large, complex
department or
with multiple
disciplines /
occupations
Director of
multiple large,
complex,critical
programs
impacting major
constituencies
across
organization
A Manager, in addition to performing responsibilities outlined for a Supervisor, spends the majority of
time (50% or more) achieving organizational objectives through the coordinated achievements of
subordinate staff who report to the incumbent. Establishes department goals and objectives, plans and
oversees the budget, monitors or implements legal or policy compliance measures, performs strategic planning for
function.
Manager Levels

58. CAREER MANAGEMENT
HENDRA KUSNOTO
9. Proses ManajemenKarir

59. RENCANAPENGEMBANGAN
1.SELF ASSESSMENT (PENILAIANDIRI): MENGIDENTIFIKASIPELUANGDAN
AREA UNTUKPERBAIKAN
2.REALITY CHECK (PEMERIKSAANREALITAS):MENGIDENTIFIKASI
KEBUTUHANAPAYANG PALING REALISTISUNTUKDIKEMBANGKAN
3.GOAL SETTING (PENETAPANTUJUAN): MENETAPKANTUJUANUNTUK
MEMFOKUSKANUPAYAPEMBANGUNAN
4.ACTION PLANNING (PERENCANAANTINDAKAN:MEMBUATRENCANA
UNTUKMENENTUKANBAGAIMANATUJUANAKANDICAPAI
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

60. APPROACHES TO DEVELOPMENT
Copyright © 2017 McGraw-Hill Education. All rights reserved. No
reproduction or distribution without the prior written consent of McGraw-Hill
Education.
Formal
Education
Executive
Education
Personality
Tests
Assessment
Center
Performance
Appraisal
360-Degree
Feedback
Enlarging
the Current
Job
Job Rotation
Lateral
Moves
Transfers
Promotions
Downward
Moves
Temporary
Assignments
Volunteer
Work
Sabbaticals
Mentoring Coaching
Succession
Planning

61. FREQUENCY OF PRACTICES
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

62. PENDIDIKANFORMAL
•PENDIDIKANFORMAL BISABERMACAM-MACAMBENTUKNYA
•PROGRAM DI DALAMATAUDI LUARLOKASIYANG DIRANCANGKHUSUSUNTUK
KARYAWANPERUSAHAAN
•KURSUSSINGKATYANG DITAWARKANOLEHKONSULTANATAULEMBAGA
AKADEMIK
•PROGRAM UNIVERSITASDALAMKAMPUS
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.
•Banyakperusahaanmemberikanpenggantianbiayasekolah

63. PENDIDIKANEKSEKUTIF
•TERMASUKPROGRAM MBA EKSEKUTIFDANKURIKULUMKHUSUS
TENTANGTOPIK-TOPIKSEPERTIKEPEMIMPINAN, KEWIRAUSAHAANDAN
BISNISGLOBAL
•PEMBELAJARANCAMPURANADALAHHALBIASAINSTITUSIPENDIDIKAN
TELAHMULAIMENAWARKANPROGRAM -PROGRAM YANG
DISESUAIKANDENGANKEBUTUHANMEREKASENDIRI
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

64. ASESMEN
•MELIBATKANPENGUMPULANINFORMASIDANMEMBERIKANUMPANBALIK
TENTANGPERILAKU, GAYAKOMUNIKASI, DANKETERAMPILAN
•PENILAIANDAPATMEMBANTU:
•MENGIDENTIFIKASIPOTENSIMANAJERIAL
•MENGIDENTIFIKASIKEKUATANDANKELEMAHANANGGOTADALAMTIM
KESADARANDIRI
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Hill Education.

65. DISC
•MENGUKURKEPRIBADIANDANGAYAPERILAKU:
•DOMINASI(KETERUSTERANGAN, KEKUATAN)
•PENGARUH(KERAMAHAN, PERSUASIF)
•KEMANTAPAN(KERJASAMA, KETERGANTUNGAN)
•KEHATI-HATIAN(AKURASI, KOMPETENSI)
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Hill Education.

66. MYERS –BRIGGS TYPE INDICATOR (MBTI)
•MENGIDENTIFIKASI16 TIPEKEPRIBADIANBERDASARKANPREFERENSI
UNTUK:
•INTROVERSI(I) ATAUEKSTRAVERSI(E)
•PENGINDERAAN(S) ATAUINTUISI(N)
•BERPIKIR(T) ATAUPERASAAN(F)
•MENILAI(J) ATAUMENGAMATI(P)
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.
•Setiaptipekepribadianmemilikiimplikasiterhadap
kebiasaankerjadanhubunganinterpersonal

67. PUSATASESMEN
•BEBERAPAPENILAIMENILAIKARYAWANDALAMSEJUMLAHLATIHAN
•BIASANYADIGUNAKANUNTUKMENGIDENTIFIKASIKARAKTERISTIK
KEPRIBADIAN, KETERAMPILANADMINISTRATIF, DANKETERAMPILAN
INTERPERSONAL UNTUKPEKERJAANMANAJERIAL
•SEMAKINBANYAKDIGUNAKANUNTUKMENENTUKANAPAKAH
KARYAWANMEMILIKIKETERAMPILANUNTUKBEKERJADALAMTIM
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Hill Education.

68. ASSESSMENT CENTER EXERCISES
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Hill Education.

69. UMPANBALIK360 (360 DEGREE FEEDBACK)
•UMPANBALIKDIPEROLEHDARIBAWAHAN, REKANKERJA, PELANGGAN,
MANAJER, DANKARYAWANITUSENDIRI
•INDIVIDUMENGISIKUESIONERUNTUKMENILAIKARYAWANPADA
SEJUMLAHDIMENSIYANG BERBEDA
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Hill Education.

70. MANFAAT360*
•ADA BANYAKMANFAAT360*:
•UMPANBALIKDIPEROLEHDARIBERBAGAIPERSPEKTIF
•KARYAWANMENDAPATKANPERSPEKTIFYANG LEBIHBAIKTENTANG
KEKUATANMEREKADANAREA YANG PERLUDITINGKATKAN
•SISTEMINIMEMBANTUMEMFORMALKANPROSES UMPANBALIK
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

71. TANTANGAN360*
•KETERBATASANPOTENSIALMELIPUTI:
•TUNTUTANWAKTUDIBEBANKANPADAPENILAI
•KARYAWANMUNGKINAKANMELAKUKANPEMBALASANTERHADAPPENILAI
•FASILITATORMUNGKINDIPERLUKANUNTUKMENAFSIRKAN
HASILPERUSAHAANMUNGKINGAGALMEMBERIKANKESEMPATANUNTUK
BERTINDAKBERDASARKANUMPANBALIK
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

72. PENGALAMANKERJA
•SEBAGIANBESARPERKEMBANGANTERJADIMELALUIPENGALAMANKERJA
•PERKEMBANGANKEMUNGKINANBESARTERJADIKETIKAKARYAWANDIBERI
TUGAS“REGANGAN”.
•PENGALAMANKERJAYANG DIANGGAPSEBAGAIPEMICUSTRESPOSITIF
MEMBERIKANTANTANGANBAGIKARYAWANDANMERANGSANG
PEMBELAJARAN
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Hill Education.

73. MEMPERBESARPEKERJAANSAATINI
ENLARGING THE CURRENT JOB
•PERLUASANPEKERJAANMELIBATKANPENAMBAHANTANTANGANDAN
TANGGUNGJAWABBARUPADAPEKERJAANSAATINI
•“DUADALAMSATUKOTAK” (TWO IN ONE BOX)
•MEMPERLUASPEKERJAANDENGANMEMBERIKANJABATANDANTANGGUNG
JAWABYANG SAMAKEPADADUAMANAJERDANMEMUNGKINKANMEREKA
MEMBAGIPEKERJAANSESUAIKEINGINANMEREKAKIRIMMASUKANPANEL
SAMPINGHISTORITERSIMPAN
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Hill Education.

74. ROTASI PEKERJAAN DAN PERGERAKAN LATERAL
JOB ROTATION & LATERAL MOVES
•SERANGKAIANPENUGASANDI BERBAGAIAREA FUNGSIONALPERUSAHAAN
ATAUDALAMSATUAREA FUNGSIONAL
•ROTASIPEKERJAANMEMBANTUKARYAWANMENDAPATKANAPRESIASI
MENYELURUHTERHADAPPERUSAHAANDANMENGEMBANGKANJARINGAN
•PERGERAKANLATERAL MEMBANTUMEMPERTAHANKANKARYAWANYANG
MENGINGINKANPENGALAMANBARUKIRIMMASUKANPANELSAMPING
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Hill Education.

75. ROTASIPEKERJAANYANG EFEKTIF
•TERKAITDENGANKEBUTUHANPERKEMBANGANSPESIFIK
•MEMBERIKANPENGALAMANYANG DIBUTUHKANUNTUKPOSISIMANAJERIAL
•KARYAWANMEMAHAMIKETERAMPILANYANG HARUSDIKEMBANGKAN
•DIWAKTUKANUNTUKMEMINIMALKANBIAYABEBANKERJA
•SEMUAKARYAWANDIBERIKANKESEMPATANYANG SAMAKIRIMMASUKAN
Copyrig
ht© 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.

76. PENUGASANSEMENTARA,
KERELAWANAN& SABAT
•PENUGASANSEMENTARAMELIBATKANPERTUKARANKARYAWANSEHINGGA
PERUSAHAANDAPATLEBIHMEMAHAMISATUSAMALAIN
•PENUGASANRELAWANKOMUNITASDAPATMEMBERIKANKESEMPATAN
UNTUKMEMPELAJARIKETERAMPILANBARU
•CUTIPANJANGMELIBATKANCUTIUNTUKMEMPERBARUIATAU
MENGEMBANGKANKETERAMPILAN
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

77. TRANSFER, PROMOSI&
PERGERAKANTURUN
•TRANSFER MELIBATKANPENUGASANKEMBALISEORANGKARYAWANKE
AREA LAIN DI PERUSAHAAN
•PROMOSIMELIBATKANKEMAJUANKEPOSISIDENGANTANGGUNGJAWAB
DANWEWENANGYANG LEBIHBESAR
•PERGERAKANKEBAWAHMELIBATKANPOSISIDENGANTANGGUNG
JAWABYANG LEBIHKECIL
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Hill Education.

78. DUKUNGANUNTUKRELOKASI
BUY-IN FOR RELOCATION
•MEMBERIKANINFORMASITENTANGKONTEN, TANTANGAN,
DANMANFAATKIRIMKARYAWANUNTUKMELIHATPRATINJAU
LOKASIBARU
•DIDIKBAGAIMANAPEKERJAANBARUAKANMEMPENGARUHI
PENDAPATAN, PAJAK, DANPENGELUARAN
•MEMBANTUMENJUALDANMENGAMANKANPERUMAHAN
•TETAPKANHOST UNTUKMEMBANTUPENYESUAIAN
•MENYEDIAKANPROGRAM ORIENTASI
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

79. MENTORING
•MELIBATKANKARYAWANSENIOR YANG BERPENGALAMANDAN
MEMBANTUMENGEMBANGKANKARYAWANYANG KURANG
BERPENGALAMAN
•MEMBANTUMENSOSIALISASIKANKARYAWANBARU,
MENGEMBANGKANMANAJER, DANMEMBERIKANPELUANG
TANPAMEMANDANGRASDANGENDER
•SEBAGIANBESARHUBUNGANBERKEMBANGSECARAINFORMAL,
NAMUNBEBERAPAPERUSAHAANMEMILIKIPROGRAM FORMAL
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

80. MANFAATANAKDIDIK(PROTÉGÉ BENEFITS)
•MANFAATBAGIANAKDIDIKANTARALAIN:
•DUKUNGANKARIRDUKUNGANPSIKOSOSIAL
•PENGEMBANGANKETERAMPILAN
•TINGKATPROMOSIYANG LEBIHTINGGI
•GAJIYANG LEBIHTINGGI
•PENGARUHORGANISASIYANG LEBIHBESAR
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Hill Education.

81. MANFAATMENTORING
•MANFAATBAGIMENTOR ANTARALAIN:
•MENGEMBANGKANKETERAMPILANINTERPERSONAL
•PENINGKATANHARGADIRI
•MENINGKATKANRASA BERHARGABAGIPERUSAHAANAKSES
TERHADAPPENGETAHUANBARUDI BIDANGNYA
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Hill Education.

82. PROGRAM MENTORING FORMAL
•PILIHMENTOR DENGANHATI-HATIJADIKANPARTISIPASIBERSIFATSUKARELA
•PASTIKANPROSESNYATIDAKMENGHALANGIHUBUNGANINFORMAL
•COCOKKANBERDASARKANBAGAIMANAKETERAMPILANMENTOR DAPAT
MEMENUHIKEBUTUHANANAKDIDIK
•MEMPERJELASPERANDANHARAPAN
•TENTUKANJUMLAHMINIMUM WAKTUKONTAK
•DORONGHUBUNGANYANG BERKELANJUTAN
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Hill Education.

83. COACHING
•SEORANGREKANATAUMANAJERYANG BEKERJADENGANSEORANG
KARYAWANUNTUKMENGEMBANGKANKETERAMPILAN, MEMOTIVASI,
DANMEMBERIKANUMPANBALIK
•SEORANGPELATIHDAPATMEMAINKANTIGAPERAN:
•MENGEMBANGKANMANAJERBERPOTENSITINGGI
•MEMBANTUKARYAWANBELAJARSENDIRI
•MENYEDIAKANSUMBERDAYAYANG BERHARGAKIRIMMASUKAN
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

84. RESISTENSITERHADAPCOACHING
•MANAJERMUNGKINENGGANMENDISKUSIKANMASALAHKINERJA
•MANAJERMUNGKINLEBIHMAMPUMENGIDENTIFIKASIMASALAH
KINERJADARIPADAMENYELESAIKANNYA
•MANAJERMUNGKINPERCAYABAHWAKARYAWANMENGANGGAP
PEMBINAANSEBAGAIKRITIK
•MANAJERMUNGKINTIDAKPUNYAWAKTUUNTUKMELATIH
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

85. SUCCESSION PLANNING
•MENGIDENTIFIKASI, MENGEMBANGKAN, DANMELACAKKARYAWAN
YANG MAMPUBERPINDAHKEBERBAGAIPOSISIKUNCI
•KEUNTUNGAN
•MEMPERSIAPKANPEMIMPINMASADEPANDANMEMBANGUN
“KEKUATANBANGKUCADANGAN”
•MEMINIMALKANGANGGUANKETIKAKARYAWANKUNCIPERGI
•MEMBANTUMERENCANAKANPENGALAMANPENGEMBANGAN
•MENARIKDANMEMPERTAHANKANKARYAWAN
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Hill Education.

86. NINE BOX GRID
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Hill Education.

87. HARUSKAHHASILNYADIPUBLIKASIKAN?
•KEUNTUNGAN
•KARYAWANMUNGKINBERTAHANKARENAMEREKAMEMAHAMIPROSPEKPROMOSI
•KARYAWANYANG TIDAKTERTARIKBOLEHMENGOMUNIKASIKANNIATNYA
•KEKURANGAN
•KARYAWANYANG TIDAKMENJADISASARANMUNGKINMENJADIPUTUSASA
DAN/ATAUKELUAR
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

88. PERILAKUDISFUNGSIONAL
(DYSFUNCTIONAL BEHAVIORS)
•PERKEMBANGANDAPATMEMBANTUMERINGANKANPERILAKUDISFUNGSIONAL
•PERILAKU“BERACUN” MENCAKUPKETIDAKPEKAAN, AGRESI, AROGANSI, DAN
KETERAMPILANMANAJEMENKONFLIKYANG BURUK
•KOMBINASIPENILAIAN, PELATIHAN, DANKONSELINGDAPATDIGUNAKAN
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

89. ONBOARDING
•COMPLIANCE (KEPATUHAN) : ATURANDANREGULASITERKAIT
HUKUMDANKEBIJAKAN
•CLARIFICATION (KLARIFIKASI): EKSPEKTASIPEKERJAANDANKINERJA
•CULTURE (BUDAYA): SEJARAH, TRADISI, NILAI, DANNORMA
PERUSAHAAN
•CONNECTION (KONEKSI): MENGEMBANGKANHUBUNGANFORMAL
DANINFORMAL
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

90. ONBORARDINGYANG EFEKTIF
•FOKUSPADAASPEKTEKNISDANSOSIALPEKERJAANDANBUDAYA
ORGANISASI
•ADA KETERLIBATANAKTIFDANKARYAWANDIDORONGUNTUK
MENGAJUKANPERTANYAAN
•INIADALAHINTERAKSIANTARAKARYAWANBARUDANKARYAWAN
BERPENGALAMAN
•MANAJERTERLIBAT
•ADA TINDAKLANJUTDI BERBAGAITITIKSELAMATAHUNPERTAMA
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-
Hill Education.

91. 10. KOMPONEN–KOMPONEN
PROSES MANAJEMENKARIR
•Self –Assessement:penggunaaninformasiolehkaryawandi
dalammenentukanminat, nilai–nilai, sifat–sifatdan
kecenderunganperilakukarir
•Reality Check:informasiyang diperolehkaryawanmengenai
bagaimanaperusahaanmenilaipengetahuandanketerampilan
karyawanuntukmenjalankantugasdalamperusahaan
•Goal setting:
•Proses karyawanmengembangkantujuankarirjangka
pendekdanpanjang
•Selaludidiskusikandenganmanajertertulisdalamrencana
tindakan

92. KOMPONEN–KOMPONEN
PROSES MANAJEMENKARIR
•Action planning:
•Karyawanmenentukanbagaimanacaramerekamencapai
tujuankarirjangkapendekdanpanjang

93. SELF ASSESSMEN(PENILAIANDIRI)
•LANGKAHPERTAMADALAMEKSPLORASIKARIERADALAH
MEMPELAJARILEBIHBANYAKTENTANGDIRISENDIRI.
•HAL INITERMASUKMENJELAJAHI:
•KEPRIBADIAN
•MINAT
•KETERAMPILAN
93

94. KEPRIBADIAN
•KEPRIBADIANADALAHSIAPADANAPAYANG MEMBUATSESEORANG
BERBEDADARIORANG LAIN.
•DALAMHALEKSPLORASIKARIER, PENTINGUNTUKMENCARIKARIER
YANG SESUAIDENGANKEPRIBADIAN, MISALNYA, ORANG-ORANG
ARTISTIKLEBIHMUNGKINSUKSESDANPUASJIKAMEREKAMEMILIH
BEKERJADI LINGKUNGANARTISTIKBERSAMAORANG-ORANG
ARTISTIKLAINNYA.
•SALAH SATULANGKAHDALAMPENILAIANDIRIADALAH
MEMPELAJARILEBIHLANJUTTENTANGKEPRIBADIAN.
94

95. 6 DASARAREA MINAT
DALAMKEPRIBADIAN, KEBANYAKANORANG ADALAH
SALAH SATUDARIENAMTIPEINI, YAITU:
•REALISTIS
•PENYELIDIKAN
•ARTISTIK
•SOSIAL
•ENTERPRENER
•KONVENSIONAL
95

96. AREA MINAT
REALISTIS:
•TERAMPILBEKERJADENGANPERALATAN, MESIN, ELEKTRONIK,
ATAUTUMBUHANDANHEWAN.
•MENGHARGAIHAL-HALYANG DAPATANDALIHAT, SENTUH,
DANGUNAKAN.
•MELIHATDIRISEBAGAISESUATUYANG PRAKTIS, MEKANIS,
DANREALISTIS.
©2002 Learning Zone Express 96

97. AREA MINAT
PENYELIDIKAN:
•SUKAMEMECAHKANMASALAH.
•UMUMNYAMENGHINDARIMENGINSTRUKSIKANATAU
MEMBUJUKORANG.
•PANDAIDALAMMASALAHMATEMATIKADANSAINS.
•MELIHATDIRISEBAGAISESUATUYANG ILMIAHDANINTELEKTUAL.
97

98. AREA MINAT
ARTISTIK:
•SUKAMENGEKSPRESIKANDIRISECARAKREATIFMELALUISENI.
•UMUMNYAMENGHINDARIAKTIVITASYANG SANGAT
TERSTRUKTURATAUBERULANG.
•MEMILIKIKEMAMPUANSENIYANG BAIK.
•MELIHATDIRISEBAGAIORANG YANG EKSPRESIF, MANDIRI,
DANORISINAL.
98

99. AREA MINAT
SOSIAL:
•SUKAMEMBANTUORANG.
•BAIKDALAMMENGAJAR, KONSELING, ATAUKEPERAWATAN.
•NILAIMEMBANTUORANG DANMEMECAHKANMASALAHSOSIAL.
•MELIHATDIRISEBAGAIORANG YANG SUKAMEMBANTU, RAMAH,
DANSETIA.
©2002 Learning Zone Express 99

100. AREA MINAT
ENTERPRENER:
•MEMILIKIKETERAMPILANKEPEMIMPINAN.
•SENANGMEMIMPINDANMEMBUJUKORANG.
•MENGHARGAIKESUKSESANDALAMPOLITIKDAN
KEPEMIMPINAN.
•MELIHATDIRISENDIRISEBAGAIORANG YANG MUDAH
BERGAULDANAMBISIUS.
100

101. AREA MINAT
KONVENSIONAL:
•SUKABEKERJADENGANANGKAATAUCATATAN.
•MENGHINDARIAKTIVITASYANG TIDAKTERSTRUKTUR.
•MENGHARGAIKESUKSESANDALAMBISNIS.
•MELIHATDIRISENDIRISEBAGAIORANG YANG TERORGANISIR
DANDAPATDIANDALKAN.
101

102. 10. FAKTOR–FAKTOR
SISTEMMANAJEMENKARIRYANG EFEKTIF
1.Sistemdiposisikansebagairesponterhadapkebutuhanbisnisatau
dukunganstrategibisnis
2.Karyawandanmanajerberpatisipasidi dalampengembangansistem
3.Karyawandidoronguntukmengambilperandi dalammanajemen
karir
4.Evaluasiberlangsungdandipergunakanuntukmemperbaikisistem
5.Unit –unit bisnisdapatmenyesuaikansistemsesuaidengankebutuhan
mereka

103. FAKTOR–FAKTOR
SISTEMMANAJEMENKARIRYANG EFEKTIF
6.Karyawanmembutuhkanaksesterhadapsumberinformasi
7.Manajemensenior perlumendukungsistemkarir
8.ManajemenkarirberhubungandenganpraktekmanajemenHR
sepertipelatihan, sistemrekrutmen, manajemenkinerja
9.Sistemmenciptakantalent pool yang luasdanbervariasi
10.Informasiberkaitandenganrencanakarirdantalentaberkaitan
dengansemuamanajer

104. 11. WEBSITE UNSUR–UNSURMANAJEMENKARIR

105. 12. TANGGUNGJAWABBERSAMAPERAN–
PERANDALAMMANAJEMENKARIR

106. 13. PERANMANAJERDALAMMANAJEMENKARIR

107. 14. PERANKARYAWANDALAM
MANAJEMENKARIR
•Mengambilinisiatifuntukbertanyakepadamanajerdanrekan
kerjatentangkekuatandankelemahandalamketerampilankerja
•Identifikasitahapanperkembangankarirdankebutuhan
pengembangan
•Mencaritantangandenganmemperolehkejelasantentang
rentangpeluangpembelajaran
•Berinteraksidengankaryawanbaikyang berkaitandengan
pekerjaanyang berbedadi dalammaupundi luarperusahaan
•Menciptakanvisibilitasmelaluikinerjayang baik

108. 15. PERANMANAJERHR DALAM
MANAJEMENKARIR
•Menyediakaninformasitentangnasehattentangpelatihandan
peluangpengembangan
•Menyediakanpelayanankhusussepertipenelahaanuntuk
menetapkannilai–nilai, minatdanketerampilankaryawan
•Menolongkaryawandalammenelitipekerjaan
•Menawarkankonselingdanpermasalahanyang berkaitan
dengankarir

109. 16. PERANPERUSAHAAN DALAM
MANAJEMENKARIR
•Perusahaan bertanggungjawabdalammenyediakansumber
dayayang dibutuhkankaryawanagar berhasildalam
mengelolakarirmelalui:
•Workshop karir
•Informasitentangkarirdanpeluangpekerjaan
•Bukupedomanperencanaankarir
•Konselingkarir
•Jalurkarir

110. 17. EVALUASISISTEMMANAJEMENKARIR
•Sistemmanajemenkarirperludievaluasiuntukmemastikan
kesesuaiankebutuhankaryawandanbisnisperusahaan
•Duatipehasilyang dapatdipergunakanuntukmengevaluasi, yaitu:
•Reaksipelanggan(karyawandanmanajer) yang menggunakan
sistemmanajemenkarir
•Hasil–hasildarisimanajemenkarir
•Evaluasisistemmanajemenkarirharusdilakukanberdasarkan
kebutuhannya

111. StudiKasus

112. 112
Creating Modern
Career Management
Programmes for IO’s
Best Practices from the private sector and
a case study from UNDP

113. 113
Acknowledgements
Promoting a Self-Drivenand
ContinuousLearning Culture @UNDP

114. 114
Career Management is
NOT
supporting people create
job applications and
prepare for interviews

115. 115
Agenda
-What is career management and what is NOT?
-New world of work and how it impacts IO’s
-Growth-based careers
-Career Partnerships (Gartner / CEB)
-BersinMaturity Model and how it aligns with CM
-The Business Case for CM:
-Alignment between CM and capability development
-Best practice examples
-Q&A

116. 116
Changes in the Workplace

117. 117
Changes in the Workplace

118. 118
Looming shortage of skilled
knowledge workers
Link conscious workplace strategies with
social technologies and work policies.
Need for more flexibility to attract and
retain their best talent
Organizations as complex network of stakeholders
distributed around the world
Societal and regulatory drivers will pressure
organizations to improve their sustainability
work practices
Five Trends Changing Work and
the Workplace

119. LEARNING APPROACHES AND
THEIR IMPACT ON CAREER MANAGEMENT
119
X

120. WHAT IS A GROWTH-BASED CAREER?
120

121. WHAT IS A GROWTH-BASED CAREER?
121

122. BUILDING EFFECTIVE CAREER PARTNERSHIPS
122ManagerEmployee

123. BUILDING EFFECTIVE CAREER PARTNERSHIPS
123

124. A GROWTH-BASED CAREER MODEL
124

125. CONTINUOUS LEARNING AND
GROWTH-BASED CAREERS?
125

126. BERSIN MATURITY MODEL AND
CAREER MANAGEMENT
126

127. WHY IS IT IMPORTANT TO ME AND
TO MY ORGANIZATION?
127
•Growth and
enhanced
employability
•Motivation
•Job
Satisfaction
•Sense of
Autonomy
Capability
Building
Employee
Engagement
Careers
Designed
around
experiences
Work-Life
Balance

128. WHAT’S THE ORGANIZATION’S ROLE?
128
Build Accountability
among supervisors
Increase CM
capabilities via tools
Offer state-of-the-
art Technology
Provide dynamic
environment of
continuouuslearning
opportunities

129. 129
•Ability to bolster employee engagement, increase satisfaction and optimize
performance, which should have a direct impact in the organization’s objectives;
•Increase in capability and upskilling of existing staff and allow organization to
leverage in-house strengths;
•Prepare staff to become more competitive for internal opportunities, other
multilateral organizations, or even the marketplace in general
•Enhance your organization’s Employer Value Proposition as it becomes a workplace
offering a higher-impact career journey for those already employed and those
considering us as part of their career journey
•
Value Proposition

130. 130
Translating
Value
Proposition
into
Priorities

131. Priorities
Creating a
Culture of
Growth-Based
Career
Management
Support to
Gender Parity
Strategy
Support to
Departments
Support to
National and
local Staff

132. 132
Sample Initiatives that could support priorities
Creating a Culture of Growth-
Based
Careers
•Career Management Framework
•Virtual Career Labs
•Career ManagementPortal
•Continuous Learning
•…
Support to Gender Parity
•Career Management Programmesfor
Women
•Special VCL Themes
•Speed Mentoring
Support to local and national staff
1.Multi-themed Toolkits to facilitate
Career Conversations between employees
and managers
1.Creation of a High-Potential Programmeand
Opportunities for development assignments
for national staff
Support to Departments
•Career Management Services offered to
CO’s undergoing restructure
•Training of key stakeholderssin Career
Coaching Techniques to provide support
virtually or on the field

133. 133

134. UNDP #CAREEREXPERIENCE PITCH-OFF
18K
NO. EMPLOYEES
Our company
AID
INDUSTRY
GLOBAL
REGION
ABOUT US
UNDPworks in nearly 170 countries and territories, helping to
eradicate poverty, reduce inequalities and build resilience so countries
can sustain progress. As the UN’s development agency, UNDP plays a
critical role in helping countries achieve the Sustainable Development
Goals.
UNDP is an agile and nimble organization operating closer to the
field.UNDP’s new structure reflects more employees working in
country offices and regional hubs to strengthen our support on the
‘ground’. As the convenorand integrator in the UN System, UNDP’s role
in the field is pivotal to other organizations as well.
For two consecutive years, the Aid Transparency Index has recognized
us as the most transparent development agency in the world.

135. UNDP #CAREEREXPERIENCE PITCH-OFF
Challenge
Career experience discrepancies across
personnel, especially women and
millenniums
Differing career/development
opportunities based on types of contract
Culture and expectations need to refresh
with changes in UN System and workforce.
Focused on career ladders not
experiences.
Global Staff Survey 2016 Insights

136. UNDP #CAREEREXPERIENCE PITCH-OFF
Solution
Promotion of a
self-driven and
continuous
learning culture
Low cost, high
hmpactand
wide-reaching
Exposure to
private sector,
non-profit,
academia & gov.
practices and
insights
Align career
management with
capability
development
Before and after
session-
assignments, and
live interaction
Promote Culture Change

137. UNDP #CAREEREXPERIENCE PITCH-OFF
Solution
Promote Culture Change
ALWAYS-ON
&
ALWAYS
AVAILABLE

138. UNDP #CAREEREXPERIENCE PITCH-OFF
Communication
Talent Development
Manager Network (>150
champions)

139. Job Crafting: Growing within Your
Current Job
Preparing for Video Interviews
Preparingfor a Competency-Based
Interview
Having Career Conversation
with your Supervisees
Making the Most of Your
LinkedIn Profile
Having Career Conversations
with Your Supervisors
CareerStories: From National Officer
to International Positions
Personal Branding and Career
Management
Preparinga Job Application
Careers of the Future
Virtual Career Lab Topics

140. Slide Samples

141. Populations Reached

142. Trends and Insights
External RelationsManagement Programmes Africa Asia Pacific Arab States Europe Latin American and
Caribbean
UN Volunteers

143. UNDP #CAREEREXPERIENCE PITCH-OFF
Results
In just 5 months, VCL reached
2k+ personnel including live
sessions and recordings
??????

144. UNDP #CAREEREXPERIENCE PITCH-OFF
Results
51%
32%
17%
Female
Male
Prefer not
to disclose
PercentagesInsights
~70%
Report they have changed behaviors after attending VCL
Session(s)
~80%
Report VCL acted as motivator to further learning as part of
career management
>50%
Report main career management goal is to “grow professionally
within their own role or lateral move
>66%
Participated in VCL for FIRST TIME
>50%
From Country Officers and not HQ or Regional Hubs
>90%
Plan to attend a session again
>88%
Report VCL content was relevant to Career Management goals

145. UNDP #CAREEREXPERIENCE PITCH-OFF
Results
“Hugely useful and of
great interest…”

146. UNDP #CAREEREXPERIENCE PITCH-OFF
Results
“Changed my way of
thinking in mentoring career
growth…”

147. UNDP #CAREEREXPERIENCE PITCH-OFF
Results
“I have learnt that one has to
constantly develop themselves in
order to remain relevant.”

148. UNDP #CAREEREXPERIENCE PITCH-OFF
What we learnt
›Results help us gauge the ‘learning
temperature’ for career management across
multiple audiences in our talent ecosystem
›Balance between preparing employees in
current role for future role

149. UNDP #CAREEREXPERIENCE PITCH-OFF
What’s next for us?
Career Management Academy
for Women
Increase in
participation in C D
E
Duty Stations
Continue process to support
move from Level 2 to Level 4
Live facilitation of on-site
trainers across the globe

150. en Español
Always on and always available resources
Em Portugues

151. 151
UNDP’SVIRTUAL
CAREER
MANAGEMENT
WORKSHOP*
WEDNESDAY, APRIL 4
TH
2018
2PM-5:30PM (NYC)
*Employees can access the latest
Learning@UNDP Newsletter
to Register

152. 152
DESIGNING MODERN EFFECTIVE CAREER
MANAGEMENT WORKSHOPS
AGENDA
•Quick Personality Assessment
•Changes in the workplace and its relevance to a
Growth-Based Career
•Review at-home self-assessment results:
•how are “locus of control” and “resilience”
associated to your career management strategy?
•Exercise 1:Looking back
•What are the themes in your professional career?
•Exercise 2:Looking to the future
•What’s your desired job 5-7 years from now (private
exercise)
•Exercise 3:Looking at the present
•Creating SMART goals for career growth in 2018
•Discussion
•Dealing with change and career management
while at UNDP
•Final Debrief
PREP MATERIALS
•What Are Your Values? Deciding What’s Most Important in
Life
•Think Strategically about Career Development (5 min) –
HBR
•Are you Prepared for the Careers of the Future (<5min) –
Bersinby Deloitte
•Career Path is Dead. Long Live Careers (<7 min) –
CEB/Garner
•Building Effective Career Partnerships –(4 min)
CEB/Garner
•Infographic –The New Path Forward –Growth-Based
Careers (2 min) –CEB/Garner
RESOURCES

153. CAREER MANAGEMENT PROGRAMMES

154. Career Management ProgrammeSample
Self-Assessment tools on Career Management Behaviors
Access Harvard ManageMentoron Career Management
Follow up via webinars targeted at development areas
Career coaching experience in groups
Eligibility to compete for in person and virtual detail assignments

155. Replicability and Scalability Ideas
200 women at all
levels exposed to
a growth-based
career model and
continuous
learning
Scalability and
Replicability test
for other potential
low-cost, high-
impact and wide-
reaching initiatives
Promotion of
organization in
gender-parity
support with
initiatives with
high scalability
Potential pools for
virtual
assignments, detail
assignments and
leadership
programmes
Promote UNDP as
employer of choice
with high-impact
initiative. Ability to
create a mini-case
study and strengthen
our business case
for future initiatives
Potential increase
in engagement
and levels of
satisfaction with
career
management as
measured by
engagement
surveys

156. 156
Aligning Career Management with
Capability Enhancement
Self-assessment
on career
management
behaviors
Online training on
Project
Management by
Coursera (4
weeks) and a
Harvard Manager
Module of Choice
Mentoring and
feedback on
micro-project
Project
implementation
with guidance from
internal and
external mentors
Finalassessment to
evaluate change in
career
management
behaviors
Best project award
for participant and
mentor
Micro-Project of relevance to career goals and CO’s needs
4 months

157. 157
VIRTUAL DEVELOPMENT
ASSIGNMENT PROGRAMME
Participants engage in a specific or multiple
projects within HR and other pillars to support the
design, preparation, implementation and
evaluation of tools, resources, and material. The
purpose is to support a Continuous Learning
culture and growth-based careers at the
Organization.
Duration Grade Process
8 weeks –2-4 hours
per week
Open to staffat any
grade
Eligibility, Application
and Supervisor
Approvals

158. 158
TALENT EXCHANGE PROGRAMME
Dept1
Dept2
For a limited period of time, a staff
member can exchange positions with a
staff member from another
department to enhance knowledge
sharing and capacity building across
multiple disciplines in the organization.
Duration Grades Process
4-12 weeks G6-P5 Eligibility, Application
and Supervisor
Approvals