“Career Development”

Submitted To:

Dr.Shukat Malik

Submitted By:

Fakhra Sajid (MBE-10-19)

Farah Manzoor (MBE-10-27)
Eram Zahid (MBE-10-56)
 Contents

1) Abstract………………………………………..3
2) Acknowledgements…………………………...4
3) Introduction of career development……….5
4) Career development in banking sector…...8.
5) Theme of articles……………………………..10
a. Article: 1……………………………………11
b. Article: 2……………………………………13
c. Article: 3……………………………………15
6) Comparison of Allied Bank Limited, MCB Bank
Limited, Bank AlFalah Limited ……………17
7) Conclusions……………………………………24

2
 Abstract

Our respected teacher “Dr.Shukat Malik” has assigned the topic of “Career
Development” in HRM to enhance our knowledge about career development as a
basic function of HR department. In fact the purpose of this report was to make us
aware that how the career is developed in the organization.
Career development is an organized approach used to match employee goals with the
business needs of the agency in support of workforce development initiatives. Career
development is the lifelong process of managing progression in learning and work.
First of all we make the questioner related to the topic and approved it from our
teacher Dr. Shukat Malik. He has also pointed out our deficiencies and guides us
with this regard. Then we visited the banks that are assigned us and we get the data of
this report from the banks related to our topic. Then with the help of this data we are
able to write this report effectively.
We get conclusive points about the assigned topic from the visited organization. Our
report is basically lying on character strategies and we try our best to spell out the
difficulties in best possible manageable way.

3
 Acknowledgement

We are deeply indebted to our respected teacher Dr.Shukat Malik to guide us and
also help us for the formation of this report. Without his kind guidance we are not be
able to do our work in best possible way.
We like to express our gratitude to the MD of Allied Bank Limited Mr.Tahir Mushtaq
Mir who makes us aware about the working of personnel department with respect to
career development within the organization.
We also want to express our thanks to HR.Officer of MCB Mr.Wazeer Ahmad
who try his level best to guide us about career development within the organization.
Without the full-hearted support and cooperation of Mr.Taimoor Arif (Branch
Manager of Bank Alfalah Limited) we cannot be able to get authentic data about the
visited topic the “Career Development”.

4
 Career Development
Introduction:
Career development is an organized approach used to match employee goals with the
business needs of the agency in support of workforce development initiatives. Career
development is the lifelong process of managing progression in learning and work.
The quality of this process significantly determines the nature and quality of
individuals’ lives. The kind of people they become, the sense of purpose they have,
the income at their disposal. It also determines the social and economic contribution
they make to the communities and societies of which they are part.
The purpose of career development is to:

• Enhance each employee's current job performance.

• Enable individuals to take advantage of future job opportunities.
• Fulfil agencies' goals for a dynamic and effective workforce.

Career Development System:

Career development programs are not of recent idea and they were followed even in
the recent past in form or the other.
There are four steps in establishing a career development system.
They are:
(i) needs and defining the present system,
(ii) vision and determining new directions and possibilities,
(iii) action plan and deciding on practical first steps, and
(iv) results and maintaining the change.

Step 1”Needs” This step involves in the conducting a needs assessment as a training
program.

Step 2”Vision” The needs of the career system must be linked with the interventions.
An ideal career development system known as the vision links the needs with the
interventions.

Step 3”Action plan” An action plan should be formulated in order to achieve the
vision. The support of the top management should be obtained in this process.

Step 4”Results” Career development programs should be integrated with the

organization and on-going employee training and management development
programs. The program should be evaluated from time to time in order to revise the
program.

5
Career Development Actions:
1.Job Performance:
Employees must prove that his performance on the job is to the level of standards
established, if he wants career progress.

2. Exposure:
Employee desire for career progress should expose their skills, knowledge,
qualifications, achievements, performance etc. to those who take the decision about
career progress.

3. Resignations:
Employees may resign the present job in the organization, if they find that career
opportunities elsewhere are better than those of the present organization.

4. Change the Job:

Employees who put organizational loyalty above career loyalty may change the job in
the same organization if they find that career opportunities in other jobs in the same
organization are better than those in the present job.

5. Career Guidance:
And counselling provides information, advice and encouragement to switch over to
other career or organization, where career opportunities are better.
Role Of Career Information:
Good-quality career information is essential for good-quality
Career development. It needs to include information on
Education and training opportunities, on occupations and their characteristics, and on
labour market supply and demand.
It also needs to include information on the occupational implications of educational
decisions, and on the learning pathways that lead to particular occupational
destinations. In addition, it needs to include information on how these opportunities
relate to the characteristics and preferences of individuals, so that individuals can
identify opportunities appropriate to them. Information and communication
technologies need to be harnessed creatively in order to improve the quality,
interconnectedness and accessibility of such information.
Importance Of Career Development:
The traditional concept of ‘career’ was progression up an ordered hierarchy within an
organisation or profession. The notion was that people ‘chose’ a career, which then
unfolded in an orderly way. It was an elitist concept: some had a career; only had a
job; some did not even have that.
So careers are now increasingly seen not as being ‘chosen’ but as being constructed,
through the series of choices about learning and work that people make throughout
their lives.

6
Career development in this sense need not be confined to the few: it can, and must, be
made accessible to all.
Career Development And Public Policy
Career development is not only a private good, of value to individuals: it is also a
public good, of value to the country as a whole. This is true in three respects.
First, it is important for effective learning
Second, it is important for an effective labour market.
Third, career development has an important contribution to make to social equity.
Career Management Skills:
Career management skills include the skills of understanding one’s own strengths and
weaknesses, and needs and wants; being able to identify relevant opportunities, and
access information on them; of being able to take career-related decisions; and of
being able to present oneself effectively in order to gain access to courses or jobs.
Career Guidance:
Career guidance, as defined by OECD2, covers services intended to assist individuals,
of any age and at any point throughout their lives, to make educational, training and
occupational choices and to manage their careers. The services Include career
information (in print, ICT-based and other forms), assessment and self-assessment
tools, counselling interviews, career education and career management programmes,
taster programmes, work search programmes, and transition services. They therefore
cover all three of the forms of support outlined above.
Summary:
• Career development matters, both for individuals and for the country as a whole.
• Career development needs to be at the heart of lifelong learning.
• Individuals need help to develop their career management skills. Schools have an
important role to play in this respect.
• High-quality information is essential for effective career development, and needs to
be supplemented by personal support.
•This personal support needs to include access to individual advice and guidance from
qualified practitioners. This can be provided face-to-face or at a distance.
•The policy significance of career guidance is now receiving widespread recognition
at international level.

7
Career Development in Baking Sectors:
Career Search Step #1: Conduct Self-Assessment:

The nature of an investment-banking career makes careful self-assessment very

important. The job search itself can be difficult and frustrating, and competition for
summer and full-time Associate positions is fierce. Before you make the decision to
pursue the industry, you should understand the Associate role, the skills and interests
required, and the lifestyle and work environment. Based on the Career Leader profile,
professionals in investment banking are oriented strongly toward analysis and
enterprise control rather than managing people. They enjoy abstract financial analysis
and the ownership of the ‘deal’ process. Almost all recruiters look for the following
specific qualities:

Skills and Abilities:

• Knowledge of financial services
• Strong quantitative and analytical skills
• Ability to apply advanced oral and written communication skills to create a
positive impression and professional rapport
• Solid sales and marketing skills
• Ability to work independently while functioning as part of a team
• Personal traits:
• A high degree of initiative and motivation
• Attention to detail
• Client focused
• Composure and confidence to juggle conflicting priorities
• Strong analytical and quantitative skills
• Assertive and entrepreneurial nature
• Ability to learn, think, and react quickly
• Keen attention to detail
• Ability to work well in a team environment
• Strong interpersonal skills
• Ability to multi-task
• Ability to communicate clearly and amiably
• Knowledge of industry trends, history, and the major participants
• Strong interest and academic excellence in finance, accounting, and corporate
strategy
• Ability to read, understand, and use financial statements

Career Search Step #2: Investigate Possible Career Opportunities

The general career path for graduates in investment banking is as follows:

• Associate (3-4 years)
• Vice-President (3-4 years)

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 • Associate Director / Director / Senior VP (2-4 years)
• Managing Director / Partner / Senior Managing Director

Career Search Step #3: Research and Target Potential Companies

Investment banks may be loosely classified according to size, function, and focus. On
one end of the spectrum are the full-service firms, the first tier of which is commonly
referred to as the “bulge-bracket” and the second tier of which is commonly referred
to as the “major bracket”. Full-service firms are normally involved in most or all
investment banking and sales & trading activities. Positioned at the other end of the
spectrum, boutique firms specialize in only one or a few industry and functional areas.
The advantages of working at a larger bank include well-developed training programs,
generally better firm-name recognition (although not always), possibility for lateral or
geographical movement, numerous other entry-level Associates with whom to forge
relationships, strong research and support services, and sample networking
opportunities. The disadvantages of larger banks include the difficulty of gaining
distinction in a large associate class, the risk of getting “pigeonholed” in one
functional or industry group, and less exposure to senior bankers and clients.
Advantages:

The advantages of working at a smaller bank include significantly

Greater exposure to senior bankers and clients
• A more unique work experience.
• A broader transactional experience.
• A greater share of the responsibility.
• Occasionally less hours, and
• A less competitive work environment.
Disadvantages:

The disadvantages include:

• Possibly limited training programs.
• The risk of lesser firm-name recognition.
• Less opportunity to work at a regional office.
• Weaker support services.
• And the limitation of the bank’s area of specialization.
Required Abilities, Qualities, & Interests:

Most recruiters look for the following: strong analytical and qualitative skills; ability
to learn, think, and react quickly; keen attention to detail; strong familiarity with MS
Office; ability to work well in a team environment; strong interest in finance,
accounting, and corporate strategy; ability to read, understand, and use financial
statements; and knowledge of industry trends, industry history, and the major industry
participants. They want people who have high stamina levels
and a hunger for learning, and who are confident, poised, energetic, can work under
pressure and multi-task, and are willing to make personal sacrifices. Above all,
analysts need to be self-motivated and have a genuine desire to always perform at
their very best.

9
10
Article: 1
Career Development Within HRD
Marieke S. van Dijk writes this article and term Career development, as used in this
article, will focus on organizational career development. Career planning theories
focusing on choosing a first career for high school or college students are not as
relevant to HRD since this target group traditionally falls outside the boundaries
of HRD. On the other hand, theories with regard to adult development are especially
relevant to HRD because these give scholars and practitioners insight in the different
career stages through which adults progress. Organizational career development
theories should focus the interaction between individual and organization, and can
also be regarded as change theories on an individual level, which make them central to
HRD.
Three important forces that influenced the field of career development over the past
few years are:
Gap in career development opportunities between professionals and nonexempt
employees, the winner-take-all economy, and the potential national role for
career development.
Even though the responsibility for career development has shifted from the employer
to the employee, this does not mean that the organizations do not have any
responsibilities anymore for the development of their workforce. Organizations create
a climate, one that supports learning or not, and influence career decisions of
employees through several different means (e.g. pay and benefits). In short, career
development should remain a shared responsibility. Economic forces may have caused
training and development budgets to be cut severely, but there are other possibilities
that career development and HRD can explore to achieve the best fit between
individual and organizational needs as well as personal characteristics and career
roles, such as informal learning and learning opportunities within the workplace. A
systems perspective might provide a new insight in the relationship between career
development and HRD.
Elements of systems thinking, such as interconnectedness of parts,relatedness, and a
notion that the whole is more than the sum of its parts were already present in some
career development theories, such as Hansen’s (1997) model of integrative life
planning. Nevertheless, Patton and McMahon (1998) are the first who proposed a
meta-theoretical framework using systems theory for the integration of different
career theories and the development of a relationship between theory and practice
with a focus on the individual. They portrayed the field of career development as a
self-organizing, open system that constantly changes from within, but is also changed
by the ongoing interaction with other systems.

In summary, future research should focus on six main areas:

(1) The consequences of the changing nature of work and careers on career
development.
(1) Effectiveness of different career development interventions.
(2) A holistic approach towards career development.
(3) The role of learning in the development of careers.

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 (4) Societal and national issues, and
(5) Systems thinking.

Conclusion:

Due to macro economic, technological and demographical changes, career

development has changed dramatically over the past years. This raised the question:
should career development still be considered a component of HRD, or is there a new
paradigm we should be looking at. Although, career development as a field is still
mostly focused on career choice, developmental stages and career counseling (ACES,
2000; Hansen, 1997; Herr, 2001; McDonald, & Gilbreath, 2002) a holistic approach to
career development has been proposed that shows a closer relationship with the
outcomes and objectives of HRD (Hansen, 1997). Further investigation into systems
theory as the missing link between both fields promises to be fruitful. Patton and
McMahon’s (1998) systems framework provides a good starting point to elaborate on
the holistic approach as proposed by Hansen (1997) and can provide a better insight in
the nature of the relationship between career development and HRD.

12
Article: 2
Career Well-Being and the Emotions Associated With Significant
Career Experiences
Jennifer M. Kidd writes this article. This study aimed to identify the main features of
career well-being and the emotions people experience as they navigate their careers.
Relatively little is known about how people feel about their careers and the features of
careers that are important for psychological well-being.
Emotions such as anxiety, elation, pride, and anger are rarely attended to in career
theory, and the components of career satisfaction are unclear.
Some useful knowledge has been gained about well-being both in relation to day-to-
day job performance and to life in general. The features of jobs associated with well-
being have been identified in classic work by Hackman and Oldham (1980), whose
job characteristics theory links features of jobs tojob satisfaction and performance. It
assumes that jobs with certain characteristics produce particular psychological states,
which produce positive feelings, and that, these feelings provide the incentive to
perform well in the future. These five characteristics are skill variety, task
significance, task identity (how far the worker can identify with the task), autonomy,
and feedback.
However, some aspects of Hackman and Oldham’s model remain
unsupported, and although the five key characteristics seem to be relevantto most
jobs, there are likely to be others that are important in contemporary jobs, for
example, managing multiple roles across work and home lives. In terms of higher-
order categories, the most frequently cited positive experiences were career
transitions.
The main features of career transitions were moving into or adjusting to a new role,
either within the same organization or in a new organization, or having a new career
pattern, for example, working freelance. A career transition often seemed to be a
powerful event in that it led to other valued career experiences, particularly learning
and development.
Features of Career Well-Being:

In general, there is evidence that certain sequences of events, processes, and attitudes
are fundamental to career well-being. This is in contrast to the emphasis on more
static features of jobs in models of well being at work. For example, participants
frequently described several events that contributed to careers going well, and career
transition processes and the ongoing development of skills were often mentioned.
However, the positive career characteristics are similar to those identified in previous
work on adult well-being.
Limitations:

Perhaps the main limitation of this study is its reliance on retrospective reports of
experiences and emotions. This meant that it was impossible to assess the extent to
which the report agreed with actual situation and emotions experienced. Losses and
transformations in people’s storage and retrieval processes are inevitable, and asking
people to recall experiences some time in the past may produce various response
biases, defense strategies, and stereotypical ideas. The findings are also influenced by

13
participants’ willingness to disclose their emotions and their ability to recognize and
label them.
This was an exploratory study, and further research should explore further the nature
of career well-being with more diverse samples. More work is also needed on the
darker side of careers.When careers go wrong how does this affect people’s long-term
career development, for example The role of individual differences is likely to be
important in this respect, and more generally.
Also, given the importance of interpersonal relationships in career well-being,
further research also needs to explore further the development and nature of social
support and interpersonal difficulties at work.
Some reports of experiences described several circumstances and were coded into
several lower-order categories, totals for each of the higher-order categories do not
necessarily equal the sum of the respective lower-order categories. For example, of
the 26% of participants whose positive experiences involved interpersonal
relationships, 16% described receiving recognition or feedback only, 8% described
receiving support only, and 2% described both. The overall totals for the seven higher-
order categories exceed 100% for the same reason.

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Article: 3
Career Development and Transgender Identities and
Gender Variance
In this article, we describe the status of research and practice with respect to gender
variant individuals. Definitions and terminology, vocational and workplace concerns,
and vignettes of vocational and work-related situations that career counseling
professionals may encounter when working with gender variant individuals are
presented. Recommendations for practice, social advocacy, and future research are
provided.
We use terminology presented by the Human Rights Campaign Foundation and that is
similar to terminology presented in other resources. Transgender is an umbrella term
referring to individuals whose gender identity or gender expression falls outside of the
stereotypical gender norms.
There are no published estimates of the frequency with which transgender individuals
present for career counseling. A number of authors have noted the lack of related
research as well as the absence of guidelines for career counseling practice with
transgender persons (e.g., Chung, 2003). Reasons for the dearth of research may
include the perception that the population is too small to warrant in-depth research on
career development, lack of funding for such efforts, or dismissal of transgender
career concerns as amusing or trivial due to biases and misperceptions on the part of
career counseling professionals. As a result, effective practices for working with
gender variant individuals in career counseling have not been identified, and career
counselors working with gender variant clients may find it difficult to comply with
ethical standards of competence.
One major problem faced by transgender individuals in the workplace, as well as in
educational settings, is the lack of awareness and the lack of accurate information
about transgender identities and gender variance. The stigma associated with gender
variance creates unique vocational concerns.
A recent study by Minter and Daley (2003) found that among a community sample of
transgender individuals, nearly 50% of the respondents had experienced sex-based
employment discrimination or harassment. Specific examples included coworkers
refusing to refer to an employee by their preferred name and pronouns, employees
receiving derisive comments and physical threats when using the restroom that
matched their gender identity, and employees being forbidden to wear uniforms and
follow a dress code that matched their gender identity. The community sample of
transgender individuals also was significantly under employed compared to the
general population
Competence:

When a gender variant client presents for career counseling, it is important for the
career counselor to assess whether she or he is competent to provide the services
requested. In the case of personal aversion to gender variant individuals, a referral
should be made, followed by continuing education, supervision, and personal
exploration of the topic in preparation for future clients. In the case of little experience
with this population, supervision and/or consultation are warranted, if the counselor

15
believes that she or he possesses enough knowledge and skill to begin working with a
transgender client.
A major difficulty facing career counseling professionals is the lack of
research that tests the applicability of existing theories to gender variant individuals.
Practitioners using the professional literature are left to piece together
Recommendations and considerations that are offered for other marginalized groups
to provide the best services for their transgender clients. Such an approach does not
inevitably lead to poor practices.
Recommendations for Social Advocacy:

The continued discrimination faced by gender variant individuals in the

Workplace and other major domains of their lives highlights the importance of social
advocacy as a means of improving clients’ educational and work experiences.
Counselor social advocacy is recognized as a professional response to the
marginalization and inequities experienced by many groups in U.S. society.
The importance of social advocacy and the social justice roots of vocational
guidance have been highlighted within career and vocational counseling literature as
well.

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 Comparison of Allied Bank Limited, MCB Bank Limited,
Bank AlFalah Limited
# Questions Allied Bank MCB Bank Bank Alfalah
1 Is your organization Already defined & Well defined Proper way to
already defined has well planned. work in well
created any channel formed path.
and pathway for
employee’s career
development?
2 Do your organization Centralized Centralized In most of the
adopts the centralized units of the
system or organization
decentralized? centralized policy
is adopted but in
few unites
decentralized
policy also
existed.
3 Who perform the role Head Office General Branch Manager
of HR manager in your Manager Manager
organization?
4 How many employers Almost 8000 to Above 10000 4500
in your organization? 10000 approximately
5 What types of job do Most of the Most of the Most of the
your organization employers are employers employers are
have? permanent but few are permanent but few
of them are on permanent of them are on
contract basis. but few of contract basis.
them are on
contract
basis.
6 Do you fill vacancies For higher level For higher For higher level
from within the job, we prefer level job, we job, we prefer

17
 organization or outside from with the prefer from from with the
the organization? organization but with the organization but
for lower level job organization for lower level job
we usually prefer but for lower we usually prefer
the fresh blood. level job we the fresh blood.
usually prefer
the fresh
blood.
7 How you develop and According to the Basically no Head office make,
approve policies and MD of Allied direct issue and change
programs? Bank, Mr. Tahir formation of the policies. The
Mushtaq Mir, the policies here. policies developed
basic policies of It all or head according to the
development are offices. We need &
made in head just environment of
office at Karachi, appointed to organization.
in regional office implement
at Multan, they these policies
take action to in best
implement possible way.
programs
including project
assignments,
temporary job
transfer,
assignment to a
special task force,
self study reading
assignments.
8 How your organization Definitely by By providing According to their
provides career providing lot of good performance they
satisfaction to opportunities to environment, give financial
employees? improve the cost we give reward and
of employers. satisfaction promotion and

18
 to employees motivation so
through all above
mention faster
they give
satisfaction to
employees.
9 How you motivate Motivate through Through Through financial
your employees? career guide and reward, providing
opportunities offer better
according to their handsome environment and
requirement of salary through giving
market. package. them guidance.
1 How you make you’re For supporting Through The made goal
0 organization’s goal goal, they adopt increase the challenging
challenging? different number of through getting
competitive customers target in past and
strategies. They and increased through
keep in mind the the deposits. motivating the
situation of the future goals.
market and make
strategies to
achieve goals.
1 How you evaluate According to the The manager Through their
1 employee ability & knowledge of get the working capability
interest? employee and also employee and through their
through raining word move performance.
career planning. analysis
And it the duty of according to
personal staff. their existing
mentioned
report.
1 How your organization Recently it Their profit As the basic asset
2 career development is declared the best is high of organization
better than your Asian bank so it is customer also are the people so
competitor? clear from it in large no for them to take

19
 aspect that its and also the career as
career good will important point
development is play for employee
better than its important performance.
competitors. roll. They get
high career
development
than their
competitors.
1 How you investigate Through Upper The management
3 the economic condition awareness about management do it by getting
like competition the competitors do it by information in
industry trend? and by getting applying the market for some
data from market modern specific years end
through personal strategies to make strategies to
approach. collect the cope with
data. situation.
1 How you match When When When profit high
4 individuals employers organization earn employee and when
career plans with maximum profit show employee show up
organization need? then awarding continuously to maw
performance of better performance then
employee they performance be promoted
develop their then it be awarding to
career to manage need of developed need.
the environment organization
in organization. to develop
strategies for
their career
development.
1 Is adoption of new They definitely For adoption In Pakistan the up
5 technology necessary believe that of new to mark adoption
for employee to technology most technology of technology is
enhance the important for training of not seem. Some

20
 opportunity of career modern changes employee organization
development? and employee also may do. And involve in also
effect through through this manual work so to
this. they make some extent may
employee not have direct
aware of new impact.
technology
so that not be
a hurdle in
their career
development.
1 How they adopt new Through training They make They get adoption
6 technology to maintain and for this they adoption of new technology
the career of have training through through training in
employee? centre in well guidance and organized centres
organization from through for specified
in Lahore and training. duration.
Karachi.
1 What happened during Basically relied on According to According to
7 the career calculation test and further choices & requirement of
appointment in your through training. needs of job.
organization? employee.
1 Do you have managers Yes Yes Yes
8 for career discussion
with your employees?
1 Do you reward your Yes. Rewards are Yes Yes. Reward is in
9 employees for better in the form of the form of
performance? bonuses, motivate, promotion,
offer handsome financial reward
salary and also motive
employee to work
well continuously
2 Is personnel Yes Yes Yes
0 department takes part
in career management

21
 process?

2 Are you examining Yes Yes Yes

1 career opportunities?
2 Is training of Yes Yes Yes
2 employees is necessary
for their career
development?
2 Can less enthusiastic No No In very rare cases
3 employees make may be by luck.
progress in their Otherwise no.
career?
2 Is the good will of the Absolutely yes Yes Yes
4 company play any role
in the career
development of the
employees?
2 Is feedback from Yes Yes Yes
5 employ is essential for
a good organization
2 Whether the personnel Yes Yes Yes
6 department play any
role in diagnosing the
people?
2 Is the personnel Yes Yes Yes
7 behaviour play any
role in the
development of
employees career?

22
 Conclusive Remarks
As basically we assigned to present report on “Career Development”, and by
observing the organizations (ABL, MCB, Bank Alfalah Ltd.) we collect our data that
how career development and career formation be carried out in these organizations.
We conclude that all these organizations basically relied on performance for better
career development. From our visit to these assigned organizations it is clear that
employee motivation and his devotion to his duty also helpful in creating the best
future at workplace. We also work on articles related to our topic and in this the

23
writers basically focused on workplace discrimination, equal employment
opportunity, training and discipline: that for employee’s career opportunities all are
necessary components.
We also examining external or environmental factors associated with learning,
development and performance such as the impact of technology and cross-cultural
implications of career development.
Our futuristic view is that emerging concepts like employability, free agent workers
and the effects of boundary less careers have special effects for career development at
workplace for the employee.

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