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The role and importance of career development programs in developing and retaining employees
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Introduction:
The essay briefly aims to explore the meaning of career Management/Development and its importance for both individual and organisations, and then it will evaluate the relevance of career management/development as an integral part of HR activities from the mutual perspectives of the organisation and individual employees. This essay will also explore the barriers to achieving career management/development practice in organisations and how these barriers could be overcome. Finally the essay will highlight the career management practices of King Specialist Faisal Hospital and Research Centre (public sector), which will lead to the conclusion.
What is career in an era of globalisations?
Career is the total sequence of employment-related positions, roles, activities and experiences encountered by an individual (Jackson T. 2002, p.VIII). Career can also be conceptualised more broadly in terms of “the individual development in learning and work throughout life", and thus includes voluntary work and other life experience (Watt, 1996; in Torrington et al. 2008, p. 446).
People careers are developed in organisations; we can sense the characteristics of the traditional career in the typical traditional deal between organisation and employee, when employees offer loyalty, conformity and commitment while employers offer security of employment, career prospects, training and development and care in trouble, (Baruch, 2001, p. 544). Long term employment with hierarchy career development is mostly what characterises traditional careers. Walton (1999, p. 214), described the traditional career development in an organisation by saying; “Traditionally, many organisations had well established career progression routes for those see...
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...he, L. (2000) The future of careers, Roffey Park Institute.
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King, Z. (2003), New or traditional careers? A study of UK graduates’preferences. Human Resource Management Journal, 13 (1), 5-26.
KFSH&RC website, 2010, www.kfshrc.edu.sa
Leung, A. S. (2004). Corporate restructuring and career advancement in Hong Kong. International Journal of Human Resource Management, 15 (1), 163–179.
Park, Y. (2009). Factors influencing self-directed career management: an integrative investigation. Journal of European Industrial Training, 33 (7), 578-593.
Torrington, D. and Hall, L. (1998). Human Resource Management, 4th ed. Prentice Hall.
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Walton, J. (1999). Strategic Human Resource Management. Pearson Education Limited.
Application of career theories to my own life allows for analyzing past and future career decisions. Holland’s Theory of Careers states that one’s vocation is an expression of self, personality, and way of life. There is an indisputable and fundamental difference in the quality of life one experiences if they choose a career one truly enjoys, versus choosing a career one detests. A true testament to the validity of Holland’s theory, my job/career choices reflect my interests, as well as the evolution of my personality (internal self). My first job as a fine jewelry specialist and second job as a make-up artist echo my love of the fashion world. As I matured and became less fascinated by presumed “glamour” careers, I became captivated by physical fitness, nutrition, and medicine; I received my national fitness trainer certificate so that I may become a personal trainer. Nevertheless, my career decisions do not fit uniformly into merely one career theory.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
This report aims to identify the role of the CIPD’s HR Profession Map in defining the HR Profession. It will focus on 3 things, the CIPD profession map itself, the 2 core professional areas as well as the behaviours featured on the map and finally why HR professionals need to be able to manage a variety of situations in relation to the map.
The first step of career management process is self-assessment. Self-assessment is refers to the employees using some information that help them to decide which career they really interested to pursue, ability, skills, and behavioural tendencies. According to Allen (2005), self-assessment is a process to identify skills, abilities, knowledge of the employees. During this step, the employees need to do some tests such as the Strong-Campbell Interest Inventory and the Self-Directed Search. The tests help the employees to identify the value of work that they place on their work and also leisure activities. Self-assessment is also involved with some exercises which able the employees to identify their career future plan, where are they for now and also how their career match with the current situation and resource that available (Noe, 2010). After done with the exercises, career counsellors usually used to assist the employee in their self-assessment process and also provide explanation about their result of psychology tests. Then the employees assess their current skills and abilities and also capabilities they are lacking with some informa...
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
These examples of career changes reflect a common trend—increased job mobility. The linear career path that once kept people working in the same job, often for the same company, is not the standard career route for today's workers. Today, many workers are pursuing varied career paths that reflect sequential career changes. This set of ongoing changes in career plans, direction, and employers portrays the lifetime progression of work as a composite of experiences. This Digest explores how changing technologies and global competitiveness have led to redefinition of interests, abilities, and work options that influence career development.
Career change can be incorporated into the tran-theoretical model of change (TTM) to examine the lifespan and approaches to career development. “With the new paradigm of modern workers facing repeated career changes due to voluntary and involuntary turnover, a model outlining the change processes may contribute to more effective counseling strategies” (Barclay, 2010). Although, this model does not reflect the path of career changers, it offers an explanation of why people change careers when they leave
Source: CIPD. (2003) HR Survey: Where We Are, Where We’re Heading. Survey Report. Issued: October 2003, Reference: 2872, London: Chartered Institute of Personnel and Development
A significant portion of an individual’s life goes towards planning, working towards and executing a career. According to the Australian Bureau of Statistics (2011), an average Australian worked approximately 33 hours per week during 2010. Despite the fact that some individuals aim to plan every detail of their career, careers rarely progress as imagined or intended. Unexpected influences can bring unforeseen changes that are either insignificant or cause a career shift like searching for a new job, acquiring new skills, changing your occupation or retiring. These significant events that can either positively or negatively impact an individual’s career are referred to as career shocks (Seibert et al., 2016). These include injury, illness, receiving poor performance feedback, early promotions, relocation and pregnancy. Building career resilience is key to overcoming inevitable set back and career shocks that can occur during career development. Career resilience refers to the ability of an individual to adapt to changing circumstances and to develop knowledge and skills required to enhance performance and long term
Some day you might find yourself sitting at your desk wondering what life would be like if you’ve chosen a different career path. In today’s world, it doesn’t even need to be a distant dream – career change is possible and a lot of people take the steps to change their career paths in wild ways.
Career counseling over the lifespan has more than an occupational focus, it deals with the person’s entire being with a vision that includes one’s lifespan. Career counseling takes into consideration character development, character skills, life roles, individual life and work history, goals, and obstacles. A career counselor not only assists a client with a career plan, but also with a life plan. This paper focuses on two categories of career counseling. The first focus is the history of career counseling as a field of study with the emphasis on when and why career counseling began (1800s as a study of how the shape of one’s head relates to vocational choice), who and what influenced it (Sizer, Parsons, and Davis), and how it has changed (from an individual/community vocational view to an individual/world lifespan view). The second focus is on the application of career counseling by researching two leaders, John Holland’s and Donald Super’s, contributions to career counseling, their theories and assessments and on the biblical aspects of career counseling and how each theory relates to the Bible.
Career development is a continuous process of handling proactively work and changes in life in order to move forward and reach the goals set for a better future. It involves learning new skills, moving up in the position within the organization or altogether moving to new organization or even starting up a new business. A career development plan is created to set goals and how to reach these goals using your talents and skills in the working world. A five year plan is ideal to start with, as five years are enough to reach bigger goals while working for and achieving smaller goals.
In today’s ever changing work environment, the notion of beginning and ending a career at one place of employment is considered passé. “Many people entering the work force may work for as many as seven or eight companies during their careers” (p. 42). Within their careers they also learn a vast array of specialized skills, also making the employees more marketable. Within all of these changes is the notion that with all of the skill sets employees are learning “it is not unusual for an employee to work for two or three companies that are competitors of one another, using the knowledge they acquire from one company to enable a different company to compete more effectively” (p. 42).
An employee has inclination for internal mobility as long as he is sure of getting suitable employment within the organization. The organizations may resort to internal mobility until they find suitable candidate for diverse jobs within the organization. Customarily, career management agenda was observed as something the business implement for the benefit of the employees. It would benefit the organization in the long run through improved employee motivation, employee’s loyalty and yield. These career management programmes be run unofficially in the organizations, thus career management programmes are neither planned nor implemented. The current business environment has changed and challenged the human resource function
Whitmarsh, L., Brown, D., Cooper, J., Hawkins-Rodgers, Y., & Keyser Wentworth, D. (2007). Choices and Challenges: A Qualitative Exploration of Professional Women's Career Patterns. Career Development Quarterly, 55(3), 225-236.