Topic6.2 managing career_employee_life-cycle_career_management

1. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–20Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–1Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–1
Welcome'to
Career%Management
Dyah Pramanik,'MM
EMPLOYEE%LIFE6CYCLE
Career%Management
Dyah Pramanik,'MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall

2. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–21Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–2
1. Describe*the*issues*to*consider*
when*making*promotion*decisions.
LEARNING OUTCOMES

3. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–22Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–3
Employer Life-Cycle Career Management
Decision 1:
Is Seniority or
Competence
the Rule?
Decision 4:
Vertical,
Horizontal,
or Other?
Decision 2:
How Should
We Measure
Competence
?
Decision 3:
Is the Process
Formal or
Informal?
Making Promotion and
Transfer Decisions

4. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–23
coaching
mentoring
career
career management
career development
career planning
reality shock
promotions
transfers
talent management
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
K E Y T E R M S--------------------------------------------------------------------------------------

5. Copyright*©*2011*Pearson*Education,*Inc.*
publishing*as*Prentice*Hall 10–32
Chapter*10
Appendix

6. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–6
Identify Your Career Stage
•Growth Stage
•Exploration Stage
•Establishment Stage
! Trial substage
! Stabilization substage
! Midcareer crisis substage
•Maintenance Stage
•Decline Stage

7. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–26
FIGURE*10–A1 Choosing*an*Occupational*Orientation

8. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–27
TABLE*10–A1 Example*of*Some*Occupations*That*
May*Typify*Each*Occupational*Theme
Realistic* Investigative* Artistic* Social* Enterprising* Conventional*
Engineers
Carpenters
Physicians
Psychologists
Research*and
development
managers
Advertising
executives
Public*relations
executives
Auto*sales
dealers
School*
administrators
A*wide*range*
of*managerial*
occupations,*
including:
Military*officers
Chamber*of
commerce*
executives
Investment*
managers*
Lawyers
Accountants
Bankers
Credit
managers

9. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–28
FIGURE*10–A2 Finding*the*Job*You*Should'Want*(Part*1)

10. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–29
FIGURE*10–A3
Finding*the*Job*
You*Should Want*
(Part*2)

11. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–30
FIGURE*10–A4
Finding*the*Job*
You*Should Want*
(Part*3)

12. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–31
Identify Your Career Anchors
Technical/function
al competence
Managerial
competence
Autonomy and
independence
Creativity
Security

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FIGURE*10–A5 Occupational*Outlook*Handbook*Online

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FIGURE*10–A6 Some*Online*Sources*of*Occupational*Information

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Job Search Techniques
•Do your own local research
•Online job boards
•Personal contacts
•Answering advertisements
•Employment agencies
•Executive recruiters
•Career counselors
•Executive marketing consultants
•Employers’ Web sites

16. Copyright* ©*2011*Pearson*Education,*Inc.*publishing* as*Prentice*Hall 10–35
Writing Your Résumé
•Introductory information
•Job objective
•Job scope
•Your accomplishments
•Length
•Personal data
•Make your résumé scannable

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FIGURE*10–A7 Partial*Example*of*a*Good*Résumé

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Online BiosOnline Bios
•Fill it with details
•Avoid touchy subjects
•Look the part
•Make it search friendly
•Use abbreviations
•Say it with numbers
•Carefully proofread

19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–38
Handling the InterviewHandling the Interview
•Prepare, prepare, prepare
•Uncover the interviewer’s needs
•Relate yourself to the person’s needs
•Think before answering
•Make a good appearance and show enthusiasm

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