CAREER

MANAGEMENT
AND
DEVELOPMENT
By: Janelle Tumampos
PaHRM
CAREER MANAGEMENT
 Career management is concerned with the provision of
opportunities for people to develop their abilities and
their careers in order to ensure that the organization
has the flow of talent it needs and to satisfy their own
aspirations.
 It is about integrating the needs of the organization
with the needs of the individual.
CAREER MANAGEMENT
The aims of career management
• For the organization, the aim of career
management is to meet the objectives of its talent
management policies, which are to ensure that there
is a talent fl ow that creates and maintains the
required talent pool.
• For employees, the aims of career management
policies are to give them the guidance, support and
encouragement they need to fulfil their potential and
achieve a successful career with the organization in
tune with their talents and ambitions.
CAREER DEVELOPMENT
A career development strategy might include the following activities:
• a policy of promoting from within wherever possible;
• career routes enabling talented people to move from bottom to top of the
organization, or laterally in the firm, as their development and job
opportunities take them; • personal development planning as a major part of
the performance management process, in order to develop each individual’s
knowledge and skills;
• systems and processes to achieve sharing and development of knowledge
(especially tacit) across the firm;
• multi-disciplinary project teams with a shifting membership in order to offer
developmental opportunities for as wide a range of employees as possible.
Development & Training

• Development refers to learning experiences that help

employees grow and prepare for the future

• Development often involves voluntary learning not tied

directly to the current job

• Training is related to the current job and typically

required

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CAREER PLANNING
Career planning involves the definition of career paths
• the routes people can take to advance their careers within an
organization.
• It uses all the information provided by the organization’s
assessments of requirements, the assessments of performance and
potential and management succession plans and translates it into
the form of individual career development programs and general
arrangements for management development, career counselling
and mentoring.
Career Planning

• Management responsibilities:
• Encourage career planning process,
• Assess realism of employee’s plans,
• Provide information to employee about career planning resources, and
career development opportunities such as job openings, training
programs, and rotation assignments.
Changing Nature of Careers

• The employment contract: Employees as free agents

• Career competencies
• Self-management
• New career paths: More webbed than straight
• Early & delayed retirement
Importance of Career Planning to
Organizations

• Effective utilization of human resources

• Align staffing requirements to strategy
• Develop promotable employees
• Affirmative action and Equal employment opportunity
• Assists in meeting goals
• Assists in diversity management
Career Stages

Exploration stage

Establishment stage

Maintenance stage

Late Career stage

Exploration Stage

• Task Needs:
• Experiencing varied
job tasks
• Self assessment
• Job choice
• Social-emotional
needs
• Occupational self-
image
• Settling down
Establishment Stage

• Task needs
• Learn the ropes
• Get challenging jobs
• Increase competence
• Be innovative
• Emotional needs
• Deal with competition,
failure, conflicts
• Develop autonomy
 Maintenance Stage

• Task needs
• Technical updating
• Coaching skills
• Continue to rotate into
new areas
• Develop broad view of
career
• Social-emotional needs
• Express midlife feelings
• Rethink work, family
Late Career Stage

• Task needs
• Remain productive
• Plan for retirement
• Shift role from power to
guidance
• Identify successors
• Develop outside interests
• Social emotional needs
• Re-envision work
• Develop outside identity
Development Planning
1. Self-assessment—identifying opportunities and areas
for improvement

2. Reality check—identifying what needs are most

realistic to develop

3. Goal setting—establishing goals to focus development

efforts

4. Action planning—creating a plan to determine how

goals will be achieved
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Approaches to Management and Development

Formal Executive Personality Assessment Performance

Education Education Tests Center Appraisal

Enlarging
360-Degree Lateral
the Current Job Rotation Transfers
Feedback Moves
Job

Downward Temporary Volunteer

Promotions Sabbaticals
Moves Assignments Work

Succession
Mentoring Coaching
Planning

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Formal Education

• Formal education may take many forms

• on-site or off-site programs tailored
specifically for a company’s employees
• short courses offered by consultants or
academic institutions
• on-campus university programs

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Executive Education

• Includes executive MBA/ MPA programs and specialized curricula on

topics such as leadership, entrepreneurship, and global business

• Blended learning is common

• Educational institutions have begun offering in-house, customized

programs

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Assessment

• Involves collecting information and providing feedback about

behavior, communication style, and skills
• Assessment may help:
• identify managerial potential
• identify strengths and weaknesses of members in teams
• self-awareness

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NEO Personality Inventory

• The Big Five personality dimensions:

• emotional stability (relaxed, non-worrier)
• extraversion (sociable, outgoing)
• openness (willing to try new things)
• agreeableness (friendly, polite)
• conscientiousness (hardworking, detail oriented)

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The DISC

• Measures personality and behavioral style:

• dominance (directness, forcefulness)
• influence (sociability, persuasiveness)
• steadiness (cooperativeness, dependability)
• conscientiousness (accuracy, competency)

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Myers-Briggs Type Indicator

• Identifies 16 personality types based on preferences for:

• introversion (I) or extraversion (E)
• sensing (S) or intuition (N)
• thinking (T) or feeling (F)
• judging (J) or perceiving (P)

• Each personality type has implications for work habits and

interpersonal relationships

• You may try it https://www.16personalities.com/

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Assessment Centers

• Multiple raters assess employees in several exercises

• Typically used to identify personality characteristics,

administrative skills, and interpersonal skills for managerial
jobs

• Increasingly used to determine if employees have the skills

to work in teams

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360-Degree Feedback

360-degree feedback is a feedback process where not just your

superior but your peers and direct reports and sometimes even
customers evaluate you. 

• Individuals' complete questionnaires rating the employee on a number

of different dimensions

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Benefits of 360

• There are many benefits of 360:

• Feedback is obtained from multiple perspectives
• Employees gain a better perspective of their strengths
and areas for improvement
• These systems help to formalize the feedback process

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Challenges with 360

• Potential limitations include:

• Time demands placed on raters
• Employees may retaliate against raters
• Facilitators may be required to interpret results
• Companies may fail to provide opportunities to act on
feedback

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Job Experiences

• Most development occurs through job experiences

• Development most likely occurs when employees are given

“stretch” assignments

• Job experiences perceived as positive stressors challenge

employees and stimulate learning

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Enlarging the Current Job

• Job enlargement involves adding challenges and new responsibilities to

the current job

• “Two-in-a-box”
• Enlarging jobs by giving two managers the same title and responsibilities and
allowing them to divide work as they see fit

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Job Rotation & Lateral Moves

• A series of assignments in different functional areas of the

company or within a single functional area

• Job rotation helps employees gain an overall appreciation of the

company and develop a network

• Lateral moves help retain employees who want new experiences

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Effective Job Rotation
• Linked to specific developmental needs
• Provides experiences needed for
managerial positions
• Employees understand the skills to be
developed
• Timed to minimize workload costs
• All employees are given equal opportunity

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Temporary Assignments,
Volunteering & Sabbaticals
• Temporary assignments involve exchanging
employees so companies can better
understand each other
• Community volunteer assignments may
provide opportunities to learn new skills
• A sabbatical involves a leave of absence to
renew or develop skills

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Transfers, Promotions &
Downward Moves
• A transfer involves reassigning an employee to a different
area of the company

• A promotion involves advancement to a position of greater

responsibility and authority

• A downward move involves a position with less responsibility

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Buy-In for Relocation
• Provide information about content, challenges, and benefits
• Send the employee to preview the new location
• Educate how the new job will affect income, taxes, and
expenses
• Assist with selling and securing housing
• Assign a host to help with adjustment
• Provide an orientation program

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Mentoring
• Involves an experienced, senior employee helping to develop a less
experienced one

• Helps socialize new employees, develop managers, and provide

opportunities without regard to race and gender

• Most relationships develop informally, but some companies have

formal programs

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Protégé Benefits

• Benefits for protégés include:

• career support
• psychosocial support
• skill development
• higher rates of promotion
• higher salaries
• greater organizational influence
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Mentors Benefit Too

• Benefits for mentors include:

• developing interpersonal skills
• increased self-esteem
• increased sense of worth to the company
• access to new knowledge in their field

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Formal Mentoring Programs

• Carefully select mentors

• Make participation voluntary
• Ensure the process does not hinder informal relationships
• Match based on how the mentor’s skills can meet a protégé’s
needs
• Clarify roles and expectations
• Specify a minimum amount of contact time
• Encourage continued relationships

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Coaching

• A peer or manager who works with an employee to develop

skills, motivate, and provide feedback

• A coach can play three roles:

• developing high potential managers
• helping employees learn for themselves
• providing valuable resources

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Succession Planning

• Identifying, developing, and tracking employees who are

capable of moving into different positions
• Key benefits
• prepares future leaders and builds “bench strength”
• minimizes disruptions when key employees leave
• helps plan development experiences
• attracts and retains employees

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 Nine Box Grid

The 9-box grid is an individual assessment tool that

evaluates an employee's current and potential level of
contribution to the organization.
The vertical columns of the grid indicate growth potential,
and the horizontal rows identify whether the employee is
currently below, meeting or exceeding performance
expectations.
The intersection of the two determines the employee's
current standing and where development may be needed

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Should results be public?

• Advantages
• employees may stay because they understand
promotion prospects
• employees who are not interested may
communicate their intentions

• Disadvantages
• employees not targeted may become
discouraged and/or leave

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 Dysfunctional Behaviors
• Development may help alleviate dysfunctional behaviors

• “Toxic” behaviors include insensitivity, aggression, arrogance,

and poor conflict-management skills

• A combination of assessment, training, and counseling could be

used

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 Onboarding

• Onboarding is a human resources industry term referring to the process of

introducing a newly hired employee into an organization. 
• Compliance—legal and policy-related rules and regulations

• Clarification—job and performance expectations

• Culture—company history, traditions, values, and norms

• Connection—developing formal and informal relationships

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Effective Onboarding

• Focus on technical and social aspects of

work and organizational culture
• There is active involvement and employees
are encouraged to ask questions
• This is interaction between new hires and
seasoned employees
• Managers are involved
• There is follow up at different points
during the first year

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