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Career Management and
Development
Chapter 12
Werner & DeSimone (2006) 1
Questions for Discussion
1. When you think about the term
“career,” what comes to your mind?
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Questions for Discussion – 2
2. What is meant by the idea of a
“new” employment relationship?
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Questions for Discussion – 3
3. Does it make sense to speak of
careers and career planning in
today’s business environment?
Werner & DeSimone (2006) 4
Questions for Discussion – 4
4. What are the typical issues employees
face as they progress through their
careers?
Werner & DeSimone (2006) 5
Questions for Discussion – 5
5. What types of career development
activities are actually used?
Werner & DeSimone (2006) 6
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HRD and Career Development
Understanding employee careers
Influencing those careers
Changing KSAOs to reflect changes in
environment
Assist employees in preparing for new
work and enhance their employability
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The “New Employment
Relationship”
OLD NEW
If competent and No promise of
reliable, job for life
Survivability
“Entitlement” mentality
Nonacquisition
Paternalistic companies
Room for promotion
Loyalty expected up and
Job until retirement
down
Money for your
pension
Undying loyalty up or
down
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Results of “New Relationship”
Individuals responsible for their own
development
Must demonstrate value added to
company
Must understand nature and nuances of
business
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Employers Should:
Provide opportunities for development
Allow for employee participation in
Decision making
Career management
Performance-based compensation
Werner & DeSimone (2006) 10
What is a “Career”?
The property of an organization or
occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of person’s work pattern
Werner & DeSimone (2006) 11
“Career” Defined
“The pattern of work-related
experiences that span the course of a
person’s life.”
Includes objective and subjective views
of work
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Relationship of Career to
Nonwork Activities
Must consider all of person’s skills,
abilities, and interests
Also must look at family and
societal influences
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Career Development
“An ongoing process by which
individuals progress through a
series of stages, each of which can
be characterized by relatively
unique set of issues, themes and
tasks.”
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Career Planning
A deliberate process of:
Becoming aware of
Self
Opportunities
Constraints
Choices
Consequences
Identifying career-related goals
Working to attain career goals
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Career Management
“Process of preparing, implementing
and monitoring career plans undertaken
by the individual alone or in concert
with the organization’s career systems.”
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Spectrum of Career
Development Activities
By Permission: Hall (1986)
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Stages of Life and Career
Development
Stage views of adult development:
Erik Erickson
Daniel Levinson
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Erikson’s Stages of Life
Basic trust vs. mistrust
Autonomy vs. shame and doubt
Initiative vs. guilt
Industry vs. inferiority
Identity vs. role confusion
Intimacy vs. isolation
Generativity vs. stagnation
Ego integrity vs. despair
Werner & DeSimone (2006) 19
Levinson’s Eras or Seasons of
Life (Figure 12-2)
By Permission: Levinson, et al (1978)
Werner & DeSimone (2006) 20
Stage Views of Career
Development
Traditional model of career development
Five stages in Greenhaus et al. model:
Preparation for Work (0–25)
Organizational Entry (18–25)
Early Career (25–40)
Midcareer (40–55)
Late Career (55–retirement)
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Other Views of Career
Development
Protean career – individuals must reinvent
their careers over time (Hall & Mirvis)
Multiple career concept model:
Linear – steady movement up the hierarchy
Expert – devotion to expertise within an
occupation
Spiral – periodic moves across related occupations
Transitory – frequent moves across different jobs
or fields
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A Model of Career
Management
By Permission: Greenhaus, et al (2000)
Werner & DeSimone (2006) 23
Summary of Career
Management Activities
Career exploration
Awareness of self and environment
Goal setting
Strategy development
Strategy implementation
Progress toward goal
Feedback from work and nonwork sources
Career appraisal
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Organizationally Oriented
Career Management Models
Pluralistic approach (Brousseau et al.) –
aligning individual and organizational
interests.
Systems view (Nicholson):
People system
Job market system
Management and information system
Team-based career development (Cianni &
Wnuck)
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Roles in Career Management
Who is responsible for career
development?
Individual
Manager
HRD professional/career counselor
For all, it is a cyclical and
continuing process
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The Individual’s Role
Knowing What
Knowing Why
Knowing Where
Knowing Whom
Knowing When
Knowing How
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Manager’s Responsibilities
Coaching
Appraising
Advising
Referring
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HRD Professional’s
Responsibility
Includes career development professional
Recognize individual's career ownership
Be a broker for career development (CD)
Develop expertise in CD and assessment technologies
Create support and info for individual efforts
Promote work planning over career planning
Promote learning through work
Be interventionist
Promote mobility and lifelong learner
Use existing resources
Werner & DeSimone (2006) 29
Career Development Practices
and Activities
Self-assessment activities
Self-Directed Search (Holland)
What Color is Your Parachute? (Bolles)
Other workbooks and workshops
Individual counseling
Career planning and advancement
Outplacement
Preretirement counseling
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Career Development Practices
and Activities – 2
Internal labor market information
Job posting
Career paths
Skills inventory
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Organization Potential
Assessment
Assessing individuals to ensure they are available and
qualified to fill key positions when they become
vacant
Assesses promotability of employees
Managerial
Professional
Technical
Assessments of organizational potential
Potential ratings
Assessment centers
Succession planning
Werner & DeSimone (2006) 32
Career Development Practices
and Activities – 3
Developmental programs
Job rotation
Mentoring
Assessment centers (used for both
evaluating potential and developing
employees)
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Current Issues in Career
Development – 1
Developing career motivation (M.
London):
Career resilience – the ability to resist
career barriers or disruptions
Career insight – realistic perceptions
about one’s career goals
Career identity – the extent to which
people define themselves by their work
Werner & DeSimone (2006) 34
Current Issues in Career
Development – 2
Career plateaus:
The likelihood of future advancement or
promotion is very low
Important to look at the individual’s
perceptions of being plateaued – i.e., how
they feel about their situation (G. Chao)
Can one be “successfully plateaued?”
Look at Table 12-8
Werner & DeSimone (2006) 35
Current Issues in Career
Development – 3
Career development for nonexempt
employees:
If we are serious about our definition of a
career, then career development should
not focus primarily on salaried employees.
Not much research on career issues for
blue-collar and other nonexempt-level
employees
Examples: Corning and Lockheed Marine
Werner & DeSimone (2006) 36
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Current Issues in Career
Development – 4
Enrichment – Career development
without advancement:
Build additional expertise into an
employee’s current area of work – e.g.,
Retraining
Certification programs
Mastery paths
Job transfer or rotation (without a promotion)
Werner & DeSimone (2006) 37
Current Issues in Career
Development – 5
Work/Life Balance Issues – conflicts that
arise between work and nonwork issues –
e.g., work-family conflict
Good news: Organizations are paying more
attention to issues of work/life balance.
Concern: The “costs” of success, e.g., career
success/personal failure. Many successful people
feel highly alienated from their own values, and
from their families because of the demands of
their careers (Korman & Korman, 1981).
Werner & DeSimone (2006) 38
Effective Career Development
Systems
Need a systems approach to career
development (Gutteridge et al., 1993):
Identify needs for career development
Build a vision for change
Develop a plan for action
Implement for impact and longevity
Evaluate and maintain results
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How to Improve Career
Development Efforts – 1
1. Integrate career planning with the
organization’s strategic planning efforts.
2. Strengthen the linkages between career
development and other HR systems.
3. Increase the openness of career
development systems (i.e., less secretive).
4. Enhance the role of managers in career
development.
5. Expand team-based development efforts.
Werner & DeSimone (2006) 40
How to Improve Career
Development Efforts – 2
6. Increase the use of on-the-job
development efforts (rather than “one
shot” training).
7. Encourage job enrichment and lateral job
movement.
8. Identify and develop transferable job
competencies.
9. Include personal values and lifestyle
assessments within career development
activities.
Werner & DeSimone (2006) 41
How to Improve Career
Development Efforts – 3
10. Implement a wide variety of approaches
to accommodate different learning styles.
11. Link career development to the
organization’s quality (TQM) initiatives.
12. Expand the measurement and evaluation
of career development activities.
13. Continue to study best practices in career
management and development in a global
context.
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Summary
The best career development is likely
to be done...
In the context of a __________ approach
As a joint effort between:
____________________
____________________
____________________
You need to be ____________ in
managing your own career
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