The document discusses career development, providing definitions and outlining the key components. It defines career development as "the process by which employees’ progress through a series of stage, each characterized by a different set of development tasks, activities and relationship." It notes that career development is important for both employees and organizations. The objectives, methods, and responsibilities of career development are described, including on-the-job training, relationships and feedback, classroom training, and off-the-job learning. The stages of the career development process are outlined as evaluation, direction, goal setting, and action planning.
2. Career
Progress or general course of action of a person in some profession.
Specific jobs that a person performs, the kinds of responsibilities
and activities that comprise those jobs, movements and transitions
between jobs.
3. Career Development
Definition
“It is the process by which employees’ progress through a series of
stage, each characterized by a different set of development tasks,
activities and relationship.”
“Career Development is an ongoing formalized effort by an
organization that focuses on developing and enriching the
organization’s human resources in light of both the employee’s and the
organization’s need.”
4. Why Career Development is important?
Company’s perspective, the failure to motivate employees to please
their career can result in a shortage of employees to fill open positions,
lower employee commitment, and inappropriate use of money allocate
for training and development program. When the company assists
employees in developing career plan it seem that employees are less to
quit. Developing career can improve morale of the employee boost
productivities and help the organization become more efficient.
5. Objectives Of Career Development
To meet the immediate and future human resource needs of the organization on
timely basis
To better inform the organization and the individual about potential career path
within the organization.
To utilize existing human resource programs to the fullest by integrating the
activities that select, assign, develop, and manage individual careers with the
organization’s plan.
6. Methods & Resources for Career
Development
ON-THE-JOB EXPERIENCE
RELATONSHIPS AND FEEDBACK
CLASSROOM TRAINING
OFF-THE-JOB LEARNING
7. ON-THE-JOB EXPERIENCE
Committees
Committees are part of everyday activity in any organization. They can also
be effective learning tools, with the right focus. Committees made up of staff
from different areas of your organization will enhance learning by allowing
members to see issues from different perspectives. Set aside part of the
committee's work time to discuss issues or trends that may have impact on the
organization in the future.
Conferences, Forums
Employees can attend conferences that focus on topics of relevance to their
position and the organization. Upon their return, have the employee make a
presentation to other staff as a way of enhancing the individual's learning
experience and as a way of enhancing the organization. (Some conferences
and forums may be considered off-the-job learning.
8. Critical Incident Notes
Day-to-day activities are always a source of learning opportunities. Select the best of these
opportunities and write up critical incident notes for staff to learn from. Maybe a client
complaint was handled effectively. Write a brief summary of the incident and identify the
employee's actions that led to a successful resolution. Share the notes with the employee
involved and with others as appropriate. If the situation was not handled well, again write a
brief description of the situation identifying areas for improvement. Discuss the critical
incident notes with the employee and identify the areas for the employee to improve upon and
how you will assist the employee in doing this.
Field Trips
If your organization has staff at more than one site, provide employees with an opportunity to
visit the other sites. This helps your employees gain a better understanding of the full range of
programs and clients that your organization serves. Field trips to other organizations serving a
similar clientele or with similar positions can also provide a valuable learning experience. Give
staff going on field trips a list of questions to answer or a list of things to look for. Follow up
the field trip by having staff explain what they have learned and how they can apply that
learning to your organization. (Field trips can also be an off-the-job activity.)
Job Aids
Tools can be given to employees to help them perform their jobs better. These tools include:
manuals, checklists, phone lists, procedural guidelines, decision guidelines and so forth. Job
aids are very useful for new employees, employees taking on new responsibilities and for
activities that happen infrequently.
9. Job Expanding
Once an employee has mastered the requirements of his or her job and is performing satisfactorily,
he or she may want greater challenges. Consider assigning new additional duties to the employee.
Which duties to assign should be decided by the employee and his or her manager? Organizations
with flat organizational structure are starting to give some managerial tasks to experienced staff as a
way of keeping those staff challenged.
Job Shadowing
If an employee wants to learn what someone else in your organization does, the employee can follow
that person and observe him or her at work. Usually the person doing the shadowing does not help
with the work that is being done.
Learning Alerts
Newspaper articles, government announcements and reports can be used as learning alerts. Prepare
a brief covering page, which could include a short summary and one or two key questions for your
employees to consider. Then, circulate the item. Include the item on the agenda of your next staff
meeting for a brief discussion.
On-Boarding
Broader than Orientation listed above. On Boarding includes orienting new staff to place, people
and plans. May include a preceptor or buddy system, series of meet and greets with key individuals,
job shadowing, etc.
Peer-Assisted Learning
Two employees agree to help each other learn different tasks. Both employees should have an area
of expertise that the co-worker can benefit from. The employees take turns helping their co-worker
master the knowledge or skill that they have to share.
10. Orientation
Introducing a new employee to the organization, its mission, its activities and programs,
its clients and key staff are all part of orienting the new employee to the workplace. An
orientation session is often the basis for an employee handbook. The handbook serves as a
ready reference to the material covered during the orientation session. The orientation of
new employees can provide a great refresher or learning opportunity for their colleagues,
who can be asked to present information or guide the newcomer.
“Stretch” Assignments
These assignments give the employee an opportunity to stretch past his or her current
abilities. For example, a stretch assignment could require an employee to chair a meeting
(if the person has never done this before). To ensure that chairing the meeting is a good
learning experience, the manager should take time after the meeting to discuss with the
employee what went well and what could have been improved.
Special Projects
Give an employee an opportunity to work on a project that is normally outside his or her
job duties. For example, someone who has expressed an interest in events planning could
be given the opportunity to work as part of a special events team.
11. Relationships and Feedback
Coaching
Coaching refers to a pre-arranged agreement between an experienced manager and his or her
employee. The role of the coach is to demonstrate skills and to give the employee guidance,
feedback, and reassurance while he or she practices the new skill. Mentoring Mentoring is
similar to coaching.
Mentoring
occurs when a senior, experienced manager provides guidance and advice to a junior
employee. The two people involved have usually developed a working relationship based on
shared interest and values.
Networking
Some professional specialties have informal networks designed to meet the professional
development need of the members. Members meet to discuss current issues and to share
information and resources.
Performance Evaluations
Performance evaluations are partly evaluation and partly developmental. In traditional
performance evaluations, the manager and employee evaluate the employee's strengths and
weaknesses. The results of an evaluation can be used to identify areas of further development
for the employee.
12. Classroom Training
Courses, Seminars, Workshops
These are formal training opportunities that can be offered to
employees either internally or externally. A trainer, facilitator and/or
subject matter expert can be brought into your organization to provide
the training session or an employee can be sent to one of these learning
opportunities during work time.
13. Off-The-Job Learning
Courses Offered by College/Universities
Employees can take advantage of the Employee Tuition Program. Employees may attend these
classes on their own time or your organization may give them time off with pay to attend.
Professional Associations
Professional associations provide employees an opportunity to stay current in their chosen
field.
Reading Groups
(Also called Learning Circles or Reading Circles) A group of staff meets to discuss books or
articles relevant to the workplace/organization. Meetings usually take place outside normal
working hours, such as lunch time or right after work.
Off-The-Job Learning
Self Study Self-paced independent reading, e-learning courses, and volunteer work all provide
learning opportunities. The employee engages in the learning activity by choice and at his or
her desired pace of learning
14. Career Development Responsibilities
Organization’s Responsibilities
is instigation and ensuring that career development takes places.
Especially, organization’s responsibilities are to develop and
communicate career options with organization and
employee. Organization should promote the conditions and create the
environment that will facilitate the development of individual career
plans by the employees.
Actually, organization provides information about mission, policies
and help employee prepare their career development plan and career
path.
15. Career Development Responsibilities
Employee’s responsibilities
Only the individual knows what she or he really want out of a clever,
and certainly these desired vary appreciable from person to person.
While the individual is ultimately responsible for preparing his or her
individual career plan, experience has shown that when people do
not receive some encouragement and direction they make little
progress. Employee’s responsibilities also psychological contract is the
expectations that employees and employers have about each other.
16. Career Development Responsibilities
Manager’s Responsibilities:
The manager should serve as a catalyst and sounding board.
The manager should show as employee how to go
about the process and then help the employee evaluate the conclusion.
The immediate manager provides the guidance and encouragement.
Also manager typically evaluate employee’s readiness for job mobility.
More over managers are often the primary source of information about
position openings, training course and other development
opportunities. Mangers need to be effective in four roles, coach,
appraiser, adviser and referral agent
17. Career Development Process
Career development is an individual and Organizational needs and
opportunities can be matched in a variety of ways.
Career Development is the process through which employees:
o Become aware of interest, values, strengths and weakness.
o Obtain information about job opportunities within the company.
o Identify career goals.
o Establish action plans to achieve career goals
19. Evaluation Process
The evaluation phase involves activities like self assessment and assessment by the
organization. The objective of having evaluation is to identify the employee’s
strengths and weaknesses.
o Self Assessment
Self Assessment helps employees determine their career interest, values, aptitudes
and behavioral tendencies. In order to do self assessment employees often use of
psychological tests and the Self Directed search. A variety of self assessment
materials are available over the internet and other commercial outlets. Tests may
also help employees identify the relative value they place on work and leisure
activities. Career counselors are often used to assist employees in the self
assessment process and interpret the results of psychological tests.
o Assessment by the Organization
Organizations have several potential source of information that can be used for
assessing employees. The most frequently used source has been the performance
appraisal process. The assessment center discussed in this chapter can also be an
excellent source of information. Other potential sources include personnel
reflecting information such as education and previous work experience.
20. Direction Phase
The direction phase involves determining the career desired by the employee and the
steps that should be taken in order to realize his career objectives are:
o Reality check
Reality check employees receive information about how the company evaluates
their skills and knowledge and where they fit into the company’s plans. Usually,
this information is provides by the employee’s manager as parts of the
performance appraisal process.
o Career Counseling
Career counseling is the activity that integrates the different steps in the career
development process. Career counseling may be performed by an employee’s
immediate manager, a human resource specialist, or a combination of the two.
The most cases, it
is preferable to have the immediate manager conduct counseling with appropriate
input from human resource personnel. Generally, managers who are skilled in
basic human relations are successful as career counselors.
21. Goal Setting
Goal setting employees determine their short and long term career goals
during this phase of the career planning process. These goals are usually
discussed with the manager and written into a development plan.
Goal setting before individuals can engage in meaningful career planning,
they must also have an awareness of the organization’s philosophy, but they
must also have a clear understanding of the organization’s more immediate
goals. Otherwise, they may plan
for personal change and growth without knowing if or how their own goals m
atch those of the organization.
22. Action Planning
Actions planning during this phase, employees determine how they will
achieve their short and long term career goals. Action plans may involve
enrolling in training courses and seminars, conducting informational
interviews, or applying for job openings within the company. The manager
than identifies the development needs of each team member. Next, the team
members complete a series of exercise that help them with self assessment,
goal setting, and development planning. Training and development manager
ensure that a realistic training plan is created.
o Mentoring
A mentoring relationship has been defined as the relationship between an
experienced employee and a junior employee, in which the experienced
person helps the junior person with effective socialization by sharing
information gained through experience with the organization. This kind of
relationship is expected to contribute to the junior employee’s instruction,
job performance, and retention.
23. o Job rotation
Job rotation gives employees a series of job assignments in various
functional areas of the company or movement among jobs in a single
functional area or department.
Characteristics of effective job rotation:
1. Job rotation is used to develop skills as well as give employees
experience needed for managerial positions.
2. Employees understand specific skills that will be developed by
rotation.
3. Job rotation is used for all levels and types of employees.
4. Job rotation is linked with be career management process so employees
know the development needs addressed by each job assignment.
5. Benefits of rotation are maximized and costs are minimized through
managing timing of rotation to reduce work load costs and helping
employees understand job rotation's role in their development plans.
6. All employees have equal opportunities for job rotation assignment
regardless of their demographic group
24. o Transfer
is the placement of an employee in another job for which the duties,
responsibilities, status and remuneration are approximately equal to those of
the previous job
o Promotion
is a change of assignment to a job to a higher level in the organization.
Promotions enable an organization to utilize the skills and abilities of its
personal more effectively, and the opportunity to gain promotion servers as an
incentive for good performance. The two principal criteria for determining
promotion are merit and seniority.
Many organizations now provide outplacement servers to help terminate
employees to find a job somewhere else.
There services can be used to enhance productive employee’s career, as well
as to terminate an employee who is unproductive. If an organization cannot
meet its career development responsibilities to in productive workers, HR
policy should provide assistance to them in finding most suitable career
opportunities elsewhere.
25. o Coaching
Coaching is a peer or manger who works with an employee to motivate him
develops skill, and provides reinforcement and feedback. There are three roles
that a coach can play:
1. Part of coaching maybe one-on-one with an employee (such as giving
feedback).
2. Another role is to help employee learn for themselves. This involves helping
them find experts who can assist them with concerns and teaching them how
to obtain feedback from others.
3. Coaching may involve providing resources such as mentors, course,
or job experiences that the employee may not be able to gain access to without
the coach’s help.
o Workshops
Workshops offer experiences similar to those provide by workbooks. However,
theyhave the advantage of provide a chance to compare and discuss attitudes,
concerns, and planswith others in similar situations. Some workshops focus on
current job performance and performance and development plans. Others deal
with broader life and career plans values
26. o Seminars and Lectures
For top management seminars and lectures are very important
because it’s involve assembling a group of trainees and a group
leader, although seminar groups tend to be smaller than lecture
audiences. In seminars, the group’s leader generally focuses on
coordinating and motivating discussion among the group members.
