C12

• Career


  The pattern of work-related experiences that span the course of a person's life
• Career


  • Includes both objective events, such as jobs, and subjective views of work, such as the person's attitudes, values, and expectations
• Career choice


  The job and occupational choices an individual makes during a career
• Factors influencing career choice

  • Forces within the individual
  • The organization
  • Other external forces (e.g., society, family, the educational system)
• Relationship of career to non-work activities


  One must consider all of an individual's skills, abilities, and interests<|>One must recognize the impact and value that relationships outside of work have on employees<|>People come to organizations for specific reasons; those reasons often change as they age
• Career development


  An ongoing process by which individuals progress through a series of stages, each of which is characterized by a relatively unique set of issues, themes, and tasks
• Career planning


  A deliberate process of becoming aware of self, opportunities, constraints, choices, and consequences, identifying career-related goals, and programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain a specific career goal
• Career management


  An ongoing process of preparing, implementing, and monitoring career plans, undertaken by the individual alone or in concert with the organization's career systems
• Career development activities


  • Influenced by the individual
  • Information provided to the individual
  • Influenced by the organization
  • Information provided to the organization
• Stages of life and career development

  Common experiences, challenges, or tasks most people seem to go through as their life or career progresses<|>Stage view helps to predict likely crises and challenges and therefore plan ways to resolve or minimize them<|>Stage views of development have their limitations as all individuals are unique and will not have the same experiences
• Linear career concept


  A progression of movement up an organizational hierarchy to positions of greater responsibility and authority, motivated by desire for power and achievement, with a variable time line
• Expert career concept


  A devotion to an occupation, focus on building knowledge and skill within a specialty, little upward movement in a traditional hierarchy, more from apprentice to master, motivated by desire for competence and stability, rooted in the medieval guild structure
• Spiral career concept


  A lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties, sufficient time to achieve a high level of competence in a given area before moving on, motives include creativity and personal growth
• Transitory career concept


  A progression of frequent (three to five years) moves across different or unrelated jobs or fields, untraditional, motives include variety and independence
• The process of career management

  1. Planning for career activities

  2. Putting those plans into action
• Career management model


  Represents an ideal career management process, the way people should conduct career management, not a description of what the typical person actually does
• Career culture


  An organization's career culture is defined by its structure, what forms of performance it values, and the rewards it offers employees<|>An organization's career culture should support its strategic direction
• HRD and career development professional's responsibility

  • Start with the recognition that each individual "owns" his or her career
  • Create information and support for the individual's own efforts at development
  • Recognize that career development is a relational process in which the career practitioner plays a broker role
  • Become an expert on career information and assessment technologies
  • Promote work planning that benefits the organization as a whole
• Career development tools and their usage

  • Employee self-assessment tools
  • Individual counseling or career discussions
  • Internal labor-market information exchanges
  • Job matching systems
  • Organizational potential assessment processes
  • Development programs
• Career plateau


  The point in a career where the likelihood of additional hierarchical promotion is very low, a traumatic experience for many employees, accompanied by feelings of stress, frustration, failure, and guilt
• Enrichment: career development without advancement


  Certification programs and mastery paths that specify selection criteria and identify performance expectations<|>Training requirements to move through various levels of expertise within a job<|>Retraining programs<|>Job transfers or rotation
• Issues in career development

  • Developing career motivation
  • The career plateau
  • Career development for nonexempt employees
  • Enrichment: career development without advancement
• Enhancing organizational career development efforts

  • Integrate individual developmental planning with organizational strategic planning
  • Strengthen the linkages between career development and other HRM systems
  • Move career development systems toward greater openness