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
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
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
