Career Management

Processes and Strategies

Career Management
Careers are no longer viewed as an upward p linear p g progression but reinvented constantly as work environments change
Companys needs Human resource activities Employees long-term interests

Challenges to HR
How can organizations help develop careers? How can people develop their own careers? ? What types of organizational yp g cultures support career p development?

Career Planning Process

SelfAssessment
- determine career interests, values, aptitudes
IRWI N a Times Mirror Higher Education Group, Inc., company, 1997

Career Planning Process

Reality Check SelfAssessment

- determine career interests, values, aptitudes
IRWI N a Times Mirror Higher Education Group, Inc., company, 1997

- feedback on skills, skills knowledge

Career Planning Process

Goal Setting Reality Check SelfAssessment

- determine career interests, values, aptitudes
IRWI N a Times Mirror Higher Education Group, Inc., company, 1997

- feedback on skills, skills knowledge

- devise shortand long term long-term developmental plans

Career Planning Process

Action Plans

Goal Setting Reality Check SelfAssessment - determine career interests, values, values aptitudes
IRWI N a Times Mirror Higher Education Group, Inc., company, 1997

- feedback on skills, knowledge kill k l d

- devise shortand l d long-term developmental plans

Career Anchors
A "Career Anchor" is a combination of perceived areas of competence, motives, and values relating to professional work g p choices. Career Anchors help people uncover their real values and use them to make better career choices. choices

Types of Career Anchors

Technical/Functional Competence. Some individuals prefer to use their technical or functional skills rather than management skills. However, they would be prepared to accept managerial responsibility in their own technical area area. Managerial Competence. For some people, the exercising of managerial responsibility is an end in itself and technical/functional jobs are just one way of getting there. Security and St bilit Th S it d Stability. Those people with thi career l ith this anchor will do whatever the organization wants of them in order to maintain job security.

Types of Career Anchors

Entrepreneurial Creativity Individuals with this Creativity. career anchor always want to extend themselves and get involved in new projects. Autonomy and Independence. Some individuals do not wish to be limited by organizational constraints. They usually work alone or in a small firm. y y Basic Identity. People with this career anchor are driven by the need to achieve and sustain an y occupational identity. These people tend to be employed in lower-level jobs where their role is represented visually by a badge or uniform.

Types of Career Anchors

Service to Others Some individuals are driven by Others. the need to help others e.g. teachers and doctors. Power, Power Influence and Control This career anchor Control. may be separate from the managerial career anchor or a part of it. People with this career anchor may p pursue political careers, teaching or medicine etc. i.e. p , g jobs in which they will have control over other people. Variety. Some people constantly seek variety. This is y p p y y particularly relevant for individuals who have a wide range of talents that they wish to exercise.

Career D C Development l t
An ongoing and formalized g g effort that focuses on developing enriched and more capable workers.

The Career Development Process

Assessment Phase Ph Direction Phase Ph

Development Phase

The Assessment Phase of Career Development

Self-Assessment
Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers Whether done through workbooks or workshops, selfself assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values.

Organizational Assessment
Some of the tools traditionally used by organizations in selection are also valuable for career development. Among these are: Assessment centers Performance appraisal Promotability forecasts Succession planning

Common Assessment Tools

Self-Assessment Self Assessment Organizational Assessment Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

Career workbooks Career-planning workshops

The Direction Phase of Career Development

Individual C di id l Career C Counseling li
This refers to one-on-one sessions with the goal of helping employees examine their career aspirations.

Information Services
Information services provide career development information to employees. Job-posting systems Skills inventories Career paths Career resource center

The Development Phase of Career p Development

Mentoring Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support. Coaching g Employee coaching consists of ongoing, sometimes spontaneous, meetings between manages and their employees to discuss the employees career goals and development. development Job Rotation Job rotation involves assigning employees to various j jobs so that they acquire a wider base of skills. y q Tuition Assistance Programs Organizations offer tuition assistance programs to support their employees education and development.

Career Development Systems: Linking Organizational Needs with Individual Career Needs
Organizational Needs
What are the organizations major strategic issues over the next two to three years? most critical needs & challenges that the organization will face over the next 2 - 3 years? Critical skills, knowledge, and experience will be needed to meet these challenges? What staffing levels will be required? Does the organization have the strength necessary to meet the critical challenges?

Individual Career Needs

Issue:
How do I find career opportunities within the organization that: Use my strengths Address my developmental needs Provide challenges Match my interests M t h my values Match l Match my personal style

Are employees developing themselves in a way that links personal effectiveness and satisfaction with the achievement of the organizations strategic objectives?

Careers and Aspirations

Suggestions for SelfDevelopment

Create your own mission statement. Take responsibility for your own growth. Make enhancement advancement. your priority, not

Talk to T lk t people i positions t which you aspire; l in iti to hi h i get suggestions on how to proceed. Make investment in yourself a priority priority.

Suggestions for Advancement

Performance in work role is important but interpersonal skills are critical Set priorities Provide solutions, not problems Be a team player Be customer - oriented Act as if what youre doing makes a difference

Career Self Assessment

Does what youre doing at work match your values? What Wh t work d you fi d meaningful? k do find i f l? How does your organization treat you? Does your m n ge Doe o manager support career ppo t ee growth? Are you satisfied with your quality of

life?

The Employers Role Career management practices include:

Posting job openings Formal education Career-oriented performance appraisals i l Management counseling HR counseling Retirement preparation Succession p planning g Lateral development

Career Development: Best Practices

Providing Employee Assessment and Career Planning Workshops
Apple Computer and Sun Microsystems hold on-site workshops where employees learn to take charge of their careers, beginning with assessing their abilities, interests, and values. They then engage in a planning process where they explore the organization's needs to determine possible future options and how to prepare for them. Then they are ready for productive career discussions with their managers.

Conducting Career Coaching Workshops for Managers

Career Development: Best Practices

Establishing Employee Career Centers
Companies such as Advanced Micro Devices, IBM, and Motorola have set up internal career centers where employees can come for selfassessment t Services include computerized programs that incorporate 360-degree feedback, competency assessment, confidential counseling assessment counseling, career management and resilience training, lunch-andlearn seminars, and information about internal opportunities.

Chase Manhattan Bank maintains a list of employees who are willing to be shadowed by those interested in moving into their line of work work.

Career Development: Best Practices

Maintaining Internal Job and Talent Banks a a g e a o a d ae a s Microsoft has created an on-line service where employees can learn about open positions and the skills required for them. Microsoft also places large amounts of career information on what it calls its "electronic campus," including a "resource and referral" section with lists of books, books professional associations conferences courses associations, conferences, courses, articles, and other information recommended by coworkers. Called Career Partnership Center, Advanced Micro Devices maintains a data bank of employee skills that can be accessed by managers looking for internal talent. The company also integrates the career development plans of all employees i t it l l f ll l into its long-range workforce kf planning process.

Career Development: Best Practices

Starting a Mentoring Program
Hewlett-Packard, Texas Instruments, C a es Sc ab, o d Charles Schwab, Ford Motor Company, o o Co pa y, Ernst & Young, Quaker Oats Company, IBM, Georgia-Pacific, Ceridian, J. C. Penney, PWC, Penney PWC 3M Companies with successful mentoring programs report that having the CEO and senior managers actively involved in mentoring and supporting the programs is important p

Career Development: Best Practices

Hewlett Packard Hewlett-Packard maintains an on line on-line mentor database that mentees can use to search for mentors with specific areas of expertise. They can even interview potential mentors and submit their hoi e thei choices in o de of p efe en e order preference. It uses written mentoring agreements that establish the ground rules for the partnership, and the company conducts half-day training sessions for half day mentors and mentees. Other companies have appointed internal human resources staff as "retention managers" or "career management representatives" to act as consultants to representatives all employees, especially the difficult-to-replace talent.

Link Organizational / Individual Needs di id l d

Offer career opportunities that focus on strengths address d dd developmental needs l t l d provide challenges match interests match values match personal style

Making Career Development an Organizational P i it O i ti l Priority

Stress commitment to career growth and development in formal communications with employees. Make career development a priority at all levels of the p p y organization, starting at the top. Provide managers with the people skills they need to develop their subordinates. Emphasize that career development is a collaborative effort and that the employee must take primary responsibility for his or her own career. Require managers to meet with their subordinates regularly h h b d l l to review personal career goals and objectives.

Making Career Development an Organizational Priority (cont ) (cont.)

Managers to outline employee achievements and strengths when conducting an appraisal review session. Encourage managers to collaborate with subordinates to develop a career vision vision. Emphasize that part of the managers job is helping employees develop career action plans. Encourage employees to take advantage of continuing education and other development activities. Require managers to develop collaborative rather than p , g p top-down, control-oriented working relationships with their subordinates.

Career Development: Some Practices

If there is a ever a down turn in the industry or if you If ever tire of a career in software development, you are always welcome to join our other divisions ,. All the doors of L&T are open to you, A M Naik, Chairman L&T When Anand Mahindra first recruited Rajesh Jejurikar , now managing director of Mahindra Renault, it was at a time when the auto industry was at a low ebb. Rajesh said h was j i i id he joining us b because h enjoyed th challenge he j d the h ll and also because we were a conglomerate. He knew he could join any other group company if the venture flopped, recalls Mahindra. When I bring someone in, I tell them they are a resource for the whole group. There are real advantages g a conglomerate. g Anand Mahindra to being

Career Development: Some Practices from Indian Conglomerates

Extract from Economic Times 10th Aug07

Career Development: Some Practices

India Incs biggest conglomerate , the Tata group has Inc s group, always used the wide spectrum of career choices it offers as a talent bait. While recruiting fresh MBAs into its Tata Administrative Services programme, for p g , example, it stresses the fact that recruits get a chance to train in a number of Tata companies and can choose one that suits them best. We l leverage this i our recruitment b hi in i because i its important to young people , who say they dont want to be trapped in one company , We tell them, you don t dont need to leave the group if youre excited about you re some new sector. - Satish Pradhan, executive vice president,
group human resources, Tata Sons.

Career Development: Some Practices

Last year the Tatas transferred a total of year, 250 people of the rank of vice-president and above between group companies - not a particularly l ti l l large number , considering b id i the group employs over three lakh people . But as Pradhan says, These transfers have very high visibility and hence high impact. They give people a sense of possibility. Th i l f ibilit

Career Development: Some Practices

Cross-business t C b i transfers are a f useful strategy for retaining talent, especially at middle and senior management levels. But its less useful for attracting talent where it talent, acts as a like to have feature. - Dipak Gupta, executive director , Kotak Mahindra Bank

Career Development: Some Practices

Its a growing trend People are trading in It s trend. stability for excitement. Theyre seeking to move from old sectors to new sectors, from manufacturing t services, f f t i to i from rural t l to urban locations and from India to overseas. - Santrupt Misra, Director HR, Aditya Birla Group The Aditya Birla group executed 160 crossbusiness transfers last year and many of these were to its new-found retail business.

Career Development: Some Practices

The UB group for example has transferred over 40 group, example, talented executives from its liquor business to Kingfisher Airlines . Of course, this has created its own problems, since a job at Kingfisher carries with it p , j g the major perk of free air travel, making it more attractive place to work than United Breweries. - Sudhir Goyal UB group HR head Goyal is currently busy creating a core group of UBs top 100 executives, who may be moved to head new businesses and new companies as Vijay Mallya continues on his acquisition spree.