Employee Development
More horizontal “ladders” in middle management
More strategic focus on core competencies
Careers as a series of projects, not upward steps in an organization
Career development now extends to all employees
In “new career” era, the individual manages own development, not the organization.
Employees who change jobs and employers frequently are now the norm.
The series of work-related positions a person occupies through life.
•Organization-Centered Career Planning
Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.
•Individual-Centered Career Planning
Focuses on an individual’s career rather than in organizational needs.
Career Management for Individuals
Women and Careers
•The percentage of women in the workforce has more than doubled since 1970, and will reach 48% by 2010.
“Sequencing”:
Women’s careers are often interrupted for child birth and child rearing and a later return go back to work with a job that allows flexibility when they are older.
Glass ceiling:
The situation in which women fail to progress into top management positions.
Employers can tap into the female labor market with child care, flexible work policies, and a willingness to be accommodative.
Special Career Issues for Organizations and Employees
•Career Plateaus
Employees who are “stuck” at a career level and lack opportunities for upward mobility.
•Technical and Professional Workers
Dual-career ladders provide advancement pathways for specialists and technical employees.
•Dual-Career Couples
Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.
Global Transfers
•HR employee relocation assistance policies that consider the concerns of dual-career couples:
Paying employment agency fees for the relocating partner
Paying for a designated number of trips for the partner to look for a job in the proposed new location
Helping the partner find a job in the same company or in another division or subsidiary of the company
Developing computerized job banks to share with other companies in the area that list partners available for job openings
Developing Human Resources
•Development
Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication.
•Organizational Needs Analyses
Future employee competencies
Employee and managerial succession
Retirements, promotions, transfers, departures
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