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Career Planning & Development
You can download this presentation file at: www.exploreHR.org Visit  www.exploreHR.org  for more presentations on Human Capital Strategy and Personal Development
Career Planning and Development ,[object Object],[object Object]
Organizational Initiatives ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Organizational  Initiatives
[object Object],[object Object],[object Object]
2. Mentoring activities ,[object Object]
[object Object],2. Mentoring activities
[object Object],[object Object],3. Career resource centers
[object Object],[object Object],3. Career resource centers
[object Object],3. Career resource centers
4. Managers as career counselors ,[object Object],[object Object],[object Object],[object Object]
5. Career development workshop ,[object Object],[object Object]
5. Career development workshop ,[object Object]
5. Career development workshop ,[object Object],[object Object],[object Object],[object Object],[object Object]
5. Career development workshop ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
7. Performance appraisal ,[object Object],[object Object]
8. Career Path ,[object Object],[object Object]
8. Career Path ,[object Object],[object Object]
Three Types of Career Path  Basis is formal analysis and definition of options Basis is organizational need, management style, expediency Basis is informal, traditional Used as a basis for career planning Usually consistent with job evaluation and pay practices Used as basis for promotions and transfers Calls for change; new career options Used as a basis for career planning Reflects prevailing management values and atti­tudes regarding careers Perpetuates the change: way careers have always been Rational paths that could be followed willingly Paths determined by prevailing needs for staffing the organization Actual paths created by the past movement of employees among management jobs Paths that are logically possible based on analysis of what activities are actually performed on the job Paths defined or dictated by management to meet operating needs; progression patterns that fit prevailing organizational needs Past patterns of career progression; how the incumbents got where they are Behavioral Organizational Historical
Individual Initiatives ,[object Object],[object Object],[object Object],[object Object]
1. Career Planning ,[object Object],[object Object]
1. Career Planning ,[object Object],[object Object]
2. Career Awareness ,[object Object],[object Object]
[object Object],[object Object],2. Career Awareness
[object Object],[object Object],2. Career Awareness
3. Career Resource Center ,[object Object]
3. Career Resource Center ,[object Object]
4. Interests, Values, and Competencies Analysis ,[object Object]
4. Interests, Values, and Competencies Analysis ,[object Object]
Source of Reference: Jerry Gillet and Seteven Eggland,  Principles of Human Resource Development , Perseus Books Group.

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Career Planning and Development

  • 1. Career Planning & Development
  • 2. You can download this presentation file at: www.exploreHR.org Visit www.exploreHR.org for more presentations on Human Capital Strategy and Personal Development
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  • 22. Three Types of Career Path Basis is formal analysis and definition of options Basis is organizational need, management style, expediency Basis is informal, traditional Used as a basis for career planning Usually consistent with job evaluation and pay practices Used as basis for promotions and transfers Calls for change; new career options Used as a basis for career planning Reflects prevailing management values and atti­tudes regarding careers Perpetuates the change: way careers have always been Rational paths that could be followed willingly Paths determined by prevailing needs for staffing the organization Actual paths created by the past movement of employees among management jobs Paths that are logically possible based on analysis of what activities are actually performed on the job Paths defined or dictated by management to meet operating needs; progression patterns that fit prevailing organizational needs Past patterns of career progression; how the incumbents got where they are Behavioral Organizational Historical
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  • 33. Source of Reference: Jerry Gillet and Seteven Eggland, Principles of Human Resource Development , Perseus Books Group.