HRM2602
HRM2602 NOTES
Workbook 1 (Chapter 8)
Career Management
Career Organisational career planning
Career management Dual-career couples
Employability Dual-career partnership
Employability attributes Career plateau
Career stages Career ladder
Individual career planning
Keywords
Career – a sequence of jobs held in a person’s working life.
Career management – the process of planning and implementing goals, plans and strategies that enable HR professionals
and managers to satisfy workforce needs and allow individuals to achieve their career objectives.
Employability – A set of skills and personal attributes that makes individuals more likely to gain and sustain appropriate
employment.
Individual career planning – process in which each employee personally plans his or her own career goals.
Benefits of career management
• Staffing inventories – ensures a continuous supply of professional, technical and managerial talent
• Staffing from within – organisations are likely to promote employees from within when positions become available.
Requires a strong career management programme.
• Solving staffing problems – may help with certain staffing problems such as employee turnover.
• Satisfying employee needs - current generation of employees is different from employees of past generations as
education levels have raised expectations.
• Enhanced motivation – progression along the career path is directly related to job performance.
• Employment equity – demand for fair and equitable recruiting, selection and placement.
EMPLOYABILITY AND THE CHANGING FACE OF CAREER MANAGEMENT
The differences between old/traditional and the new career
Old New
Employment relationship Job security for loyalty Employability for performance and
flexibility
Boundaries Work for one or two organisation’s life Work for multiples organisations in
time one’s life time.
Skills Organisation -specific Transferrable
Success is measured by Pay, promotion, status Psychologically meaningful work
Responsibility of career management Organisations Individuals
Training Formal training programme On-the-job training
Milestones and career choices made Age-related, once, at the early career Learning-related, repeated, at
age different career stages
Environment characteristics Stability Dynamism
Career horizon (time) Long Short
Essence of career direction Linear Multidirectional
Hierarchy level Steep ladder Flat
HRM2602 NOTES | N Dlomo
,HRM2602
Employability attributes
These are career-related attributes that help a person to find a job, retain a job and move between jobs.
➢ career self-management
➢ entrepreneurial orientation
➢ sociability
➢ self-efficacy
➢ culture competence
➢ emotional literacy or emotional intelligence
➢ career resilience
➢ proactive behaviour
HR’s role in career management
•Create a supportive •Identify future
environment competency needs
•Communicate •Establish job career
direction of company path
•Establish mutual goal •Balance promotions
settign and planning and transfers
1 2 •Establish dual career
paths
The goal: Match Identify career
individual and opportunities
organisation and
needs requirements
4
3
Institute career
development Gauge employee
•Provide workbooks and potential
workshops initiatives •Appraisals
•Provide career •Establish talent
counselling inventories
•Provide career self- •Establish succession plans
management training •Use assessment centres
•Give development
feedback
Balancing individual and organisational needs
CAREER MANAGEMENT
Organisational needs Individual needs
Strategic Operational Personal Professional
Current Competencies Employee turnover Age Career stage
Market changes Absenteeism Family concerns Education and training
Mergers Outsourcing Spouse’s employment Promotion aspirations
Innovation Productivity Ability to relocate Performance
Growth Recruiting Outside interests Current career path
Downsizing
Restructuring
Successful career management
Factors that determine the success of an organisation’s career management
HRM2602 NOTES | N Dlomo
, HRM2602
1. Career management must be planned
Line managers and HR administrators must work together to ensure that line and staff efforts are coordinated for an
effective career management.
2. Top management must support career management
Top management must approve career management policies and procedures as this will encourage promotion from within
an organisation.
3. Administrators must not neglect or omit career management programmes and processes
This includes organisational career planning, individual career planning, integrating organisational and individual plans
4. Career match
Seeks to find a career match between the employer’s plans for the employee and the employee’s personal aspirations.
ORGANISATIONAL CAREER PLANNING
• HR planning processes involve forecasting both short- and long-term HR needs.
• Decision makers must develop individual plans based on future organisational needs, employee’s performance and
promotability.
• Two career ladders - traditional managerial ladders and the professional ladder (dual-ladder approach)
Reasons for using dual ladder approach
➢ To retain the best professional / technical people
➢ To create a career path for those not interested in a career in management
➢ To increase the morale of the technical staff
➢ To create a more equitable non-management compensation
Career ladder – progression of jobs in an organisation’s specific occupational fields ranked from the highest to the lowest
based on level of responsibility and pay.
INDIVIDUAL CAREER PLANNING
Career counselling – discussing with individuals their personal and career goals, their skills and their objectives. May be
conducted by an HR practitioner
• Some organisations offer career counselling on career opportunities as a part f their career management system.
• First step of career counselling is to assess individual’s personal interests, aims, skills and abilities.
• Second step is to collect information about existing and future opportunities in an organisation
• Last step is to develop a strategy to achieve career goals.
INTEGRATING PLANS
Career management must ensure a balance between the organisation’s HR needs and employee’s career goals.
IMPLEMENTING PROGRAMMES
• Career management enables career progression to proceed with regularity and predictability.
• Publishing job vacancies, performance appraisals, training and development = implementing career management
o Job vacancies
o Appraisal data
o Training and development
HRM2602 NOTES | N Dlomo
HRM2602 NOTES
Workbook 1 (Chapter 8)
Career Management
Career Organisational career planning
Career management Dual-career couples
Employability Dual-career partnership
Employability attributes Career plateau
Career stages Career ladder
Individual career planning
Keywords
Career – a sequence of jobs held in a person’s working life.
Career management – the process of planning and implementing goals, plans and strategies that enable HR professionals
and managers to satisfy workforce needs and allow individuals to achieve their career objectives.
Employability – A set of skills and personal attributes that makes individuals more likely to gain and sustain appropriate
employment.
Individual career planning – process in which each employee personally plans his or her own career goals.
Benefits of career management
• Staffing inventories – ensures a continuous supply of professional, technical and managerial talent
• Staffing from within – organisations are likely to promote employees from within when positions become available.
Requires a strong career management programme.
• Solving staffing problems – may help with certain staffing problems such as employee turnover.
• Satisfying employee needs - current generation of employees is different from employees of past generations as
education levels have raised expectations.
• Enhanced motivation – progression along the career path is directly related to job performance.
• Employment equity – demand for fair and equitable recruiting, selection and placement.
EMPLOYABILITY AND THE CHANGING FACE OF CAREER MANAGEMENT
The differences between old/traditional and the new career
Old New
Employment relationship Job security for loyalty Employability for performance and
flexibility
Boundaries Work for one or two organisation’s life Work for multiples organisations in
time one’s life time.
Skills Organisation -specific Transferrable
Success is measured by Pay, promotion, status Psychologically meaningful work
Responsibility of career management Organisations Individuals
Training Formal training programme On-the-job training
Milestones and career choices made Age-related, once, at the early career Learning-related, repeated, at
age different career stages
Environment characteristics Stability Dynamism
Career horizon (time) Long Short
Essence of career direction Linear Multidirectional
Hierarchy level Steep ladder Flat
HRM2602 NOTES | N Dlomo
,HRM2602
Employability attributes
These are career-related attributes that help a person to find a job, retain a job and move between jobs.
➢ career self-management
➢ entrepreneurial orientation
➢ sociability
➢ self-efficacy
➢ culture competence
➢ emotional literacy or emotional intelligence
➢ career resilience
➢ proactive behaviour
HR’s role in career management
•Create a supportive •Identify future
environment competency needs
•Communicate •Establish job career
direction of company path
•Establish mutual goal •Balance promotions
settign and planning and transfers
1 2 •Establish dual career
paths
The goal: Match Identify career
individual and opportunities
organisation and
needs requirements
4
3
Institute career
development Gauge employee
•Provide workbooks and potential
workshops initiatives •Appraisals
•Provide career •Establish talent
counselling inventories
•Provide career self- •Establish succession plans
management training •Use assessment centres
•Give development
feedback
Balancing individual and organisational needs
CAREER MANAGEMENT
Organisational needs Individual needs
Strategic Operational Personal Professional
Current Competencies Employee turnover Age Career stage
Market changes Absenteeism Family concerns Education and training
Mergers Outsourcing Spouse’s employment Promotion aspirations
Innovation Productivity Ability to relocate Performance
Growth Recruiting Outside interests Current career path
Downsizing
Restructuring
Successful career management
Factors that determine the success of an organisation’s career management
HRM2602 NOTES | N Dlomo
, HRM2602
1. Career management must be planned
Line managers and HR administrators must work together to ensure that line and staff efforts are coordinated for an
effective career management.
2. Top management must support career management
Top management must approve career management policies and procedures as this will encourage promotion from within
an organisation.
3. Administrators must not neglect or omit career management programmes and processes
This includes organisational career planning, individual career planning, integrating organisational and individual plans
4. Career match
Seeks to find a career match between the employer’s plans for the employee and the employee’s personal aspirations.
ORGANISATIONAL CAREER PLANNING
• HR planning processes involve forecasting both short- and long-term HR needs.
• Decision makers must develop individual plans based on future organisational needs, employee’s performance and
promotability.
• Two career ladders - traditional managerial ladders and the professional ladder (dual-ladder approach)
Reasons for using dual ladder approach
➢ To retain the best professional / technical people
➢ To create a career path for those not interested in a career in management
➢ To increase the morale of the technical staff
➢ To create a more equitable non-management compensation
Career ladder – progression of jobs in an organisation’s specific occupational fields ranked from the highest to the lowest
based on level of responsibility and pay.
INDIVIDUAL CAREER PLANNING
Career counselling – discussing with individuals their personal and career goals, their skills and their objectives. May be
conducted by an HR practitioner
• Some organisations offer career counselling on career opportunities as a part f their career management system.
• First step of career counselling is to assess individual’s personal interests, aims, skills and abilities.
• Second step is to collect information about existing and future opportunities in an organisation
• Last step is to develop a strategy to achieve career goals.
INTEGRATING PLANS
Career management must ensure a balance between the organisation’s HR needs and employee’s career goals.
IMPLEMENTING PROGRAMMES
• Career management enables career progression to proceed with regularity and predictability.
• Publishing job vacancies, performance appraisals, training and development = implementing career management
o Job vacancies
o Appraisal data
o Training and development
HRM2602 NOTES | N Dlomo
