Human Resource Management Career Development

1. CHAPTER 9
CHRISNILU D. SANLAO
Reporter

2. Career – means advancement
•Objectively (promotion) and Subjectively
(satisfaction).
•The pattern of work – related
experiences that span the course of a
personal’s life

3. Individual versus Organizational
Perspective
Organizational Perspective
• HRM viewpoint, career development involves tracking
career paths and developing career ladders.
Individual Perspective
• Individual career development, or career planning, focuses
on assisting individuals to identify their major goals and
how to achieve them.

4. You, not the organization, are
responsible for managing your
career

6. Career Development versus Employee
Development
•Career development looks at the long-term
career effectiveness and success of
organizational personnel while the employee
development focused on work effectiveness
or performance time frames.

7. Career Development: Value for the
Organization
A long term career focus should increase the
organization’s effectiveness in managing it human
resources. Consider the following:
•Needed talent will be available
•The Organization’s Ability and Retain
Talented Employees Improves

8. • Minorities and Women have equal Opportunities
for Growth and Development
• .Reduced Employee Frustration
• Enchanted Cultural Diversity
• Organizational Goodwill

9. Career Development: Value for the
Individuals
•It may include using one’s skills and abilities
to face expanded challenges, or having greater
responsibilities and increased autonomy in
one’s chosen profession.

10. Careers are both external and internal
• External career - attributes related t occupation’s
properties or qualities of an occupation. May also
be characterized by career ladder within a
particular organization.
• Internal Career – focus of the emotions

11. Mentoring and Coaching

12. Mentor - a personal coach in the
organization who assists the “next generation”
of the leaders in learning the organizational
ropes.

13. There are two strongest disadvantages:
•Tendencies to continue the current styles
and practices in the organization
•Heavy dependence on the coach’s on the
coach’s ability to be a good teacher

14. Traditional
Career Stages

15. 1. Exploration period - We make the transition from
formal education programs to work. This stage has the
least relevance to organizations because it occurs prior to
employment.
Traditional Career Stages

16. 2. Establishment period begins with the search for
work and includes accepting your first job, being
accepted by your peers, learning the job, and gaining
the first tangible evidence of success or failure in the
real world.

17. Mid – career stage, individuals may continue
their prior improvements in performance, level off,
or begin to deteriorate. Some employees reach their
early goals and go on to even greater heights.

18. Plateaued mid-career employees can be
highly productive. They are technically
competent—even though some may not be as
ambitious and aggressive as the climbers.

19. Late Career Stage - as a pleasant time with
the luxury of relaxing a bit and enjoy playing
the part of the elder statesperson. They often
teach others based on the knowledge they have
gained.

20. Those who have stagnated or
deteriorated during the previous stage, on the
other hand, often realize in the late career that
they will not have an everlasting impact or
change the world as they once thought

21. Decline or late stage in one’s career is
difficult for just about everyone, but ironically
is probably hardest on those who have had
continued successes in the earlier stages.

22. Career Choices and
Preferences
The best career choice offers the best
match between what you want and what you
need.

23. Holland vocational preference model
Holland’s General Occupational
Themes
These six types of work
environments as explained by Holland
help job seekers match their
personality to a compatible profession.

24. 1. Realistic - practical, prefer to deal with things
rather than people; mechanical interests. Best job
matches are Agriculture, Nature, Adventure,
Military, Mechanical.
2. Investigative Scientific, task-oriented, prefer
abstract problems, prefer to think through problems
rather than to act on them. Corresponding jobs are
Science, Mathematics, Medical Science, Medical
Service

25. 3. Artistic Enjoy creative self-expression, sensitive,
emotional, independent, original. Corresponding jobs
are Music/Dramatics, Art, Writing.
4. Social Concerned with the welfare of others, enjoy
developing and teaching others, good in group settings,
cheerful, popular. Corresponding jobs are Teaching,
Social Service, Athletics, Domestic Arts, Religious
Activities.

26. 5. Enterprising Good facility with words, prefer
selling or leading, energetic, adventurous, enjoy
persuasion. Corresponding jobs are Public Speaking,
Law/Politics, Merchandising, Sales, Business
Management.
6. Conventional Prefer ordered, numerical work,
enjoy large organizations, stable, dependable.
Corresponding job is Office Practices.

27. The Myers – Briggs
Typologies
MBTI uses four dimension of personality to
identify different personality

28. 1. Extroversion versus introversion (EI) - measures an
individual’s orientation toward the inner world of ideas (I)
or the external world of the environment (E).
2. Sensing versus intuitive (SN) - indicates an individual’s
belief on information gathered from the external world (S)
or from the world of ideas (N).

29. 3. Thinking versus feeling (TF) - reflects one’s
preference of evaluating information in an analytical
manner (T) or on the basis of values and beliefs (F).
4. Judging versus perceiving ( JP) - reflects an
attitude toward the external world that is either task
completion oriented (J) or information seeking (P).

31. How could the MBTI
help managers?
instrument believe that it’s important
to know these personality types because
they influence the way people interact
and solve problems.

32. Enhancing Your
Career

34. 1. Know yourself. Know you strength and
weaknesses
2. Manage you reputation. let others both
inside and outside your current organization know
about your achievement. Make your achievements
visible.

35. 3. Build and maintain network contacts. It a
world of high mobility, you need contacts. Join
national and local professional associations, attend
conferences.
4. Keep current. Develop specific skills and abilities
in high demand.

36. 5. Balance your specialist and generalist
competencies. Stay current within your technical specialty,
but also develop general competencies that give you the
versatility to react to an ever-changing work environment.
6. Keep your options open. Always have contingency
plans prepared that you can call
on when needed.

37. 7. Document your achievements.
Employers are increasingly looking to what
you’ve accomplished rather than the titles
you’ve held. Seek jobs and assignments
that provide increasing challenges and
offer objective evidence of your
competencies.

38. Thank you!!