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Flashcards in Weeks 4 & 5 Deck (29)
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1

Define 'career management'

The process through which employees (1) become aware of their own interests, values and weaknesses, (2) get information about job opportunities with an organisation, (3) identify their career goals and (4) establish action plans to achieve their career goals.

2

Explain career management

- Career development is important for companies to create and sustain a continuous learning environment.
- The biggest challenge companies face is how to balance advancing current employees’ careers while simultaneously attracting and acquiring employees with new skills.
- In contrast – the challenge is different in difficult economic times
- The growing use of teams is influencing the concept of careers: for example, project careers (a career based on a series of projects that may or may not be in the same organisation

3

Why is career management important?

From the organisation’s perspective, the failure to motivate employees to plan their careers can result in:
a shortage of employees to fill open positions
lower employee commitment inappropriate use of money allocated for training and development programs.

From the employees’ perspective, lack of career management can result in:
frustration feelings of not being valued by the organisation
being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring or downsizing.

4

What is the connection between career management and career motivation?

Career motivation refers to:
- employees’ energy to invest in their careers
- employees’ awareness of the direction they want their careers to take
- the ability to maintain energy and direction despite barriers they may encounter.

Career motivation has three aspects:
- career resilience
- career insight
- career identity

5

Define 'career motivation'

Employees' energy to invest in their careers, their awareness of the direction they want their careers to take, and their ability to maintain energy and direction despite any barriers that they may encounter.

6

Define 'career resilience'

Employees' ability to cope with problems that affect their work

7

Define 'career insight'

The degree to which employees know about their interests as well as their skill strengths and weaknesses; the awareness of how these perceptions relate to their career goals.

8

Define 'career identity'

The degree to which employees define their personal value according to their work.

9

Explain what a career is

A career is the individual sequence of attitudes and behaviour associated with work-related experiences and activities over the span of the person’s life.
Four different meanings can be applied to the concept of careers:
- as an advancement
- as a profession
- a lifelong sequence of jobs
- a lifelong sequence of role-related experiences
E.g. kaleidoscope and butterfly careers

10

Define 'career'

The pattern of work-related experiences that span the course of a person's working life

11

Explain 'boundryless careers'

Crosses organisation boundaries
Seen as boundaryless by individual
In and out of work
Outside traditional organisation structures

12

Define 'protean career'

A career that is frequently changing based on changes in a person's interests, abilities and values as well as changes in the work environment.

13

Define 'psychological contract'

The expectations that employees and employees have about each other and about the employment relationship.

14

Explain 'career development'

Career development is the process by which individuals progress through a series of stages.
Each stage is characterised by a different set of developmental tasks, activities and relationships.
Career development models include:
- life-cycle models
- organisation-based models

15

Define 'career development'

The process by which employees progress through a series of stages, each characterised by a different set of developmental tasks, activities and relationships.

16

Define 'life-cycle model'

A model suggesting that employees face certain developmental tasks over the course of their careers and that they move through distinct life or career stages.

17

Define 'organisation-based model'

A model suggesting that careers proceed through a series of stated with each state stage involving changes in activities and relationships with peers and managers

18

Define 'directional pattern model'

A model describing the form or shape of a career

19

Define 'exploration stage'

A career stage in which individuals attempt to identify the type of work that interests them

20

Define 'apprentice'

An employee in the exploration stage of their career who works under the supervision and direction of a more experienced colleague or manager

21

Define 'establishment stage'

A career stage in which an individual finds his or her plan in an organisation, makes an independent contribution, achieves more responsibility and financial success and establishes a desirable lifestyle.

22

Define 'maintenance stage'

A career stage in which an individual is concerned about keeping their skills up to date and being perceived by others as somepone who is still contributing to the organisation

23

Define 'mentor'

An experienced, productive senior employee who helps to develop a less experienced employee

24

Define 'disengagement stage'

A career stage in which an individual prepares for a change in the balance between work and non-work activities

25

Define 'sponsor'

A staff member who provides direction to other employees, represents the organisation to customers, initiates actions and makes decisions

26

Define 'career management system'

A system that helps employees, managers and the organisation to identify career development needs; includes self-assessment, reality check, goal setting and action planning

27

What are the components of the career management process?

Self-assessment
- Information is used by employees to determine their career interests, values, aptitudes and behavioural tendencies.
- It often involves psychological tests.

Reality check
- This involves the information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans.

Goal setting
- This is the process of employees developing short- and long-term career objectives.
- It is usually discussed with the manager and written into a development plan.

Action planning
- This is where employees determine how they will achieve their short- and long-term career goals.

28

What are the 'design factors of effective career management systems'

- The system is positioned as a response to a business need or supports a business strategy.
- Employees and managers participate in development of the system.
- Employees are encouraged to take active roles in career management.
- Evaluation is ongoing and used to improve the system.
- Business units can customise the system for their own purposes.
- Employees need access to career information sources.
- Senior management supports the career system.
- Career management is linked to other human resource practices such as training, recruiting systems and performance management.
- The system creates a large, diverse talent pool.
- Information about career plans and talent is accessible to all managers.

29

What is an individual's role in career management?

Individuals/Employees can:
- take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses
- identify their stage of career development and development needs
- seek challenges by gaining exposure to a range of learning opportunities
- interact with employees from different work groups inside and outside the organisation
- create visibility through good performance.