Career

Development

Zahoor Abbas (MBA Elective)

Stage 5: Late Career (ages 55-retirement):
Remain productive in work, maintain self esteem, prepare for
effective retirement.

Stage 4: Mid Career (ages 40-55): Reappraise early

career & early adulthood, reaffirm or modify goals, make choices
appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25-40): Learn job, learn

organizational rules and norms, fit into chosen occupation and
organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Obtain job offer(s)

from desired organization(s), select appropriate job based on complete and
accurate information.

Stage 1: Preparation for Work (ages 0-25): Develop occupational

self-image, assess alternative occupations, develop initial occupational choice, pursue
necessary education.
 INFLUENCING -- Leadership, Law/politics, Public speaking, Sales,
Advertising
 ORGANIZING -- Supervision, Financial services, Office practices

 HELPING -- Adult development, Counseling, Child development,

Religious activities, Medical practice
 CREATING-- Art/design, Performing arts, Writing, International activities,
Fashion, Culinary arts
 ANALYZING -- Mathematics, Science

 PRODUCING-- Mechanical crafts, Woodworking, Farming/Forestry,

Plants/gardens, Animal care
 ADVENTURING -- Athletics/physical fitness, Military/law enforcement,
Risks/adventure
Combinations of Career
Interests and Skills
High

Explore Pursue
Skills

Avoid Develop
Low

Low High
Interests
Pursue INTERESTS HIGH, SKILLS HIGH
Areas of both high interest and high confidence. Include in top career choices.

Develop INTERESTS HIGH, SKILLS LOWER

Areas of high interest, low confidence. Either accept as a vocational, or
pursue skill building.

Explore INTERESTS LOWER, SKILLS HIGH

Areas of low interest but high confidence. Reconsider why interest is low or
transfer skills to another area.

Avoid INTERESTS LOW, SKILLS LOW

Areas of both aversion and low confidence. Exclude from top career choices.
 Career Development
Learning Objectives
• Explain Integration of Individual and
Organizational Needs
• Describe Conditions leading to success
• Discuss Matching Jobs with Individual’s
Desires
• Describe Methods used in C.D.
 Career Development
for Professional Staff
• Sequence of Jobs for Management and
Professionals
• Benefits to: Individual Management
• Goals: Make Best Use of Skills and Talents
for all

Job 5
Rank Job 4
and Job 3
Earnings Job 2
Job 1
Years with Organization
 Career Paths

• Lines of advancement
in an occupational
field within an
organization.
 Career Plateau

• Situation in which for

either organizational or
personal reasons the
probability of moving
up the career ladder is
low.
 Promotion

• Change of assignment
to a job at a higher
level in the
organization.
 Transfer

• Placement of an
individual in another
job for which the
duties,
responsibilities,
status, and
remuneration are
approximately equal to
those of the previous
job.
Career Development Policies

Transfers Promotions
Demotions/Termination

Relocation Services Outplacement Services

Development Opportunity Announcements

“Promotion of CD Opportunities”
Impacts from Economic Situation

• Equal Employment
• Right-sizing
• Restructuring
• Promotion Competition
• Technology and Innovation
• Layoffs/Firings
 Two-Way Support:
Career Development/HR
Performance Appraisal
Career Path

Individual Information

Recruitment/Transfer/Promo
and Planning
Succession Planning

Strategic Planning
Skills Inventories

Job Descriptions
Information and
Organizational

tion Policies
Forecasting

Job Posting
Planning

Career
Development
Process

Development and Reward

Training, Development,
and Education
Compensation and Benefits
The Career Development Program
Who is Responsible?

Organization Employee

Partnership
The Career Development Program

MATCHING INDIVIDUAL
AND
ORGANIZATIONAL NEEDS

ORGANIZATIONAL INDIVIDUAL NEEDS

NEEDS • Making career/job
• Staffing choice
• Development • Making contributions
• Leveling off • Fitting into
• Restaffing organization
• Using experience
Creating Favorable Conditions for
Career Development
• Management Participation
– Provide top management support
– Provide collaboration between
line managers and HR managers
– Train managerial personnel
• Setting Goals
– Plan human resources strategy
• Changing HR Policies
– Provide for job rotation
– Provide outplacement service
• Announcing Program
– Explain its philosophy
INVENTORY JOB OPPORTUNITIES

• Job Competencies
– Base on job analysis and evaluation
– Identify knowledge and skills required
• Job Progressions
– Design career paths for individuals
• Training Needs
– Identify needs beyond one-the-job training
DETERMINE EMPLOYEE POTENTIAL

• Career Planning Workbooks

– Stimulate thinking about careers,
strengths/limitations,
development needs
• Career Planning Workshops
– Discuss and compare attitudes,
concerns, plans
• Career Counseling
– Discuss job, career interests,
goals
• Web-based Career
Development
– Products, services, and
 Mentors

• Executives who coach,

advise, and encourage
individuals of lesser
rank.
 Mentoring

WHO
• Senior Managers
• Peer Groups
• Role Models

HOW
• Advise
• Coach
• Encourage
Why Develop a Mentoring Program?

• Generate Management Visibility

• Build Bridges Between Management and
Employees
• Create Culture Awareness
• Increase Networking
• Foster People-Developers
 Mentoring Functions

Inside an Organization Outside Environment

• Sponsorship • Role modeling
• Exposure and • Acceptance
visibility • Counseling/Advising
• Coaching • Friendship
• Protection
• Challenging
assignments
• Advocate Internally
 Mentoring Functions

• Functions concerned
with the career
advancement and
psychological aspects
the person being
mentored.
Fast-Track Program

• Program that encourages

young managers with high
potential to remain with an
organization by enabling them
to advance more rapidly than
those with less potential.
 Mentors

• Communicators • Internal Politics

• Learn the Ropes • Career Ladders
• Old Boys' Network • Partnering-Teams
• Avoid Discrimination
 Special Interest Groups Needs
Assistance
• Women • Minorities
• Families/Child Care • Dual Careers
• Nepotism Deficient • Handicapped/
• Interns Challenged
• Intrapreneurs
 Entrepreneur
and
Intrapreneurs

• One who starts,

organizes, manages, and
assumes responsibility
for a business or other
enterprise.
 Assessment Center

• Process by which individuals are

evaluated as they participate in a series
of situations that resemble what they
might be called upon to handle on the
job.
Evaluating Employee Development
Needs
Servicing the Career Development Needs
• Career Planning Workshops
• Career Planning Workbooks
• Career Counseling
• Development Testing for Employees
• Extensive Web-Based Products/Services
 Career Development
Aids for Self-Assessment
• Values Assessments
• Interest Inventories
• Personal Characteristics
Instruments
• Skill Development and
Ability Tests
 Career Development

BPO Self-Assessments

Career Resources
 Career Counseling

• Process of discussing
with employees their
current job activities
and performance, their
personal job and career
goals, their personal
skills, and suitable
career development
objectives.
 Stages of Career Development
STAGE 1: Preparation for Work
Typical Age Range: 0-25
Major Tasks: Develop occupational self-image, assess alternative
occupations, develop initial occupational choice,
pursue necessary education.
STAGE 2: Organizational Entry
Typical Age Range: 18-25
Major Tasks: Obtain job offer(s) from desired organization(s),
select appropriate job based on accurate info.
STAGE 3: Early Career
Typical Age Range: 25-40
Major Tasks: Learn job, learn organizational rules and norms, fit
into chosen occupation and organization, increase
competence, pursue goals.
 Stages of Career Development
STAGE 4: Mid-career
Typical Age Range: 40-55
Major Tasks: Reappraise early career and early adulthood,
reaffirm or modify goals, make choices appropriate
to middle adult years, remain productive in work.
STAGE 5: Late Career
Typical Age Range: 55-retirement
Major Tasks: Remain productive in work, maintain self-esteem,
prepare for effective retirement.
 Specific Career
Development Activities
• Career Counseling • Training
• Career Pathing • Job Posting
• Inventory Skills • Promoting
• Transfers • Lateral Development
Holland's Self-Directed
Search Types
• Realistic
• Investigative
• Artistic
• Social
• Enterprising
• Conventional
 Matching to Career

• Individual Personality Types

• Relationship to Working Environments
SELF-ASSESSMENTS

MBTI Personality types

CareerLeader
 Basic Skills of successful
Career Management
1. Develop a positive attitude
2. Take responsibility for your own career.
3. Establish goals.
4. Be aware of success factors.
5. Present yourself in a positive manner.
6. Be in the right place at the right time.
7. Establish a relationship with a mentor or
guide.
8. Adopt the mind-set of your superiors.
 Career Development
Terms to Identify
• Transfer • Assessment Center
• Relocation Services • Fast-track program
• Outplacement • Mentors
Services • Mentoring functions
• Job Progressions • Dual-career couples
• Career Paths • Self-Assessment
• Career Counseling Instruments