ExploreHR Career Planning Guide

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Career Planning &
Development

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Career
Planning and
Development
• Organizational Initiatives
• Individual (employee) Initiatives

Organizational
Initiatives
1.A job posting system
2.Mentoring activities
3.Career resource centers
4.Managers as career counselors

5.Career development workshops
6.Human resource planning and
forecasting
7.Performance appraisals
8.Career pathing programs.
Organizational
Initiatives

1.Job posting system
• Job posting is an organized process that allows
employees to apply for open positions within the
organization.
• They can respond to announcements and postings
of positions and then be considered along with
external candidates.

2. Mentoring activities
• The primary purpose of a mentoring system
is to introduce people to the inner network of
the organization, which may assist them in
their career advancement.

• Mentoring systems help clarify the ambiguous
expectations of the organization, provide
objective assessment of the strengths and
weaknesses of new employees, and provide a
sounding board for participants.
2. Mentoring activities

• A career resource center returns the
responsibility of career development to the
employee.
• The center offers self-directed, self-paced
learning, and provides resources without
creating dependence on the organization.
3. Career resource centers

• Career development works only if employees
accept responsibility for their own careers.
• One of the fundamental goals of career
development is to help facilitate career decision
making, which helps to develop career
exploration and evaluation competencies.

• The primary services provided at career resource
centers are : educational information, career
planning, and personal growth, and job-finding
skills.

4. Managers as career counselors
• This initiatives bring several unique advantages to the
career counseling role. Managers:
• can make realistic appraisals of organizational
opportunities
• can use information from past performance
evaluation to make realistic suggestions concerning
career planning
• have experienced similar career decisions and can
be empathetic toward the employee

5. Career development workshop
• Career development workshop is
designed to encourage employees to
take responsibilities for their careers.
• Employees can reflect on their present
occupation in order to determine their
level of satisfaction.

• Thus, workshops and seminars are
excellent vehicle for orienting employees
to career/life planning, a major
component of career development.

• Workshops and seminars seeks to address several basic
questions:
• Where are you in your career and your life?
• What are your goals, interests, values, choices, and
skills?
• Where do you want to be in your career in the future?
• What are your career options?

• What knowledge and skills do you need to attain your
goals?
• How do you plan to gain knowledge and skills?
• Is your plan realistic? What are the obstacles? What
obstacles are self-imposed?
• What is your commitment to developing your career?

6. Human resource planning
and forecasting
• Human resource planning is viewed
process of analyzing an organization's
human resource needs under changing
conditions and developing the activities
necessary to satisfy these needs.

6. Human resource planning
and forecasting
• From the analysis of needs, priorities can
be determined and human resources can
be allocated to satisfy existing future
needs through career management.

7. Performance
appraisal
• Performance appraisals are a tool HRD
practitioners can use to guide and direct
future growth opportunities for
employees.
• This should aid in the development of a
person's career as well as enhance
communications and understanding.

8. Career Path
• Career path is the sequencing of work
experiences, usually different job assignments, in
order to provide employees with the opportunity
to participate in many aspects of a professional
area.
• For example, in order for a salesperson to move
up the ladder to regional manager, it is important
that he or she understand all aspects of the job.

8. Career Path
• Therefore, a career path in sales might include a
period of time in sales, account supervision, and
district management.
• By experiencing each of these related but
different occupations, the employee can develop
a better understanding of the broad role of
regional manager.

Historical Organizational Behavioral
Past patterns of career
progression; how the
incumbents got where they
are
Paths defined or dictated by
management to meet
operating needs;
progression patterns that fit
prevailing organizational
needs
Paths that are logically
possible based on analysis
of what activities are
actually performed on the
job
Actual paths created by the
past movement of
employees among
management jobs
Paths determined by
prevailing needs for staffing
the organization
Rational paths that could be
followed willingly
Perpetuates the change:
way careers have always
been
Reflects prevailing
management values and
attitudes regarding careers
Calls for change; new
career options
Used as a basis for career
planning
Used as basis for
promotions and transfers
Usually consistent with job
evaluation and pay practices
Used as a basis for career
planning
Basis is informal, traditional Basis is organizational need,
management style,
expediency
Basis is formal analysis and
definition of options
Three Types of Career Path

Individual Initiatives
1.Career Planning
2.Career Awareness
3.Career Resource Center
Utilization
4.Interests, Values, and
Competency Analysis

1. Career Planning
• Career planning is the process of setting
individual career objectives and creatively
developing activities that will achieve them.
• Career planning can also be seen as a
personal process, consisting of three criteria:
(1) broad life planning, (2) development
planning, and (3) performance planning

1. Career Planning
• The HRD practitioner has an obligation to
encourage as well as provide for the utilization
of career planning on the part of employees.
• Career planning is the employee's counterpart
to the organization's overall human resource
planning activity.

2. Career Awareness
• Employees are ultimately responsible for the
development of their own careers.
• Employees control decisions such as whether to
remain in the organization, whether to accept
specific occupational assignments, whether to
perform at acceptable levels, and even whether to
engage in personal growth activities through
training or professional continuing education.

• The role of the HRD practitioner is to provide the
means and the information to assist in personal
career decision making.
• HRD practitioners must develop a climate and
culture that is conducive for growth, one that
encourages career development.
2. Career Awareness

• Employees, in turn, should take advantage of that
climate and be aware of the important
components of career development.
• They need to construct plans that will enable
them to accomplish their career goals, analyze
potential career areas, and determine if they
possess the skills, competencies, and knowledge
necessary to be considered serious candidates
for such positions.
2. Career Awareness

3. Career Resource Center
• Most career resource centers provide occupational
guides, educational references, career planning
guides, and computer programs aimed at assisting
employees in determining their career interests,
values, and competencies.

3. Career Resource Center
• These materials increase the effectiveness and
efficiency of career planning and provide
employees with alternative approaches to career
development.

4. Interests, Values, and
Competencies Analysis
• The Strong-Campbell Interest Inventories, The
Self-Directed Search, and VISTA (ACT) are
examples of interest inventories designed to
provide employees with important information
about their career interests, values, and
competencies.

4. Interests, Values, and
Competencies Analysis
• These tests are easily administered and can
provide the vital baseline data essential in
career planning and career enhancement.

Source of Reference/Recommeded Further Reading:
Jerry Gillet and Steven Eggland, Principles of Human
Resource Development, Perseus Books Group.
You can obtain this excellent book at this link :http://www.amazon.com/Principles-Human-Resource-
Development-Gilley/dp/0738206040/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1219799658&sr=1-1

ExploreHR Career Planning Guide

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ExploreHR Career Planning Guide