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Career Planning & Development For Employees.

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1) The document discusses career planning and development for employees, focusing on both organization-centered and individual-centered approaches. 2) It emphasizes the importance of self-reflection, analyzing one's skills and values, and taking responsibility for one's own career path and continuous development. 3) The document outlines various career periods and issues like career plateaus as well as development approaches organizations can take, including on-the-job training, coaching, and executive education.

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Career planning & development for employees. By:Abhishek P Das PGM 07060481 MBA IT June 2007
Careers Career The series of work-related positions a person occupies through life. Organization-Centered Career Planning Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. Individual-Centered Career Planning Focuses on individuals’ careers rather than in organizational needs.
We need to ask ourself.. “ In each of us rests the power to shape our future and it will be shaped by our action – or inaction” What inspired you to enter the profession? If you want a career in this profession, you need to plan, and work towards that plan
A few important concepts Career planning is not necessarily about a steadily upward progression Career planning must be flexible Some type of planning must be undertaken People with diverse interests and aspirations find a place in libraries
Professional Opportunities “ manage your own career, or let change manage it for you” Opportunities exist for new career paths for information professionals Develop a network of professional contacts, including mentors Become a member of professional committees
Taking Risks Initiate career changes Career development is not necessarily about a steadily upward trend Think outside the realm of traditional positions In today’s job market, there is more movement between jobs Portfolio careers – successive, frequent changes
Responsibility for one’s own career Be clear about what you want out of life Spend time on self-analysis and self-reflection Know your skills, abilities, values, aspirations, wants, needs, dreams and personal style .
Continuing Education & Professional Development Professional development can meet a number of needs: It may lead to a new career opportunity An injection of motivation and enthusiasm The pace at which mid-career stagnation takes place is accelerating An employee can reach a career plateau in as little as two years
For a successful career… Take the time to reflect Review the changing information landscape Think about possible directions to take Be creative, bold and visionary Grasp the opportunities presented
Organizational and Individual Career Planning Perspectives Figure 10 –1
Career Management for Individuals Setting Career Goals Self-Assessment Feedback on Reality Career Management
How People Choose Careers Career Choice Social Background Interests Self-Image Personality
Length of Time Employees Stay With Employers Figure 10 –2 Source: U.S. Department of Labor, Bureau of Statistics, 2001
General Career Periods Figure 10 –3
Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals
Special Career Issues for Organizations and Employees Career Plateaus Employees who are “stuck” at a career level and lack opportunities for upward mobility. Technical and Professional Workers Dual-career ladders provide advancement pathways for specialists and technical employees. Dual-Career Couples Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.
The “Portable” Career Path Figure 10 –4
Dual-Career Paths for Engineers Figure 10 –5
Developing Human Resources Development Efforts to improve employees’ ability to handle a variety of a variety of assignments. Developing Needs Analyses Assessment Centers A collection of instruments and exercises designed to diagnose individuals’ development needs. Intent is to identify management potential in participants.
Development vs. Training Figure 10 –6
The HR Development Process in an Organization Figure 10 –7
The HR Development Process HR Development Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning
Other Development Issues Psychological Testing Performance Appraisals Serve as a source of development information Results can be difficult to interpret. Succession Planning The process of identifying a longer-term plan for the orderly replacement of key employees.
Succession Planning Process Figure 10 –8
Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “ Assistant to” Positions On-line Development Corporate Universities Career Development Learning Organization Individual Coaching
Possible Means Used in a Learning Organization Figure 10 –9
Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)
Advantages and Disadvantages of Major Development Approaches Figure 10 –10a
Advantages and Disadvantages of Major Development Approaches Figure 10 –10b
Managerial Lessons and Job Experience Figure 10 –11
Management Development Managerial Modeling Management Coaching Mentoring Executive Education

More Related Content

Career Planning & Development For Employees.

  • 1. Career planning & development for employees. By:Abhishek P Das PGM 07060481 MBA IT June 2007
  • 2. Careers Career The series of work-related positions a person occupies through life. Organization-Centered Career Planning Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. Individual-Centered Career Planning Focuses on individuals’ careers rather than in organizational needs.
  • 3. We need to ask ourself.. “ In each of us rests the power to shape our future and it will be shaped by our action – or inaction” What inspired you to enter the profession? If you want a career in this profession, you need to plan, and work towards that plan
  • 4. A few important concepts Career planning is not necessarily about a steadily upward progression Career planning must be flexible Some type of planning must be undertaken People with diverse interests and aspirations find a place in libraries
  • 5. Professional Opportunities “ manage your own career, or let change manage it for you” Opportunities exist for new career paths for information professionals Develop a network of professional contacts, including mentors Become a member of professional committees
  • 6. Taking Risks Initiate career changes Career development is not necessarily about a steadily upward trend Think outside the realm of traditional positions In today’s job market, there is more movement between jobs Portfolio careers – successive, frequent changes
  • 7. Responsibility for one’s own career Be clear about what you want out of life Spend time on self-analysis and self-reflection Know your skills, abilities, values, aspirations, wants, needs, dreams and personal style .
  • 8. Continuing Education & Professional Development Professional development can meet a number of needs: It may lead to a new career opportunity An injection of motivation and enthusiasm The pace at which mid-career stagnation takes place is accelerating An employee can reach a career plateau in as little as two years
  • 9. For a successful career… Take the time to reflect Review the changing information landscape Think about possible directions to take Be creative, bold and visionary Grasp the opportunities presented
  • 10. Organizational and Individual Career Planning Perspectives Figure 10 –1
  • 11. Career Management for Individuals Setting Career Goals Self-Assessment Feedback on Reality Career Management
  • 12. How People Choose Careers Career Choice Social Background Interests Self-Image Personality
  • 13. Length of Time Employees Stay With Employers Figure 10 –2 Source: U.S. Department of Labor, Bureau of Statistics, 2001
  • 14. General Career Periods Figure 10 –3
  • 15. Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals
  • 16. Special Career Issues for Organizations and Employees Career Plateaus Employees who are “stuck” at a career level and lack opportunities for upward mobility. Technical and Professional Workers Dual-career ladders provide advancement pathways for specialists and technical employees. Dual-Career Couples Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.
  • 17. The “Portable” Career Path Figure 10 –4
  • 18. Dual-Career Paths for Engineers Figure 10 –5
  • 19. Developing Human Resources Development Efforts to improve employees’ ability to handle a variety of a variety of assignments. Developing Needs Analyses Assessment Centers A collection of instruments and exercises designed to diagnose individuals’ development needs. Intent is to identify management potential in participants.
  • 20. Development vs. Training Figure 10 –6
  • 21. The HR Development Process in an Organization Figure 10 –7
  • 22. The HR Development Process HR Development Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning
  • 23. Other Development Issues Psychological Testing Performance Appraisals Serve as a source of development information Results can be difficult to interpret. Succession Planning The process of identifying a longer-term plan for the orderly replacement of key employees.
  • 24. Succession Planning Process Figure 10 –8
  • 25. Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “ Assistant to” Positions On-line Development Corporate Universities Career Development Learning Organization Individual Coaching
  • 26. Possible Means Used in a Learning Organization Figure 10 –9
  • 27. Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)
  • 28. Advantages and Disadvantages of Major Development Approaches Figure 10 –10a
  • 29. Advantages and Disadvantages of Major Development Approaches Figure 10 –10b
  • 30. Managerial Lessons and Job Experience Figure 10 –11
  • 31. Management Development Managerial Modeling Management Coaching Mentoring Executive Education