Class 7
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Class 7. Developing careers. Today’s agenda. Who is responsible for employee career development? Career path options What can organizations do to support career development? Career aspirations of the maturing workforce Video “Mandatory retirement”.

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Class 7

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Class 7

Class 7

Developing careers


Today s agenda

Today’s agenda

  • Who is responsible for employee career development?

  • Career path options

  • What can organizations do to support career development?

  • Career aspirations of the maturing workforce

  • Video “Mandatory retirement”


Who is responsible for employee career development

Who is responsible for employee career development?

Organization

Management

Supervisor

Employees

themselves


Assumption the organization and supervisors are responsible for employee development

Assumption: the organization and supervisors are responsible for employee development

  • Mandated individual development plans

  • Denying people the power of choice

  • Assumes that employees do not want to manage their development and careers

  • Assumes that employees do not know how to optimally manage their own development and careers

  • Assumes that supervisors are the most appropriate mentors and career counsellors


Assumption employees themselves are responsible for their career development

Assumption: employees themselves are responsible for their career development

  • Empowerment or laissez-faire?

  • Organizational initiatives to support development should not be abandoned (resources, mentoring, feedback, job rotation, career paths)

  • Every career development design should, as much as possible, rely on personal choices


What organizations can do to help employees with their career development see the text

What organizations can do to help employees with their career development(see the text)

  • Shift from guaranteed employment to guaranteed employability

  • Provide equal opportunities

  • Provide help with assessment of employee strengths, weaknesses, talents

  • Succession planning (or talent management)

  • Career counselling

  • Information services

  • Mentoring, coaching


What do great managers do to help employees develop their careers buckingham coffman 1999

What do great managers do to help employees develop their careers?(Buckingham & Coffman, 1999)

  • guide employees to the right fit, not the next rung up the ladder

  • don’t try to perfect each person

  • motivate by focusing on strengths and managing around employee’s weaknesses

  • select employees based on talent, not just experience, intelligence, and determination


Career paths

Career paths

  • Traditional career path

  • Lateral skill path

  • Network career path

  • Dual career path


Class 7

Career development in the federal public sector: How can supervisors support their staff?(a study by Duxbury, Dyke, & Lam, 1998)

  • good people skills, sincerely interested in me (39%)

  • increases my exposure to and breadth of experience (34%)

  • good communicator, keeps me posted (24%)

  • gives me autonomy (24%)

  • overtly focuses on my career (22%)


Class 7

Career development in the federal public sector: How can departments support their staff?(a study by Duxbury, Dyke, & Lam, 1998)

  • increases my exposure to and breadth of experience (28%)

  • supports training and education (24%)

  • offers formal career development programs (18%)

  • focus on people skills and management (15%)


Class 7

Career development in the federal public sector: public service support(a study by Duxbury, Dyke, & Lam, 1998)

  • offers formal career development programs (48%)

  • increases my exposure to and breadth of experience (17%)

  • supports training and education (17%)


Career aspirations of mature workforce aged 50 and above us conference board 2002

Career aspirations of mature workforce: aged 50 and above (US Conference Board, 2002)

  • Only 46% have reached their professional goals

  • 77% of respondentsexpressed high job intensity and involvement

  • 52% of the respondents intend not to retire in the near future

  • Of those not to retire, 80% desire more training and leadership development opportunities

  • 44% would like to have more responsibility

  • 62% expressed interest in part-time work


Reasons not to retire us conference board 2002

Reasons not to retire (US Conference Board, 2002)

  • lack financial resources (69%)

  • build up income (64%)

  • interesting job (62%)

  • keep active (54%)

  • need medical benefits (52%)

  • contributions appreciated (33%)

  • flexibility provided (29%)

  • value social network (29%

  • promotion likely (12%)

  • having children who are pursuing a higher education

  • having a structure of a daily job


Bottom line of class 7

Bottom line of class 7

  • Both employee and the employer are responsible for career development.

  • Good supervisors actively support their staff in their career aspirations, but do not impose mandatory one-size-fits all schemes on them.

  • Organizations can help employees preserve their employability by assisting with career development.

  • Traditional carer path is not the only option of advancement in the organization.


Bottom line of class 7 cont d

Bottom line of class 7 (cont’d)

  • Federal public servants expect supervisors to support their careers by showing a genuine interest in them, developing good relationships and giving challenging opportunities while they expect their department and the whole public sector to provide experiences, training, and formal career development programs

  • Also mature workforce has career aspirations


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