SlideShare uma empresa Scribd logo
1 de 49
Baixar para ler offline
Career development and
career management
By / Mahmoud Shaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬
Objectives
 Definition of career management.
 Identify Importance of career Management.
 Identify Indicators of Career Program Effectiveness
 Identify Career Management System factor Design.
 Identify Career Management System Components.
 Identify steps of effective career management.
 Explain career management process.
8) Definition of career development.
9) Identify Importance of career development.
10) Identify factors and barriers that influence
career development.
11) Identify Benefits of Career development.
12) Explain process of Career development.
13) Identify Importance of career
development.
14) Explain the steps to create plan.
Definition: Career
management
Career management is the process through
which employee:
.*Become aware of their own interests,
values, strengths, and weakness
.*0btain information about job
opportunities within company
.*Identify career goal
. *Establish action plan to achieve
Importance of career management
Weak career management:
*From company perspectives the failure to
motive employee to plan their career can
result in:
- A Shortage of employees to fill open position.
-Lower employee commitment
-Inappropriate use of monies allocated from
training and developmental programs.
 From company perspectives lack of career
management can result in:
 -frustration
 -feeling of not being valued by company
 -being unable to find suitable employment should a
job change be necessary due to mergers, acquisition,
restructuring, downsizing.
Strong career management:
 Well-planned and executed career programs will benefit both the
organization and the employees in a number of ways. These include
the following:
 Staffing inventories. Effective career management will help ensure a
continuous supply of professional, technical and managerial talent so
that future organizational goals may be achieved.
 Staffing from within. Because of the many potential
advantages of promotion from within, most organizations
like to promote employees when positions become
available. But recruitment from within requires a strong
career management programme to guarantee that
employees can perform effectively in their new jobs
 3-Peter Principle: Observation that in a hierarchy
people tend to rise to "their level of
incompetence." Thus, as people are promoted,
they become progressively less-effective because
good performance in one job does not guaranty
similar performance in another
 4- Solving staffing problems. Certain staffing
problems may be remedied through effective career
management. First, a high rate of employee turnover
may be caused, at least in part, by a feeling that
little opportunity exists within the organization.
Second, recruiting new employees may be easier if
applicants realized that the company develops its
employees and provides career opportunities.
 5- Satisfying employee needs. The current generation of
employees is very different from those of generations
past. Higher levels of education have raised career
expectations.
 6- Enhanced motivation. Because progression along the
career path is directly related to job performance, an
employee is likely to be motivated to perform at peak
levels so that career goals may be accomplished.
7- Employment equity.
 Guidelines demand fair and equitable recruiting,
selection and placement policies and the
elimination of discriminatory practices concerning
promotions and career mobility- Many affirmative
action programs contain formal provisions to
enhance the career mobility of women and other
formerly excluded groups, including the
development of career paths and the design of
formal T&D activities.
Indicators of Career Program Effectiveness
 Matching the Standards with the Results: Comparison between already
established goals and objectives and achievement is the biggest indicator of
the effectiveness of a career program.
Greater Self Awareness among Employees: The effectiveness of the program
can also be measured by the degree of increase in self-awareness among
employees. If they feel that they have achieved greater self-awareness and
self-determination and acquired necessary and useful information about their
career, the program is definitely a big success.
 Balance between Employee and Organization Requirements and
Objectives:
Implementation of a career development program should result in
better communication at all levels within the organization, a
balance match between individual and organizational career and
identification of talent pool by HR specialists are other major
indicators that can help you measure the effectiveness of a career
development program.
 Changes in Performance Indexes:
Improved employee performance ratings, improved
employee morale, reduced turnover rates; reduced
employee absenteeism, increased promotions from
within and reduced time to fill job openings are other
positive indicators for measuring the effectiveness of a
career program
Career Management System Design Factors
Includes:
 Position system as a response to business need.
 Employ & Manger participates in system
development.
 Employees take an active role in career
management.
Career Management System Components
 Self-Assessment:
 The use of information, tests, and interest inventories, etc., to
identify and understand their career interests, values, aptitudes, and
behavioral tendencies.
 Reality Check:
 Information given to employees about how the company sees their
skills and knowledge and where they fit into the company’s plan.
 Goal Setting:
 The process by which employee’s develop short and
long term career objectives that are crafted into a
development plan. Goals relate to:
 Desired positions.
 Level of skill application.
 Work setting or location.
 Skill acquisition.
Action Planning:
Involves employees determining how they achieve
short and long term goals. Action plans may
include training courses and seminars,
informational interviews, or applying for jobs.
Steps of Effective Career Management
1) Mapping is something we all do all of the time. It is how we make sense of
our surroundings, wherever you are in your career journey, and whatever
your situation, good mapping is good practice. A particular issue is to fully
understand what exactly your situation is. This requires reflection before
rushing to action
2) Planning This is the step that provides the opportunity to verify assumptions,
and get feedback from others on how you “show up,” along with possible next
steps, the core elements of any Plan are to begin by defining objectives and
benefits.
(3 Exploring
Different routes, different outcomes? This is the real
time follow on from the back room planning phase
where ideas are ready to be tried out. Actively
exploring different routes requires the sharing and
testing of ideas, and constructively and non-
judgmentally processing others perceptions and
opinions
.?
Demonstrating Competence – Ring ready or ring rusty-4
A fundamental element in demonstrating competence is
developing a CV that shows your capability and capacity
-Arriving & Delivering:5
Assimilation into a new role during the first 100 days
requires both cultural understanding and a focus on
delivering what’s required. “Look, listen, and learn” is
important
-Consolidating & Reviewing: Using your radar6
 Career management does not end with successfully finding a new
position, whether as CEO or Graduate trainee. There will be a
continuing need to choreograph your own career
 Focusing on delivery*
 Maintaining your channels of communication *
 Energetically networking*
 And remembering to scan the horizon both within the
organization and the market
the Career Management Process
 Stage 1: Discover Assess Yourself Research Careers
 In this first stage, you will assess yourself. What are your
skills, your values, and your vision?
 Stage 2: Decide Choose a Focus Set Goals
 In the second stage, you’ll choose a career focus and
commit to it by setting goals.
 Stage 3: Do Take Action
 Once you’ve discovered your preferred career paths and
set goals to get there, it’s time to take action
Definition: Career Development
 Career development is the series of activities or the on-
going/lifelong process of developing one’s career.
 Career development is directly linked to the goals and
objectives set by an individual. It starts with self-
actualization and self-assessment of one’s interests and
capabilities.
Career development and career management
Importance of career development:
Attracting top talent: Although the recently the US has been faced with a tight job
market, in competitive fields employers must focus their efforts on attracting the top talent.
 Job satisfaction: Employees who participate in required training courses and
worked-based development activity during work time reported higher job satisfaction and
organizational commitment.
 Retaining employees/reducing turnover: Through organizational
commitment, career development opportunities help to retain employees and thus prevents
turnover.
 Productivity and Financial Returns: Employers can also increase
productivity and financial returns by investing in their employees via career development
Factors and Barriers that Influence Career
Development:
 Several factors and the interactions between them influence career
development and some may be barriers to it. These factors are:
 Personal Characteristics: When you are in the process of choosing a
career, you should do a thorough self-assessment. It will allow you to
learn what your personality type, interests, aptitudes and work-related
values are.
 Socio-Economic Factors: Socio-economic factors can be a barrier to
career development. They can significantly influence your ability to
pursue a career that is otherwise a good match for you. For example,
your financial situation may threaten to keep you from getting the
necessary education. Fortunately, there are ways of overcoming
barriers such as limited financial resources, namely student loans,
financial aid and scholarships.
 Physical and Mental Abilities: Some of us are better suited to some careers than we are to
others due to our physical and mental abilities, and limitations. For example, you may
want to become a doctor but don't have the intellectual ability to get into medical school.
You should, if possible, find a related occupation that makes the best use your strengths
while accommodating your limitations.
 Chance Factors: Chance factors are life events over which we have little or no control.
They can influence what careers we choose and how we progress in them. An example
would be an individual not being able to advance in his career because he is a caregiver for
a relative.
. -Benefits of a Career Development System
to Organization
 *Once organization has a fair idea about employee’s strengths
and weaknesses, attitude and behavior, values and future
aspirations and skills and competencies, they are able to
make better use of employee skills and put them at the right
place.
 *The organization can disseminate all important details
and information at all organizational levels in order to
ensure effective communication at all levels.
 *It also helps organization retain valued employees by providing
them what they want. Since the organization is able to collect all
necessary information about a specific individual, it can make
efforts to retain them.
 *It establishes a reputation of the organization in the market.
More and more working professionals see it as a people developer
and get attracted towards it
Benefits of a Career Development
System to Employees
 *The major benefit of career development system to employees is that they get helpful assistance and
guidance with their career decisions.
 *By using this system, they can set more realistic goals and objectives that are feasible to be
accomplished over the span of one’s life.
 *It fosters better communication between the employee and the manager as well as at all levels of the
organization.
 *The best part is that they can get feedback on their performance. This helps them improve their
working style and compels them to upgrade their skills.
 *The process leads to job enrichment and enhanced job satisfaction
3-Benefits of a Career Development System
to Managers/Supervisors
 *A career development system helps
managers and supervisors in improving
and upgrading their skills in order to
manage their own career.
 *It fosters better communication
between managers and employees.
*It helps them in retaining valued
employees as they get to know
about their skills and competencies
and future aspirations as well.
 *It helps in discussing productive
performance appraisal of employees
and planning their promotions as
well as their career graph
 * It leads to greater understanding of the organization as a
whole and cultivate a supportive and conducive culture in the
organization.
 *It helps managers in understanding the hidden aspects of
employees and guides them to allocate employees the right
job that matches to their skills and competencies
Career Development Process
 ( Step 1 – Self Assessment (INSIDE
 The first and most important step of this process is Self-Assessment. Step 1 focus is on the INSIDE of a person.
After the successful completion of Step 1, you should have a good idea in terms of who you are and what’s most
important in your life.
 Step 2 – Career Exploration (OUTSIDE)
 The second step of the process involves Career Exploration. Step 2's focus is on the OUTSIDE of a person.
 Step 4 – Taking Action (MATCHING UP)
 Taking Action involves MATCHING UP the results of your self-assessment results and the most supportive aspects
within significant influencing areas in Step 2
Importance of career development plan
 1-A career development plan will keep you from getting stuck in
A rut.
 2-A career development plan will help you take responsibility for your
weaknesses
 3-A career development plan will help define your future
career path.
 4-A career development plan will help you to take charge
of your own advancement.
 5-A career development plan will give you the confidence
you need to succeed
Steps to Create Your Own Career
Development Plan
 Step 1: Figure out Your Destination
 As with all efforts, you must be clear about your direction when
you create your own career development plan. You don’t take a
road trip without knowing where you want to end up.
 Don’t make a goal just for the sake of making one. You
need a goal that really rings your chimes and helps to
motivate you into action. If you’re making a goal based on
what someone else wants, it also isn’t going to be that
compelling for you. Being clear on your direction means
being clear that this direction is inspiring and motivational
and knowing what is driving you to it.
Step 2: Do a Gap Analysis
 A gap analysis is where you figure out the differences in the
qualifications between where you are right now and your two-year goal
or next step.
 Using a job posting or job description for the position you are aiming at
is a good way to get specific information about the skills and experience
that are expected.
 Go through the job description line item by line item and rate your
current state of skills, education, or experience to what is listed.
 Once you have completed this exercise, identify all of the items where there is
anywhere from a fair amount to a substantial amount of development that is needed.
Look for commonalities and clump those together as a category. You will discover that
there will be themes to your gaps.
Step 3: Create Your Development Plan
You are now fully armed with a clear two-year goal and all the details of
where and what you need to develop to get you where you want to go. Your
plan will be best if you can consult with your boss and/or a mentor to help
you with ideas of how to get the skills you need to add.
Usually there are multiple ways of accumulating the needed skills. You
may also want to have multiple ways of beefing up your skill set to add
depth to it. An example is if you want to move to a project
management position, you may want to get certification and also to ask
for project responsibilities.
 This chart shows the steps involved in making the
CDAP a useful tool and a living document that
guides your career development at UC Berkeley.
Summarize the information you
clarified in the self-assessment phase
of your career development
exploration.
ummarize Your Self-Assessment
formation and Career Development
eeds
Completing a CDAP is a joint effort
between you and your supervisor.
Share the summary of your self-
assessment clarification and ask for
feedback from your supervisor about
your strengths and areas for
development.
lk with Your Supervisor
Considering the information you have
clarified and the awareness you have
gained from your conversation(s) with
your supervisor, think about your
t Career Goals
Using your career goals
as guides, identify the
skills and competencies
that you need to
develop.
Create Roadmap for
Development Activities
This is the most
important step. In order
to develop a skill or
improve your
competency in a certain
area, you have to
practice what you have
learned and have an
opportunity to build
Create Milestones and
Timelines to Measure Your
Success
Upon completion of a
development activity,
review with your
supervisor the skills you
have acquired and the
ways in which those skills
have enhanced your job
performance and can be
used to help you grow in
the future.
Review CDAP Regularly
Thank you…

Mais conteúdo relacionado

Mais procurados

Recruitment and selection method
Recruitment and  selection methodRecruitment and  selection method
Recruitment and selection methodQurat25
 
Training - Human Resource Management HRM
Training - Human Resource Management HRMTraining - Human Resource Management HRM
Training - Human Resource Management HRMDeva Pramod
 
Training and development
Training and developmentTraining and development
Training and developmentbina gadhiya
 
Training & Development HRM
Training & Development HRMTraining & Development HRM
Training & Development HRMRadhika Gohel
 
Chapter 3 human resource recruitment
Chapter 3 human resource recruitmentChapter 3 human resource recruitment
Chapter 3 human resource recruitmentLo-Ann Placido
 
Chapter 06 Training and Development
Chapter 06 Training and DevelopmentChapter 06 Training and Development
Chapter 06 Training and DevelopmentRayman Soe
 
Management development programs
Management development programs Management development programs
Management development programs Deepika Mishra
 
The Roadmap to Successful Onboarding
The Roadmap to Successful OnboardingThe Roadmap to Successful Onboarding
The Roadmap to Successful OnboardingJhane Wilcox, MBA
 
Talent management
Talent managementTalent management
Talent managementKruti Gada
 
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
 
Career Planning and Development
Career Planning and DevelopmentCareer Planning and Development
Career Planning and DevelopmentYodhia Antariksa
 

Mais procurados (20)

Job design
Job designJob design
Job design
 
Recruitment and selection method
Recruitment and  selection methodRecruitment and  selection method
Recruitment and selection method
 
Training - Human Resource Management HRM
Training - Human Resource Management HRMTraining - Human Resource Management HRM
Training - Human Resource Management HRM
 
Training and development
Training and developmentTraining and development
Training and development
 
Training & Development HRM
Training & Development HRMTraining & Development HRM
Training & Development HRM
 
Career planning and Development
Career planning and DevelopmentCareer planning and Development
Career planning and Development
 
Role of compensation in organisation
Role of compensation in organisationRole of compensation in organisation
Role of compensation in organisation
 
Chapter 3 human resource recruitment
Chapter 3 human resource recruitmentChapter 3 human resource recruitment
Chapter 3 human resource recruitment
 
Basics in HR Management
Basics in HR ManagementBasics in HR Management
Basics in HR Management
 
Chapter 06 Training and Development
Chapter 06 Training and DevelopmentChapter 06 Training and Development
Chapter 06 Training and Development
 
Management development programs
Management development programs Management development programs
Management development programs
 
External recruitment
External recruitmentExternal recruitment
External recruitment
 
The Roadmap to Successful Onboarding
The Roadmap to Successful OnboardingThe Roadmap to Successful Onboarding
The Roadmap to Successful Onboarding
 
Recruitment and selection
Recruitment and selectionRecruitment and selection
Recruitment and selection
 
Talent management
Talent managementTalent management
Talent management
 
Compensation management
Compensation managementCompensation management
Compensation management
 
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
 
Recruitment
RecruitmentRecruitment
Recruitment
 
Career Planning and Development
Career Planning and DevelopmentCareer Planning and Development
Career Planning and Development
 
Seperation
SeperationSeperation
Seperation
 

Semelhante a Career development and career management

5 career planning & succession planning
5 career planning & succession planning5 career planning & succession planning
5 career planning & succession planningPreeti Bhaskar
 
career planning & succession planning
career planning & succession planningcareer planning & succession planning
career planning & succession planningPreeti Bhaskar
 
CAREER PLANNING AND DEVELOPMENT.pptx
CAREER PLANNING AND DEVELOPMENT.pptxCAREER PLANNING AND DEVELOPMENT.pptx
CAREER PLANNING AND DEVELOPMENT.pptxKritikaVats2
 
People management.pptx
People management.pptxPeople management.pptx
People management.pptxNANCY ALSEBAIY
 
Unit VII Homework The Monster website has a number of career r.docx
Unit VII Homework The Monster website has a number of career r.docxUnit VII Homework The Monster website has a number of career r.docx
Unit VII Homework The Monster website has a number of career r.docxmarilucorr
 
Performance Appraisal.pptx
Performance Appraisal.pptxPerformance Appraisal.pptx
Performance Appraisal.pptxGelanehDegifie
 
Performance management module 2 Kerala University
Performance management module 2 Kerala UniversityPerformance management module 2 Kerala University
Performance management module 2 Kerala UniversityPOOJA UDAYAN
 
Personnel Management and Industrial Psycology
Personnel Management and Industrial PsycologyPersonnel Management and Industrial Psycology
Personnel Management and Industrial PsycologyNishant Munjal
 
Stategic human resource management
Stategic human resource managementStategic human resource management
Stategic human resource managementPOOJA UDAYAN
 
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docx
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docxRunning head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docx
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docxjeanettehully
 
Human Resources Management
Human Resources ManagementHuman Resources Management
Human Resources Managementparth06
 
Tna presentation hand notes
Tna presentation hand notesTna presentation hand notes
Tna presentation hand notesNoorasunny
 

Semelhante a Career development and career management (20)

Manage nursing career
Manage nursing career Manage nursing career
Manage nursing career
 
5 career planning & succession planning
5 career planning & succession planning5 career planning & succession planning
5 career planning & succession planning
 
career planning & succession planning
career planning & succession planningcareer planning & succession planning
career planning & succession planning
 
CAREER PLANNING AND DEVELOPMENT.pptx
CAREER PLANNING AND DEVELOPMENT.pptxCAREER PLANNING AND DEVELOPMENT.pptx
CAREER PLANNING AND DEVELOPMENT.pptx
 
HW_21411.pptx
HW_21411.pptxHW_21411.pptx
HW_21411.pptx
 
Mb0043
Mb0043Mb0043
Mb0043
 
Mb0043
Mb0043Mb0043
Mb0043
 
People management.pptx
People management.pptxPeople management.pptx
People management.pptx
 
Unit VII Homework The Monster website has a number of career r.docx
Unit VII Homework The Monster website has a number of career r.docxUnit VII Homework The Monster website has a number of career r.docx
Unit VII Homework The Monster website has a number of career r.docx
 
Performance Appraisal.pptx
Performance Appraisal.pptxPerformance Appraisal.pptx
Performance Appraisal.pptx
 
Tm..mu0017
Tm..mu0017Tm..mu0017
Tm..mu0017
 
Performance management module 2 Kerala University
Performance management module 2 Kerala UniversityPerformance management module 2 Kerala University
Performance management module 2 Kerala University
 
Personnel Management and Industrial Psycology
Personnel Management and Industrial PsycologyPersonnel Management and Industrial Psycology
Personnel Management and Industrial Psycology
 
Stategic human resource management
Stategic human resource managementStategic human resource management
Stategic human resource management
 
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docx
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docxRunning head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docx
Running head SHORT TITLE OF PAPER ( 50 CHARACTERS OR LESS)SHORT.docx
 
Tr _de
Tr  _deTr  _de
Tr _de
 
Human Resources Management
Human Resources ManagementHuman Resources Management
Human Resources Management
 
Talentmanagement
TalentmanagementTalentmanagement
Talentmanagement
 
Tna presentation hand notes
Tna presentation hand notesTna presentation hand notes
Tna presentation hand notes
 
MBA IV SEM HR-PMC.pdf
MBA IV SEM HR-PMC.pdfMBA IV SEM HR-PMC.pdf
MBA IV SEM HR-PMC.pdf
 

Mais de Mahmoud Shaqria

Procuring and sustaining resources
Procuring and sustaining resourcesProcuring and sustaining resources
Procuring and sustaining resourcesMahmoud Shaqria
 
Critical thinking and decision making
Critical thinking and decision makingCritical thinking and decision making
Critical thinking and decision makingMahmoud Shaqria
 
Quality measurement tools
Quality measurement toolsQuality measurement tools
Quality measurement toolsMahmoud Shaqria
 
Benchmarking in healthcare
Benchmarking in healthcareBenchmarking in healthcare
Benchmarking in healthcareMahmoud Shaqria
 
Cultural diversity in healthcare
Cultural diversity in healthcareCultural diversity in healthcare
Cultural diversity in healthcareMahmoud Shaqria
 
Power& politics in health service
Power& politics in health servicePower& politics in health service
Power& politics in health serviceMahmoud Shaqria
 
Over view of health care organization
Over view of health care organizationOver view of health care organization
Over view of health care organizationMahmoud Shaqria
 
Organization development
Organization developmentOrganization development
Organization developmentMahmoud Shaqria
 

Mais de Mahmoud Shaqria (20)

Talents management
Talents managementTalents management
Talents management
 
Shared governance
Shared governanceShared governance
Shared governance
 
Procuring and sustaining resources
Procuring and sustaining resourcesProcuring and sustaining resources
Procuring and sustaining resources
 
Patient centered care
Patient centered carePatient centered care
Patient centered care
 
Organizational support
Organizational supportOrganizational support
Organizational support
 
Organizational justice
Organizational justiceOrganizational justice
Organizational justice
 
Mobilizing resources
Mobilizing resourcesMobilizing resources
Mobilizing resources
 
Management & leadership
Management & leadershipManagement & leadership
Management & leadership
 
Entrepreneurship
EntrepreneurshipEntrepreneurship
Entrepreneurship
 
Critical thinking and decision making
Critical thinking and decision makingCritical thinking and decision making
Critical thinking and decision making
 
Organizational behavior
Organizational behaviorOrganizational behavior
Organizational behavior
 
Quality measurement tools
Quality measurement toolsQuality measurement tools
Quality measurement tools
 
Qaulity improvement
Qaulity improvementQaulity improvement
Qaulity improvement
 
Benchmarking in healthcare
Benchmarking in healthcareBenchmarking in healthcare
Benchmarking in healthcare
 
Authors of quality
Authors of quality Authors of quality
Authors of quality
 
Cultural diversity in healthcare
Cultural diversity in healthcareCultural diversity in healthcare
Cultural diversity in healthcare
 
Power& politics in health service
Power& politics in health servicePower& politics in health service
Power& politics in health service
 
Over view of health care organization
Over view of health care organizationOver view of health care organization
Over view of health care organization
 
Organizational behavior
Organizational behaviorOrganizational behavior
Organizational behavior
 
Organization development
Organization developmentOrganization development
Organization development
 

Último

Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
HR for Non HR_Performance Management System
HR for Non HR_Performance Management SystemHR for Non HR_Performance Management System
HR for Non HR_Performance Management Systemazischin
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Mapping Customer Expectations Through Kano Analysis
Mapping Customer Expectations Through Kano AnalysisMapping Customer Expectations Through Kano Analysis
Mapping Customer Expectations Through Kano AnalysisCIToolkit
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 

Último (20)

Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
HR for Non HR_Performance Management System
HR for Non HR_Performance Management SystemHR for Non HR_Performance Management System
HR for Non HR_Performance Management System
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
The Truth About Influence
The Truth About InfluenceThe Truth About Influence
The Truth About Influence
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Mapping Customer Expectations Through Kano Analysis
Mapping Customer Expectations Through Kano AnalysisMapping Customer Expectations Through Kano Analysis
Mapping Customer Expectations Through Kano Analysis
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 

Career development and career management

  • 1. Career development and career management By / Mahmoud Shaqria ‫شقريه‬ ‫محمد‬ ‫محمود‬
  • 2. Objectives  Definition of career management.  Identify Importance of career Management.  Identify Indicators of Career Program Effectiveness  Identify Career Management System factor Design.  Identify Career Management System Components.  Identify steps of effective career management.  Explain career management process.
  • 3. 8) Definition of career development. 9) Identify Importance of career development. 10) Identify factors and barriers that influence career development. 11) Identify Benefits of Career development. 12) Explain process of Career development. 13) Identify Importance of career development. 14) Explain the steps to create plan.
  • 4. Definition: Career management Career management is the process through which employee: .*Become aware of their own interests, values, strengths, and weakness .*0btain information about job opportunities within company .*Identify career goal . *Establish action plan to achieve
  • 5. Importance of career management Weak career management: *From company perspectives the failure to motive employee to plan their career can result in: - A Shortage of employees to fill open position. -Lower employee commitment -Inappropriate use of monies allocated from training and developmental programs.
  • 6.  From company perspectives lack of career management can result in:  -frustration  -feeling of not being valued by company  -being unable to find suitable employment should a job change be necessary due to mergers, acquisition, restructuring, downsizing.
  • 7. Strong career management:  Well-planned and executed career programs will benefit both the organization and the employees in a number of ways. These include the following:  Staffing inventories. Effective career management will help ensure a continuous supply of professional, technical and managerial talent so that future organizational goals may be achieved.
  • 8.  Staffing from within. Because of the many potential advantages of promotion from within, most organizations like to promote employees when positions become available. But recruitment from within requires a strong career management programme to guarantee that employees can perform effectively in their new jobs
  • 9.  3-Peter Principle: Observation that in a hierarchy people tend to rise to "their level of incompetence." Thus, as people are promoted, they become progressively less-effective because good performance in one job does not guaranty similar performance in another
  • 10.  4- Solving staffing problems. Certain staffing problems may be remedied through effective career management. First, a high rate of employee turnover may be caused, at least in part, by a feeling that little opportunity exists within the organization. Second, recruiting new employees may be easier if applicants realized that the company develops its employees and provides career opportunities.
  • 11.  5- Satisfying employee needs. The current generation of employees is very different from those of generations past. Higher levels of education have raised career expectations.  6- Enhanced motivation. Because progression along the career path is directly related to job performance, an employee is likely to be motivated to perform at peak levels so that career goals may be accomplished.
  • 12. 7- Employment equity.  Guidelines demand fair and equitable recruiting, selection and placement policies and the elimination of discriminatory practices concerning promotions and career mobility- Many affirmative action programs contain formal provisions to enhance the career mobility of women and other formerly excluded groups, including the development of career paths and the design of formal T&D activities.
  • 13. Indicators of Career Program Effectiveness  Matching the Standards with the Results: Comparison between already established goals and objectives and achievement is the biggest indicator of the effectiveness of a career program. Greater Self Awareness among Employees: The effectiveness of the program can also be measured by the degree of increase in self-awareness among employees. If they feel that they have achieved greater self-awareness and self-determination and acquired necessary and useful information about their career, the program is definitely a big success.
  • 14.  Balance between Employee and Organization Requirements and Objectives: Implementation of a career development program should result in better communication at all levels within the organization, a balance match between individual and organizational career and identification of talent pool by HR specialists are other major indicators that can help you measure the effectiveness of a career development program.
  • 15.  Changes in Performance Indexes: Improved employee performance ratings, improved employee morale, reduced turnover rates; reduced employee absenteeism, increased promotions from within and reduced time to fill job openings are other positive indicators for measuring the effectiveness of a career program
  • 16. Career Management System Design Factors Includes:  Position system as a response to business need.  Employ & Manger participates in system development.  Employees take an active role in career management.
  • 17. Career Management System Components  Self-Assessment:  The use of information, tests, and interest inventories, etc., to identify and understand their career interests, values, aptitudes, and behavioral tendencies.  Reality Check:  Information given to employees about how the company sees their skills and knowledge and where they fit into the company’s plan.
  • 18.  Goal Setting:  The process by which employee’s develop short and long term career objectives that are crafted into a development plan. Goals relate to:  Desired positions.  Level of skill application.  Work setting or location.  Skill acquisition.
  • 19. Action Planning: Involves employees determining how they achieve short and long term goals. Action plans may include training courses and seminars, informational interviews, or applying for jobs.
  • 20. Steps of Effective Career Management 1) Mapping is something we all do all of the time. It is how we make sense of our surroundings, wherever you are in your career journey, and whatever your situation, good mapping is good practice. A particular issue is to fully understand what exactly your situation is. This requires reflection before rushing to action 2) Planning This is the step that provides the opportunity to verify assumptions, and get feedback from others on how you “show up,” along with possible next steps, the core elements of any Plan are to begin by defining objectives and benefits.
  • 21. (3 Exploring Different routes, different outcomes? This is the real time follow on from the back room planning phase where ideas are ready to be tried out. Actively exploring different routes requires the sharing and testing of ideas, and constructively and non- judgmentally processing others perceptions and opinions .?
  • 22. Demonstrating Competence – Ring ready or ring rusty-4 A fundamental element in demonstrating competence is developing a CV that shows your capability and capacity -Arriving & Delivering:5 Assimilation into a new role during the first 100 days requires both cultural understanding and a focus on delivering what’s required. “Look, listen, and learn” is important
  • 23. -Consolidating & Reviewing: Using your radar6  Career management does not end with successfully finding a new position, whether as CEO or Graduate trainee. There will be a continuing need to choreograph your own career  Focusing on delivery*  Maintaining your channels of communication *  Energetically networking*  And remembering to scan the horizon both within the organization and the market
  • 24. the Career Management Process  Stage 1: Discover Assess Yourself Research Careers  In this first stage, you will assess yourself. What are your skills, your values, and your vision?  Stage 2: Decide Choose a Focus Set Goals  In the second stage, you’ll choose a career focus and commit to it by setting goals.  Stage 3: Do Take Action  Once you’ve discovered your preferred career paths and set goals to get there, it’s time to take action
  • 25. Definition: Career Development  Career development is the series of activities or the on- going/lifelong process of developing one’s career.  Career development is directly linked to the goals and objectives set by an individual. It starts with self- actualization and self-assessment of one’s interests and capabilities.
  • 27. Importance of career development: Attracting top talent: Although the recently the US has been faced with a tight job market, in competitive fields employers must focus their efforts on attracting the top talent.  Job satisfaction: Employees who participate in required training courses and worked-based development activity during work time reported higher job satisfaction and organizational commitment.  Retaining employees/reducing turnover: Through organizational commitment, career development opportunities help to retain employees and thus prevents turnover.  Productivity and Financial Returns: Employers can also increase productivity and financial returns by investing in their employees via career development
  • 28. Factors and Barriers that Influence Career Development:  Several factors and the interactions between them influence career development and some may be barriers to it. These factors are:  Personal Characteristics: When you are in the process of choosing a career, you should do a thorough self-assessment. It will allow you to learn what your personality type, interests, aptitudes and work-related values are.
  • 29.  Socio-Economic Factors: Socio-economic factors can be a barrier to career development. They can significantly influence your ability to pursue a career that is otherwise a good match for you. For example, your financial situation may threaten to keep you from getting the necessary education. Fortunately, there are ways of overcoming barriers such as limited financial resources, namely student loans, financial aid and scholarships.
  • 30.  Physical and Mental Abilities: Some of us are better suited to some careers than we are to others due to our physical and mental abilities, and limitations. For example, you may want to become a doctor but don't have the intellectual ability to get into medical school. You should, if possible, find a related occupation that makes the best use your strengths while accommodating your limitations.  Chance Factors: Chance factors are life events over which we have little or no control. They can influence what careers we choose and how we progress in them. An example would be an individual not being able to advance in his career because he is a caregiver for a relative.
  • 31. . -Benefits of a Career Development System to Organization  *Once organization has a fair idea about employee’s strengths and weaknesses, attitude and behavior, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them at the right place.  *The organization can disseminate all important details and information at all organizational levels in order to ensure effective communication at all levels.
  • 32.  *It also helps organization retain valued employees by providing them what they want. Since the organization is able to collect all necessary information about a specific individual, it can make efforts to retain them.  *It establishes a reputation of the organization in the market. More and more working professionals see it as a people developer and get attracted towards it
  • 33. Benefits of a Career Development System to Employees  *The major benefit of career development system to employees is that they get helpful assistance and guidance with their career decisions.  *By using this system, they can set more realistic goals and objectives that are feasible to be accomplished over the span of one’s life.  *It fosters better communication between the employee and the manager as well as at all levels of the organization.  *The best part is that they can get feedback on their performance. This helps them improve their working style and compels them to upgrade their skills.  *The process leads to job enrichment and enhanced job satisfaction
  • 34. 3-Benefits of a Career Development System to Managers/Supervisors  *A career development system helps managers and supervisors in improving and upgrading their skills in order to manage their own career.  *It fosters better communication between managers and employees.
  • 35. *It helps them in retaining valued employees as they get to know about their skills and competencies and future aspirations as well.  *It helps in discussing productive performance appraisal of employees and planning their promotions as well as their career graph
  • 36.  * It leads to greater understanding of the organization as a whole and cultivate a supportive and conducive culture in the organization.  *It helps managers in understanding the hidden aspects of employees and guides them to allocate employees the right job that matches to their skills and competencies
  • 37. Career Development Process  ( Step 1 – Self Assessment (INSIDE  The first and most important step of this process is Self-Assessment. Step 1 focus is on the INSIDE of a person. After the successful completion of Step 1, you should have a good idea in terms of who you are and what’s most important in your life.  Step 2 – Career Exploration (OUTSIDE)  The second step of the process involves Career Exploration. Step 2's focus is on the OUTSIDE of a person.  Step 4 – Taking Action (MATCHING UP)  Taking Action involves MATCHING UP the results of your self-assessment results and the most supportive aspects within significant influencing areas in Step 2
  • 38. Importance of career development plan  1-A career development plan will keep you from getting stuck in A rut.  2-A career development plan will help you take responsibility for your weaknesses
  • 39.  3-A career development plan will help define your future career path.  4-A career development plan will help you to take charge of your own advancement.  5-A career development plan will give you the confidence you need to succeed
  • 40. Steps to Create Your Own Career Development Plan  Step 1: Figure out Your Destination  As with all efforts, you must be clear about your direction when you create your own career development plan. You don’t take a road trip without knowing where you want to end up.
  • 41.  Don’t make a goal just for the sake of making one. You need a goal that really rings your chimes and helps to motivate you into action. If you’re making a goal based on what someone else wants, it also isn’t going to be that compelling for you. Being clear on your direction means being clear that this direction is inspiring and motivational and knowing what is driving you to it.
  • 42. Step 2: Do a Gap Analysis  A gap analysis is where you figure out the differences in the qualifications between where you are right now and your two-year goal or next step.  Using a job posting or job description for the position you are aiming at is a good way to get specific information about the skills and experience that are expected.  Go through the job description line item by line item and rate your current state of skills, education, or experience to what is listed.
  • 43.  Once you have completed this exercise, identify all of the items where there is anywhere from a fair amount to a substantial amount of development that is needed. Look for commonalities and clump those together as a category. You will discover that there will be themes to your gaps. Step 3: Create Your Development Plan You are now fully armed with a clear two-year goal and all the details of where and what you need to develop to get you where you want to go. Your plan will be best if you can consult with your boss and/or a mentor to help you with ideas of how to get the skills you need to add.
  • 44. Usually there are multiple ways of accumulating the needed skills. You may also want to have multiple ways of beefing up your skill set to add depth to it. An example is if you want to move to a project management position, you may want to get certification and also to ask for project responsibilities.
  • 45.  This chart shows the steps involved in making the CDAP a useful tool and a living document that guides your career development at UC Berkeley.
  • 46. Summarize the information you clarified in the self-assessment phase of your career development exploration. ummarize Your Self-Assessment formation and Career Development eeds Completing a CDAP is a joint effort between you and your supervisor. Share the summary of your self- assessment clarification and ask for feedback from your supervisor about your strengths and areas for development. lk with Your Supervisor Considering the information you have clarified and the awareness you have gained from your conversation(s) with your supervisor, think about your t Career Goals
  • 47. Using your career goals as guides, identify the skills and competencies that you need to develop. Create Roadmap for Development Activities This is the most important step. In order to develop a skill or improve your competency in a certain area, you have to practice what you have learned and have an opportunity to build Create Milestones and Timelines to Measure Your Success
  • 48. Upon completion of a development activity, review with your supervisor the skills you have acquired and the ways in which those skills have enhanced your job performance and can be used to help you grow in the future. Review CDAP Regularly