Career planning & development

study

1. CAREER PLANNING
AND DEVELOPMENT

2. Career Planning and
Development Definitions
•Career - General course that a person
chooses to pursue throughout his or her
working life
•Career planning - Ongoing process
whereby an individual sets career goals
and identifies the means to achieve them
•Organizational career planning - Firm
identifies paths and activities for
individual employees as they develop

3. Career Planning and Development
Definitions (Continued)
•Career path - Flexible line of
movement through which an
employee may move during
employment with a company
•Career development - Formal
approach used by the organization to
help people acquire the skills and
experiences needed to perform
current and future jobs

4. Job Security Versus
Career Security
•Job security - Protection against
job loss within company
•Career security - Development of
marketable skills and expertise
that helps ensure employment
within a range of careers

5. Job Security Versus Career
Security (Continued)
•Job security implies security in one
job, often with one company
•Career security results from ability
to perform within career
designation even when working for
more than one organization

6. Factors Affecting Career
Planning
•Career impacted
life stages
•Career anchors

7. Career-Impacted Life
Stages
•Growth
•Exploration
•Establishment
•Maintenance
•Decline

8. Career Anchors
•Managerial competence
•Technical/functional competence
•Security
•Creativity
•Autonomy and independence
•Technological competence

9. Career Planning
•Individual career planning
and self-assessment
•Career assessment on the
Web
•Organizational career
planning
•Career planning objectives

10. Individual Career Planning
Self-Assessment
•Learning about oneself
•Strength/weakness
balance sheet
•Likes and dislikes
survey

11. Strength/Weakness
Balance Sheet
•A self-evaluation procedure,
developed by Benjamin Franklin,
that assists people in becoming
aware of their strengths and
weaknesses
•List your strengths and weaknesses
as you perceive them
•Draw a line down the middle of a
sheet of paper

12. Strength/Weakness Balance Sheet
(Continued)
•Label left side Strengths and the
right side Weaknesses
•Typically, a person’s weaknesses
will outnumber strengths in the
first few iterations
•Ultimately some weaknesses will
be recognized as strengths

13. Likes and Dislikes Survey
•Assists individuals in recognizing
restrictions they place on
themselves
•All factors that could affect an
individual’s work performance
are listed

14. Career Assessment on the Web
•Numerous tests and assessment sites
available on Web
•Information on Web about organizations
that best suit each individual

15. Organizational Career
Planning
•Begins with
placement into
entry-level job at
orientation
•Ongoing process
•Must closely parallel
individual career
planning

16. Career Planning Objectives
•Effective development of available talent
•Self-appraisal opportunities for employees
•Career paths developed cutting across
divisions and geographic locations
•Demonstrates commitment to EEO and
affirmative action

17. Career Planning Objectives
(Continued)
•Satisfies employees’ specific
development needs
•Improves performance
•Increases employee loyalty and
motivation
•Determines training and development
needs

18. Career Paths
•Traditional career path
•Factors leading to decline of traditional
career path
•Network career path
•Lateral skill path
•Dual career path
•Adding value to your career
•Demotion

19. Traditional Career Path
•Employee
progresses
vertically upward in
organization
•Straightforward
•Becoming
somewhat rare

20. Factors Leading to Decline of
Traditional Career Path
•Massive reduction in management ranks
due to mergers, downsizing, stagnation,
growth cycles, and reengineering
•Extinction of paternalism and job security
•Erosion of employee loyalty
•Environment where new skills must be
learned constantly

21. Network Career Path
•Both vertical job
sequence and horizontal
opportunities
•Recognize experience
interchangeable at
certain levels and broad
experience at one level
needed before promotion
to next level

22. Network Career Path (Continued)
•Vertical and horizontal options
lessen probability of blockage in
one job
•More difficult to explain to
employees

23. Lateral Skill Path
•Lateral moves within company
•Employee becomes revitalized
and finds new challenges
•No pay or promotion involved
•Opportunity to develop new
skills
•Employee rewarded by
increased job challenge

24. Dual Career Path
•Technical specialists
contribute expertise
without becoming
managers
•Increasingly popular
•Used in higher
education

25. Adding Value to Your Career
•Workers view themselves as
independent contractors who must
constantly improve their skills
•Workers are managing own careers
•Only tie that binds worker and
company is commitment to mutual
success and growth

26. Demotion
•A more realistic option today
•Some workers have no
desire to change as
technology changes
•Might open up clogged
promotional path
•Senior employee can escape
unwanted stress without
being a failure

27. Career Development
•Formal organizational approach to ensure
that people with proper qualifications and
experiences are available when needed
•Benefits organization and employee
•Includes exposure to activities that
prepare person for satisfying needs of the
firm now and in the future

28. Career Planning and
Development Methods
•Discussion with
knowledgeable individuals
•Company material
•Performance appraisal
system
•Workshops
•Personal development plans
•Software packages
•Career planning websites

29. Using Internet for Career Planning
and Development at Texas
Instruments
•Site introduces graduating college
students to career planning process
•Engineer Your Career
•Career Mapper
•Resume Builder
•Fit Check
•Ask the Cyber Recruiter

30. Developing Unique Segments
of the Workforce
•Developing Generation X employees
•Developing the new factory workers
•Generation Y -- As Future Employees
•Generation I -- As Future Employees

31. Developing Generation X Employees
•Label for 40 million
American workers born
between 1965-1976
•Widely misunderstood
phenomena facing HR
professionals today
•Xers careers not founded
on relationship with any
one employer

32. Developing Generation X Employees
(Continued)
•Think of themselves as free agents in
mobile workforce
•Expect to build career security, not job
security
•Organization must provide opportunities
for them to learn new skills, processes
and technologies

33. Developing the New
Factory Worker
•Life on factory line requires more brains
than brawn
•Workers are going back to school
•Company loyalty + strong back + showing
up on time  no longer guarantees decent
paycheck or job security
•More companies recognize they must
develop employees

34. Generation Y -- As Future Employees
•Children of baby boomers;
born between 1979-1994
•Leading edge of generation
that will be richest,
smartest and with the
most savvy
•Largest group since the 72
million baby boomers

35. Generation I -- As Future
Employees
•Bill Gates, chairman of Microsoft
Corporation, referred to children born after
1994 as Generation I
•First generation to grow up with Internet
•Internet will change Generation I’s world
as much as television transformed world
after World War II