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Human Resource Management 10 th Edition Appendix Chapter 7 CAREER PLANNING AND DEVELOPMENT. Career Planning and Development Definitions. Career - General course that a person chooses to pursue throughout working life

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Human resource management 10 th edition appendix chapter 7 career planning and development l.jpg
Human Resource Management 10th EditionAppendix Chapter 7 CAREER PLANNING AND DEVELOPMENT

© 2008 by Prentice Hall


Career planning and development definitions l.jpg
Career Planning and Development Definitions

  • Career - General course that a person chooses to pursue throughout working life

  • Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them

  • Organizational career planning - Firm identifies paths and activities for individual employees as they develop

© 2008 by Prentice Hall


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Career Planning and Development Definitions (Cont.)

  • Career path - Flexible line of movement through which employee may move during employment with company

  • Career development - Formal approach used by organization to help people acquire skills and experiences needed to perform current and future jobs

© 2008 by Prentice Hall


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Career Planning

  • Process where plan life’s work

  • Evaluates abilities and interests

  • Considers alternative career planning

  • Establishes goals

  • Plans developmental activities

© 2008 by Prentice Hall


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Individual Career Planning: The Self-Assessment

  • Process of learning about oneself

  • Realistic self-assessment may help person avoid mistakes

  • Getting to know yourself is not a singular event

  • Should be viewed as continuous process

  • primary responsibility for career planning rests with the individual

© 2008 by Prentice Hall


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Strength/Weakness Balance Sheet

  • Self-evaluation procedure, developed originally by Benjamin Franklin that assists people in becoming aware of strengths and weaknesses

  • Individual lists strengths and weaknesses as he or she perceives them

  • Perception of weakness often becomes a self-fulfilling prophecy

© 2008 by Prentice Hall


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Likes and Dislikes Survey

  • Assists individuals in recognizing restrictions they place on themselves

  • Looking for qualities you want in job and attributes of job you do not want

© 2008 by Prentice Hall


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Using the Web for Self-Assessment Assistance

  • Valuable information available

  • Some sites free, others charge modest fee

© 2008 by Prentice Hall


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Using the Web for Career Planning Assistance

  • Large amount of free information available

  • Develop and maintain a professional network

  • Investigate specific companies

© 2008 by Prentice Hall


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Organizational Career Planning

Planned succession of jobs worked out by a firm to develop its employees

Begins with a person’s job placement and initial orientation

Organizational career planning must closely parallel individual career planning if a firm is to retain its best and brightest workers

© 2008 by Prentice Hall


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Objectives Organizational Career Planning Expected to Achieve

  • Effective development of available talent

  • Self-appraisal opportunities for employees considering new or nontraditional career paths

  • Development of career paths that cut across divisions and geographic locations

  • Demonstration of a tangible commitment to EEO and affirmative action

© 2008 by Prentice Hall


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Objectives Organizational Career Planning Expected to Achieve (Cont.)

  • Satisfaction of employees’ specific development needs

  • Improvement of performance

  • Increased employee loyalty and motivation

  • Method of determining training and development needs

© 2008 by Prentice Hall


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Career Paths Achieve (Cont.)

  • Traditional career path

  • Network career path

  • Lateral skill path

  • Dual career path

  • Adding value to your career

  • Demotion

  • Free agents (being own boss)

© 2008 by Prentice Hall


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Traditional Career Path Achieve (Cont.)

Employee progresses vertically upward in organization from one specific job to the next

Not as viable a career path option today

© 2008 by Prentice Hall


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Network Career Path Achieve (Cont.)

  • Both vertical job sequence and horizontal opportunities

  • Recognize experience interchangeable at certain levels and broad experience at one level needed before promotion to next level

© 2008 by Prentice Hall


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Lateral Skill Path Achieve (Cont.)

  • Lateral moves within company

  • Employee becomes revitalized and finds new challenges

  • No pay or promotion involved

  • Opportunity to develop new skills

© 2008 by Prentice Hall


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Dual Career Path Achieve (Cont.)

Technical specialists contribute expertise without having to become managers

© 2008 by Prentice Hall


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Adding Value to Retain Present Job Achieve (Cont.)

  • Workers view themselves as independent contractors who must constantly improve their skills to continually add value to organization

  • Workers need to develop own plan

© 2008 by Prentice Hall


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Demotion Achieve (Cont.)

  • A more realistic option today with limited promotional opportunities and the fast pace of technological change

  • Senior employee can escape unwanted stress without being a failure

© 2008 by Prentice Hall


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Free Agents Achieve (Cont.)

Take charge of all or part of career by being own boss or working for others in ways that fit particular needs or wants

© 2008 by Prentice Hall


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Career Planning and Development Methods Achieve (Cont.)

  • Manager/Employee Self-Service

  • Discussion with knowledgeable individuals

  • Company material

  • Performance appraisal system

  • Workshops

  • Personal development plans

© 2008 by Prentice Hall


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Developing Unique Segments of the Workforce Achieve (Cont.)

  • Baby Boomers

  • Developing Generation X employees

  • Developing the new factory workers

  • Generation Y -- As Future Employees

  • Generation I -- As Future Employees

© 2008 by Prentice Hall


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Baby Boomers Achieve (Cont.)

  • People born between just after World War II through the mid-1960s

  • Corporate downsizing in the 1980s and 1990s cast aside millions of baby boomers

  • Now returning

  • Do not appear ready to retire

© 2008 by Prentice Hall


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Generation X Employees Achieve (Cont.)

  • Label affixed to the 40 million American workers born between the mid-1960s and late 1970

  • Xers careers not founded on relationship with any one employer

© 2008 by Prentice Hall


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The Achieve (Cont.)New Factory Worker

  • Life on factory line requires more brains than brawn

  • Laborers identifying skills and educational strengths and weaknesses and adaptability

© 2008 by Prentice Hall


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Generation Y -- As Present and Future Employees Achieve (Cont.)

  • People born between the late 1970s and early 1990s

  • Never wound a watch, dialed a rotary phone, or plunked the keys of a manual typewriter

  • Leading edge of generation that will be richest, smartest and savviest ever

  • Often referred to as the echo boomers, and nexters

  • Want a workplace that is both fun and rewarding

  • Childhoods have been short-lived

© 2008 by Prentice Hall


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Generation I -- As Future Employees Achieve (Cont.)

  • Bill Gates, chairman of Microsoft Corporation, referred to children born after 1994 as Generation I

  • First generation to grow up with Internet

  • Internet will change Generation I’s world as much as television transformed world after World War II

© 2008 by Prentice Hall


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