Career

PowerPoint Presentation: 

Material Labour Other Expenses Direct Indirect All Indirect Expenses can be categorized Into Overheads

Comparison of Traditional Career and Protean Career:: 

Comparison of Traditional Career and Protean Career: Dimension Traditional Career Protean Career Goal Promotions Salary increase Psychological success Psychological contract Security for commitment Employability for flexibility Mobility Vertical Lateral Responsibility for Management Company Employee Pattern Linear and expert Spiral and transitory Expertise Know how Learn how Development Heavy reliance on formal training Greater reliance on relationships and job experiences

Different generations of employees have different career needs and interests:: 

Millennium (0 to early 20s) Generation X (mid-20s to early 40s) Baby Boomers (mid-40s to mid-50s) Traditionalists (late 50s to early 80s) Different generations of employees have different career needs and interests:

A Model of Career Development (continued): 

A Model of Career Development (continued) Exploration Establishment Maintenance Disengagement Developmental tasks Identify interests, skills, fit between self and work Advancement, growth, security, develop life style Hold on to accomplishments, update skills Retirement planning, change balance between work and non-work Activities Helping Learning Following directions Making independent contributions Training Sponsoring Policy making Phasing out of work Relationships to other employees Apprentice Colleague Mentor Sponsor Typical age Less than 30 30 – 45 45 – 60 61+ Years on job Less than 2 years 2 – 10 years More than 10 years More than 10 years

The career management process:: 

The career management process: Self-Assessment Reality Check Goal Setting Action Planning

Elements of Career Management Websites: 

Elements of Career Management Websites User Access Website Features Self-assessment tools Jobs database Training resources Employee profile database Job data Matching engine Salary information Tools and services – Assessment, online Career management advice Training programs, development resources

Shared Responsibility: Roles in Career Management: 

Shared Responsibility: Roles in Career Management Manager Employees Company HR Manager

Managers’ Role in Career Management: 

Managers’ Role in Career Management Roles Responsibilities Coach Probe problems, interests, values, needs Listen Clarify concerns Define concerns Appraiser Give feedback Clarify company standards Clarify job responsibilities Clarify company needs Advisor Generate options, experiences, and relationships Assist in goal setting Provide recommendations Referral agent Link to career management resources Follow up on career management plan

HR Manager’s Role in Career Management: 

HR Manager’s Role in Career Management

Company’s Role in Career Management: 

Company’s Role in Career Management

Career anchors: 

27 Career anchors A way to describe self-images within the internal career The instrument can be used by, Individual Pair of people (for example, couples) who will explore their career options jointly, In workshops In career counseling by managers Organizations conducting human resource inventories As part of an organization’s personnel development planning Placement and career counseling services.

“Career” means how an individual’s work life develops over time and how it is perceived by that person. A combination of perceived areas of competence, motives, and values that one would not give up; represents one’s real self. The Internal Career and Its Anchors Progress can be measured along three basic dimensions, which correspond to the movement within an organization or occupation: 

28 “Career” means how an individual’s work life develops over time and how it is perceived by that person. A combination of perceived areas of competence, motives, and values that one would not give up; represents one’s real self. The Internal Career and Its Anchors Progress can be measured along three basic dimensions, which correspond to the movement within an organization or occupation

The Internal Career and Its Anchors: 

29 The Internal Career and Its Anchors Career progress can be measured along three basic dimension, which correspond to the movement within an organization or occupation

Diagram: 

30 Diagram Movement as rotation through organization functions, such as “sales” and “production”. Hierarchical success-represented by movement along the “rank” dimensions in the figure-is a function of attaining or surpassing the level to which a person aspires. “Inclusion of centrality” is represented by distance from the central axis of the cone. Career movement occurs along horizontal, lateral, and vertical lines Career paths are complex interactions Career paths are complex interactions of these three kinds of movement Role of aspiration and self-image

Types of Career Anchors: 

31 Types of Career Anchors One’s career anchor will describe one’s attitude to one’s occupation. Eight career anchors

Technical/Functional Competence: 

32 Technical/Functional Competence Would not give up the opportunity to apply his or her skill in that area and will continue develop those skills to an ever higher level. Derive their sense of identity from the exercise of their skills Most happy when their work permits them to be challenged in those areas May be willing to manage others in their technical or functional area Not interested in management for its own sake Would avoid general management

General Managerial Competence: 

33 General Managerial Competence Would not give up the opportunity to climb level high Want to be responsible and accountable for the total result and they identify their own work with the success of the organization for which they work Ambition is to obtain generalist job A high managerial level in a function does not interest them

Autonomy/Independence: 

34 Autonomy/Independence Would not give up the opportunity to define his or her work in his or her way Wants to remain in jobs that allow flexibility regarding when and how to work Do not stand organizational rules and restriction Turn down the opportunities for promotion and advancement in order to retain autonomy May even seek to have business of their own in order to achieve a sense of autonomy; however, this motive is not the same as the entrepreneurial creativity

Security/Stability : 

35 Security/Stability Employment security/stability, the most important thing Main concern is to achieve a sense of having succeeded so that they can relax May involve trading personal loyalty and willingness to do whatever the employer wants for some promise of job tenure Less concerned with the content of their work and ranks they achieve in the organization, although they achieve high levels Always are concerned with these issues and build their entire self-images around the management of security and stability

Entrepreneurial Creativity: 

36 Entrepreneurial Creativity Would not give up the opportunity to create an organization or enterprise of their own, built on their own ability and their willingness to take risk and overcome obstacles Create an enterprise that is a result of their own efforts May be working for others while they are learning and assessing future opportunities, but they will go out on their own as soon as they can Want their enterprise to be financially successful in order to prove their abilities.

Service/Dedication to a Cause: 

37 Service/Dedication to a Cause Would not give up is the opportunity to pursue work that achieves something of value, Pursue such opportunities even if it means changing organization Do not accept transfers or promotions that would take them out of the work that fulfills those values

Pure Challenge: 

38 Pure Challenge Would not give up the opportunity to search for solutions to seemingly unsolvable problems, to win out over tough opportunities, or to overcome difficult obstacle Reason they work, as it permits them to win over the impossible In intellectual kind of work Novelty, variety, difficulty become ends in themselves, and if something is easy it immediately becomes boring.

Lifestyle : 

39 Lifestyle Would not give up a situation that permits him or her to balance and integrate personal needs, family needs, and requirement of his or her career Want to make all the major sectors of their lives work together towards an integrated whole, need career situation that provide enough flexibility May have to sacrifice some aspect of their careers Define success in terms broader then just career success Tied up with how they live their lives, where they live, how they deal with their family situations, and how they develop themselves than they are with any particular job or organization.

Unity and Immutability of the Career Anchors: 

40 Unity and Immutability of the Career Anchors One thing a person would not give up if forced to make choice. One anchor-the one set of talents, values, and motives at the top of one’s personal hierarchy However, many career situations make it possible to fulfill several sets of talent, motives, and values, making a choice unnecessary and thus preventing the person from finding out what is really at the top of his or her hierarchy.

Implications of the Career-Anchor Model: 

41 Implications of the Career-Anchor Model Determine what the person will seek in a job Organization will be able to forecast the type of work, the benefits, the promotion system, and the recognition will be sought by a Utilized for career planning of individuals Improve the personal placement, counseling, and management

PowerPoint Presentation: 

42 Four preferences of having any of the eight career anchors

PowerPoint Presentation: 

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