Career management- Ananya Sharma

Career management- Ananya Sharma

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  Presented by: Ananya Sharma (A20001919008)
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  While career plansets career path for an employee, career development ensures that the employee is well developed before he moves up the next higher ladder in the hierarchy. Career Management is a life-long process of investing resources to accomplish your future career goals. It is a continuing process that allows you to adapt to the changing demands of our dynamic economy. It refers to a set of programmes designed to match an individual’s needs, abilities, and career goals with current and future opportunities in the organization. The process embraces various concepts: Self awareness, career development planning/career exploration, life long learning, and networking.
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  There 8 mosteffective methods of employee development: 1. Training 2. Task/job rotation 3. Mentoring 4. Workshops 5. On-the-job development 6. 360- degree performance review 7. Career Planning 8. Simulations
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   This methodincludes developing employee skills through a combination of lectures, hands-on-exercises, videos, podcasts, simulations, and individual/group-based assignments.  It includes both formal (classroom-based, instructor-led, eLearning courses) and informal approaches to skills development.  Each option will be specific to an organization’s needs, and the subject at hand.  These extremely specific tasks cannot be taught via YouTube or research, which may suffice for more general subjects such as building codes or IT support issues.  Employees must actively undergo training (either paid for by themselves or by the organization) throughout their career to enhance skills they (in consultation with their managers/supervisors) deem necessary for the role they are performing.
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   Employees couldvolunteer to rotate roles with colleagues on a shift/team, to put some of those new skills into practice.  Employers can also encourage job sharing as a method for employees, who have indicated their desire to get practical experience, to develop some additional skills.  The goal is to rotate the tasks and roles to learn something new or have a chance to practice what has been learned.  This employee development method is the best way to train flexibility and adaptability.  It is also great for extending an employee’s technical skills but, depending on the type of stretch goals set, could aid in developing other ancillary skills such as Time Management, Stress Management, and Conflict Resolution Skills.
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   This methodinvolves senior leaders/management taking junior staff under their wing to help develop important skills that the mentored individual might lack.  The more formal mentoring programs are typically used for senior executive/leadership roles, while less formal structures might be implemented amongst junior management as well.  IDEAL FOR: Because it requires senior leadership commitment, Mentoring is typically used to develop high-level skills such as Leadership, Strategic Management, Communication, Critical Thinking, and Long-term Vision articulation. More experienced employees can mentor less experienced, younger employees and isn't necessarily restricted to management. It can be done at any professional level and is ideal for communication skills, leadership skills, and organizational skills. It can also be applied to teaching something new or even teaching creativity.
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   These aremethods that give employees an opportunity to interact with peers/colleagues from within and external to the organization.  The benefit here is rich access to similar colleagues (internal) and dissimilar colleagues (external).  This broad range of input and knowledge can be useful in gaining new insights, troubleshooting, and opening up communication on best practices.  This is ideal for communication skills and teamwork but can also be applied to anything else.  IDEAL FOR: Workshops are great for developing a range of soft skills, such as Communications, Teamwork, Presentation, Public Speaking, Networking, and Leadership skills. It can also be used to polish Research and Analytical skills.
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   Employees whohave attended some basic training on a technical skill will often find on-the-job development a great method to hone those skills.  This is basically learning by doing, which is typically done right after the training.  The main goal of on-the-job development is to provide everything to the employee for self-study while at work. Employees learn how to use something or apply the methods as they complete the assigned tasks.  This is a very popular way to develop employees as companies typically don’t have the time to train every single employee on every single skill especially if that skill does not require specific/advanced knowledge.  IDEAL FOR: While on-job exposure is typically good for work-specific skills development, this method can also develop a broad variety of employee skills, including hard and soft skills.
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   This methodinvolves getting feedback about an employee, from a cross- section of peers, subordinates, supervisors and external vendors, and then identifying skills development opportunities based on those inputs.  IDEAL FOR: Because of the fairly broad scope of feedback, this method relies upon, it is typically good for identifying skills gaps in people-facing roles, including Conflict Resolution, Communications, Tactfulness, and Interpersonal skills.
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   While thismethod is usually viewed as something that is "employer- driven" – where HR decides which employee should fill what role – it shouldn't be so!  Employees can also suggest future/alternative career paths for themselves, to their supervisors/managers, and initiate career planning discussions.  Individual career plans can then be mapped out, in consultation with HR, with specific skills development milestones identified for each role.  IDEAL FOR: Typically, Career Planning sessions identify soft skills like Communications, Interpersonal Skills, and Time Management for development in leadership roles, while hard/technical skills manifest themselves for development in front-line rank and file roles.
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   These arebecoming very popular due to both how engaging and effective they have become.  In its simplest form, a simulation could be role-playing a customer service interaction.  At its highest level, simulations can involve completely virtual worlds, such as fire rescue or flight training where employees can learn the skills required in a non consequential setting.  IDEAL FOR: Works for all types of skills. Group simulations can even be utilized to teach social skills.
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  Establishment Advancement MaintenanceWithdrawal
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   The establishmentstage begins when a person enters an organization, usually during early adulthood.  This phase is the outset of a career when people are generally uncertain about their competence and potential. They are dependant on others especially bosses are more experienced employees, for guidance, support and feedback.  At this stage people are making initial choices about committing themselves to a specific career, organization and job.  They are exploring possibilities while learning about their own capabilities.
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   By thetime employees reach the advancement stage, they are well settled into the organization. Their work efforts have demonstrated that they have successfully adapted to the organizational values and culture.  Most employees at this stage have mastered their job responsibilities and may start to look for other opportunities to achieve career goals.  This may involve moving within the organization, acquiring new skills in the same job, or transferring to another organization.  This settling down period also is characterized by attempts to by attempts to clarify the range of long-term career options.
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   The maintenancestage typically runs from age 40 to 60, a period marked by physical and psychological changes.  This phase involves levelling off and holding on to career success. Many people Many people at this stage have achieved their greatest advancements and are now concerned with helping less- experience subordinates  For those who are dissatisfied with their career progress , this period can be conflictual and depressing, as characterized by the term “midlife crisis”.  People often reappraise their circumstances, search for alternatives, and redirect their career efforts.
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   This finalstage is concerned with leaving a career. It involves letting go of organizational attachments and getting ready for greater leisure time and retirement.  The employee’s major contributions are imparting knowledge and experience to others  On a personal level, during this phase, you become more aware of your own mortality as the loss of friends and family members increases. In terms of psychological development, you strive to find meaning and value in life.  For those people who are generally satisfied with their career, this period can result in feelings of fulfilment and willingness to leave the career behind.
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  Variety in jobactivities Opportunities for development of relevant skills Feedback on performance and potential Masters basic and routine task Establishment
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  Opportunity to dochallenging work Balance career with outside interests. Opportunity to demonstrate potential Builds a strong internal network of relationship Advancement
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  Opportunity to developothers Develop broad business perspectives Autonomy Opportunity to represent organization effectively Maintenance
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  Adjust to roleof retired person Establish meaningful life outside the firm Continue to use experience to help others Develop hobbies, travelling, or doing volunteer work. Withdrawal