ERIC ED402502: What Works and What Doesn't in Career Development Programs.

10 Pages·1996·0.25 MB·English

by  ERIC

DOCUMENT RESUME
ED 402 502
CE 073 195
AUTHOR
Stevens, Paul
TITLE
What Works and What Doesn't in Career Development
Programs.
INSTITUTION
Centre for Worklife Counselling, Sydney
(Australia).
PUB DATE
96
NOTE
9p.
Viewpoints (Opinion/Position Papers, Essays, etc.)
PUB TYPE
(120)
EDRS PRICE
MFO1 /PCO1 Plus Postage.
Adults; Career Change; Career Choice; *Career
DESCRIPTORS
Development; Career Guidance; *Career Planning;
*Employer Employee Relationship; Employment
Practices; Foreign Countries; Occupational
Information; Organizational Development; Program
Implementation; Resources; Self Actualization; *Self
Evaluation (Individuals); *Staff Development;
Workshops
ABSTRACT
Career development has become important in
organizations struggling with restructuring and its effects on
employees. Employees now understand the procels as a way to gain
employability skills in order to obtain different jobs within their
companies or elsewhere. Career development often takes place in
workshops, although many people prefer a more private setting, at
least initially. Self-assessment tools can be used, but they should
avoid any association with tests. A range of career-learning material
should be offered, such as self-help libraries and software systems
such as DISCOVER, Career Builder, or System of Interactive Guidance
and Information (SIGI) PLUS. The best workshop design seems to be 2
consecutive days followed up with a day 5-8 weeks later. An external
career trainer should lead the workshops, rather than an internal
trainer. Managers should undertake the process first so that they can
learn to be career coaches for their employees. Employees should be
encouraged to develop their self-knowledge and then to develop
knowledge of other jobs they might like. Although employers fear that
most employees will ask for promotions, most employees actually want
more variety and more opportunity to learn in their jobs. Mentoring
support can be helpful, and bottom-up succession planning is more
useful than the older top-down method. Some reasons for the failure
of career development programs are as follows: they focus on the
needs of only a portion of the employee population with an
organization; they rely on inadequate methods of self-assessment
measurement; they avoid a systems approach; they depend on workshops
as the only learning media; upper management has not been part of the
process before implementation; and performance appraisal discussions
have been mixed with career review discussions. Today's organization
is not the authoritarian vertical hierarchical type; employees need
career development programs to react to changing needs of the
organization and the marketplace. (KC)
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TO THE EDUCATIONAL RESOURCES
Points of view Or opinions Stated in this clocu-
INFORMATION CENTER (ERIC)
mom 00 not netessanly represent odiaal
OERI pOsitiOn or maws.
What Doesn't in Career
Development Programs
by Paul Stevens, Founder,
/ Director, The Worklife Network
tiative of staff who observed
best vehicle for helping staff with
Career development is cur-
downsizing with increasing con-
their career enrichment responsi-
rently a topic under con-
cern and took on the determina-
by bilities.
scrutiny
siderable
tion to improve their employabil-
HRM and Training professionals.
Program Renaissance
whilst others around them
ity
interventions
seek
and
Both
The recent recession has contrib-
and the
losing
theirs,
learning experiences which will
were
uted to a renaissance of career de-
growth of competencies, rather
help staff adjust to the new era of
velopment support activities by
than qualifications, with its asso-
maintaining their employability
employers. Career development
ciated vocabulary of definitions
rather than long-term tenure.
has been selected by many em-
increasing as a measure of a per-
Career support programs have
ployers as the learning vehicle by
son's suitability for a job role, or
experienced fluctuating fortunes
which the new post-restructuring
transfer or promotion.
over the past decade. Many peo-
can
organisational
culture
be
of
creating
ple, usually at Executive level,
loyalty
Instead
communicated and staff coopera-
which, by association
implies
dismissed them as too 'new age'
tion secured. The drastic adjust-
longevity in the partnership be-
or 'touchy feelly', or an indul-
ments to their infrastructure and
tween employer and employee,
gence in the employees' direction
personnel require different ways
staff need to become more entre-
rather than improving organisa-
of getting job tasks done. Work-
preneurial, committed to lifelong
tional productivity and effective-
ing smarter and creative thinking
learning, and no longer expect
ness. Several well-meaning peo-
and acting are the emerging ex-
ple battled this resistance and
promotions to be handed to them
management.
from
pectations
as a reward. Neither employee
proceeded with career support
Some organisations are reflecting
workshops, only to be disap-
nor employer has a future obliga-
these changes by shredding all
tion to the other. Pay is earned
pointed when achievement of ob-
job descriptions, believing these
today in whatever job role by
appeared confused or
jectives
restrain rather than free up their
contributing to the organisation's
participants did not take respon-
human resource capabilities.
their own career
changing needs in winning cus-
for
sibility
Other contributing factors are
maintaining
and
growth. Among this group were
then
tomers,
the revision in meaning of the
many who did not realise that
growing this relationship by bet-
employment relationship, the ini-
service and innovation
in
ter
workshops are not necessarily the
products and delivery standards.
If the employer fails to meet mar-
ket needs, there is no longer even
Worklife has been providing in-company career training since 1983. In the
of
implied promise
next
an
past year 98 workshops have been facilitated with over 1078 employees par-
ticipating. Career development support strategies have been designed in
month's salary being paid into
partnership with more than 22 organisations since 1994.
the bank account.
2
Worklife Pty Ltd, Sydney 19%
More employers are recognis-
proximately .40 with a composite
career
development
programs
ing that, for their staff to respond
financial index which included
which bring about desired re-
these new de-
favourably
to
profit margins, growth in sales
sults.
mands, they require a different
and growth in
profit margins,
What Works and What
form of security, in addition to
among other criteria. This is an-
Doesn't
pay. They are choosing education
other way of saying that compa-
in career self-resiliency as the
What is career development for
nies that had effective career de-
employees? How do staff define
methodology to convey it.
velopment programs
for
their
it and what are they really look-
employees were more financially
Data Sources
ing for within such programs?
successful than those who lacked
Over the past 17 years, Worklife
Fortunately, we have much to
such programs.
has accumulated a great deal of
share to help find the answers, as
information
across
Australia
we have stood in front of and
In all our in-company
about what employees want in
alongside so many employees in
programs we have found it
career development support and
both group learning settings and
necessary to define career
what is economical for employ-
one-to-one career and worldife
ers to invest in and provide. In
development for employees.
advisory support situations. Also,
the past year, experienced career
at Worklife, we have enjoyed
development professionals within
many
satisfying
partnerships
As to why career development
The Work life Network have con-
with HRM and Training profes-
has such an impact on bottom-
tributed
career
the
to
self-
sionals on the staff of our client
line results, the evidence is that
resilience of more than 4000 peo-
organisations
pooling
observa-
when
employees
understand
ple in organisations within both
tions and debating these issues at
themselves and where they are
private sector and Government
The synergy
length.
between
going and want to go, this trans-
employ. In addition, we have
consultant and client has been
lates into financial success. They
travelled
extensively
overseas
empowering for both parties in
pursue jobs that use their pre-
and established network links by
an area of knowledge about peo-
ferred competencies. This ulti-
which we are alerted to the latest
ple at work which traverses be-
mately results in better productiv-
findings, academic research and
havioural
science,
psychology,
ity
and
fewer
dysfunctional
organisational experiences.
sociology and commerce and
behaviours.
addition, when
In
where formally documented the-
We want to share our findings
management can match job open-
ories about adult career develop-
and
employers
help
further
ings or project task responsibili-
ment only date back to 1974.
through our understanding of a
ties clearly with employee self-
systems approach to career de-
Where to Start
assessed capabilities and their ca-
velopment within organisations.
reer values, better productivity
all
In
in-
our
results. When restructuring, em-
Financial Success Indicator
company programs
ployers know accurately what
we have found it
Just one illustration of our re-
jobs to reassign to existing em-
necessary to define
search will help here. Kravetz
ployees rather than guess at per-
career
develop-
Associates of Illinois (est. 1976)
son-job
There
match.
is
also
ment for employees. So many
studied
key
the
people-
more equity in deciding who has
have a singular belief that career
management factors that predict
to go.
development concerns only their
company financial success. 250
futuretheir nextjob move.
employers of the Forbes 500
While career development had
Our education starts by illustrat-
one of the highest correlations
were involved in the effort. Kra-
ing that career development is as
with company financial success,
vetz found 80 factors that have a
much about developing their cur-
Kravetz found it was one of the
significant correlation with com-
rent job as seeking the next one.
lowest areas of the 80 predictors
pany financial success. Having
Career development is as much
in terms of effectiveness. This
an effective career development
about work and life balance, and
means not many employers know
system was the fifth most impor-
life management, as
therefore
how to design and implement
predictor,
tant
correlating
ap-
2
Worklife Pty Ltd, Sydney 1996
had. This contributes to an accep-
with
col-
relationships
about
leagues, current boss and em-
tance that career protection can
Self-Assessment Tools
only be done by the individual.
ployer.
The highest
expectation from
They are eager learners as a con-
Furthermore, we found a very
employer support is for tools for
sequence.
low incidence of awareness of
the employee to assess them-
how to undertake career review.
selvesto gather the essential
This should not be surprising, as
We have found in post-recession
database from which career plan-
our secondary and tertiary educa-
career training much less
ning can proceed. In this area,
tion institutions fail to include
blaming the employer or
many shared negative views on
student training in career and life
`the system' than pre-recession.
or psychometric
instru-
tests
At
their
in
syllabi.
planning
inventorieswhere
ments, or
present, it's left to employers to
they completed them, had their
provide the education which was
responses taken way and
re-
their
employees'
in
omitted
ceived a report back 'telling me
This career education helps in
younger years.
who I am'. Resentment has been
other ways. For example, we
exceptionally strong about these
Assuming Ownership
found in
post-recession career
processes, and trainers and re-
training much less blaming the
We found ample evidence of the
cruitment officers should take
employer or 'the system' than
willingness of employees to un-
note and reassess which tools
pre-recession. Before commenc-
dertake career development once
they are administering. We ob-
our
the process,
learning
ing
this education had taken place.
served that bad feelings about
trainers need to allow much less
Most initially perceived career
tests linger.
time for cathartic release of any
activities you
development as
anger, resentment or emotional
At Worklife, our career coun-
take when an unexpected event
pain than pre-recession. What we
selling and career training team
of a negative nature occurs, such
have noticed is that more time
as threat to or loss of job. Our
has long been aware that tests are
needs to be given to
settling
inappropriate tools. We have de-
bookshops are now stocked with
down participants' fears that the
veloped expertise in and, in fact,
an extensive array of literature
commencement of this form of
designed many Career Assess-
texts, planning workbooks, self-
help by their employer has a hid-
ment Instruments. `CAIs', as we
review materialssourced from
'It's
den agenda.
disguised
a
commonly refer to them, are es-
UK, US and a growing body of
form of outplacement,' some say.
self-assessment
Australian authors. Yet our ran-
sentially
tools.
This reflects the breakdown in
We have also developed and re-
dom survey of bookshop staff re-
trust and former feelings of safe
fined many Structured Question-
vealed that purchasers invariably
dependency on their employer.
buy the job hunt materials and
the
help
naires
Self-
to
Assessment phase.
bypass the self-review and career
Partnership with Employer
targeting offerings. Buyers are
Career Planning Database
Employees made it clear many
into career transition help and
times that, while they were eager
What comprises the minimum
vaultingor deliberately avoid-
to take over responsibility for
database from which career plan-
ingthe self-review and plan-
their career management, they
ning can take place? Our experi-
ning steps.
felt that they could not do it with-
ence is that each employee needs
The readiness of employees to
out considerable support from
self-selected
data
assemble
to
participate when an employer of-
their employer. They expressed
about: their preferred or motivat-
and planning
self-review
fers
the need for many thingssome
their career values;
skills;
ed
help can be regarded as a benefit
realistic, others not. It's part of
their primary wants at the current
extrapolating from the recession
the career training process
to
stage of their career and life; an
years. Rarely did we find an em-
teach what is a realistic expecta-
appraisal of their career action
ployee who had not lost their job
tion of support and what the em-
constraintstheir belief system;
through redundancy, or knew a
ployee can achieve by self-help.
motivated
their interests;
and
family member or friend who
conclude with documenting their
Work life Ply lid, Sydney 1996
3
4
desired new learning. What is
Stevens' Model of
ment behaviours by employees
least useful are personality inven-
and poor return on investment.
Career Development
tories which produce confining
Essentially, all career develop-
such
labels
'thruster-
as
ment support must be offered as
Self-Assessment
negotiator' and the like.
an invitation to employees for
their voluntary participation.
40
Self-Assessment Accuracy
Workshop Design
Interpreting Data
HRM
Several
professionals
query the ability of an employee
We have
experimented
with
40
to self-assess accurately. I recom-
many formats over the years. Our
Opportunity Awareness
mend that a perusal of Adult Ca-
more effective results come from
reer Development literature and
a design which allows for two
4
research findings will provide
consecutive days to be followed
considerable reassurance about
Decision Learning
by a follow up day at least five
this. At the end of the day, the
but no more than eight weeks lat-
+
employer makes their own judge-
er. This gives time for much to
ment on a career action step re-
Transition Training happen. The employee reflects
quest from an employee. The
on the education and the self-
9
power to reassignand where
surfaced and
assessment
data
remains an employer's preroga-
documented,
undertakes
self-
Transition Accomplished
tive.
initiated career exploration, gath-
ers data, consults and drafts op-
Preferences for Learning
tions, concurrent with carrying
Media
ployees
can
learn
and
self-
out their current job responsibili-
manage their way by accessing
Workshops are the most popular
ties.
structured career planning work-
form of employer sponsored ca-
Because employees harbour
books, employer-sponsored ca-
reer support. We share a strong
lingering feelings of distrust of
reer self-help libraries or compre-
caution here. People learn in dif-
their employers, more effective
hensive software systems such as
ferent ways. The medium of a
DISCOVER for Organisations,
learning occurs when an external
small group training event does
career trainer leads the process
Career Builder or SIGI PLUS.
not appeal to all. Some fear being
with an internal trainer as co-
forced into uncomfortable self-
Often, when an employee has
facilitator rather
than
lead
disclosure. The skill of the learn-
used one or more of these, they
spokesperson. Furthermore, a set-
ing facilitator is paramount here.
are more willing and, in fact, ea-
back can easily occur if the man-
Furthermore, the career subject is
ger to enrol in a workshop learn-
aging director decides to open
very much a personal one. Many
ing event. Similarly, we have
the workshop proceedings! He or
want
privacy,
particularly
found that workshop graduates
she is best kept out of the way,
through the Self-Assessment and
frequently move on to these other
but not left uninformed!
Opportunity Awareness stages.
career support resources for fur-
ther work and/or reinforcement
Within AGC, the finance com-
of their developing career-related
pany, 738 (48%) of the employee
Our experience is that managers
thoughts.
population volunteered for work-
need to experience the career
shops within the first six months.
education and self-assessment
The best option is for an em-
We learned that
it would be
tuition themselves before they
ployer to offer a range of career
wrong to assume 52% did not
want to learn career coaching.
support learning media.
care about their careers. Many of
Whatever the components of
the 52% keenly pursued this
an employer's career support sys-
Manager as Career Coach
knowledge using other media,
tem, it is our experience that any
quietly and unobtrusively.
Because of the personal nature of
compelled use of them will result
career and life review, it is unrea-
We have found that many em-
in inappropriate career develop-
4
Work life Pty Lid, Sydney 1996
5
Wales, Prince Henry and South
sonable to expect all employees
reer opportunities to be delivered
Sydney Hospitals where, under
to their desks. It will be no sur-
to involve their manager willing-
their program, cleaners, catering
prise that we have found the lat-
ly from Stage One onwards. Em-
ter attitudes prevalent at the be-
staff, porters and ward assistants
ployees accept that at some stage,
ginning of career programs and
preferably no later than Decision have been encouraged to become
multi-skilled to work as patient
the former emerging at the con-
Learning, they need to present to
clusion of the formal education
services assistants. Old, confin-
and consult their manager. How-
ing job titles have been aban-
process.
ever, if this relationship is forced,
they often abandon any further
doned. This program has saved
When employees have been
work on their own career plan-
$1.7 M in annual cleaning bills,
inspired to undertake their own
as well as improving patient care
ning.
career exploration within
their
and employee satisfaction.
of
current
managers employment
Because
this, environ-
HR Monthly (June 95) con-
need help in how to be an effec-
ment, it is essential that they can
approach people who will pro-
firmed this trend by reporting a
tive career coach. Our experience
vide information frankly. Explo-
is that managers need to undergo
survey of 1300 employees within
the career education and self-
ration, or Opportunity Aware-
a Queensland employer which
be the
found task variety
must take
assessment tuition themselves be-
ness, before
place
to
fore they want to learn career
strongest predictor of job satis-
Decision
Learning.
People
coaching. In other words, they
information-gathering
receiving
faction.
requests should not be reticent
want their own career needs ser-
viced first. We have observed
because they fear their own job
A significant majority of
safety. They should, however,
this makes them more willing to
employees hanker after more
help subordinates through sup-
recognise the evidence of these
variety in their job tasks. They
portive career coaching behavi-
career action initiatives by col-
want new learning.
leagues and do their own future
ours.
employability action taking.
Career Exploration
Rejuvenating the Plateaued
This is the new form of job se-
We have found many employees
curityexpanded employability
welcoming the changed employ-
It is pleasing to observe an older
by extending
of
mastery
the
person wanting
environment
ment
they
as
experiment
to
skills. We have found large num-
progress through the elements of
with different job tasks and prob-
bers of employees wanting this
rather than
a career support program. They
lem-solving issues
but feeling frustrated by manage-
are not all seeking published ca-
stay cocooned in work they know
ment insisting on expertise delin-
reer path information, preferring
so well, having mastered it but no
eation the old way. But first we
to become detectives and sleuth
longer
it
finding stimulating.
have to help them explore them-
Many a mature aged employee
out among organisational needs
selves in a non-threatening way
where their interests and skills
who viewed themselves as hav-
and surface their array of skills,
ing plateaued, has been rejuve-
may best be applied. As there is
many of which they were not
no longer job security, many
nated in spirit, action and deter-
conscious of beforehand.
mination as a result of career
seem to have been given permis-
sion to strike out and consider ca-
development support.
Coping With Uncertainty
reer moves away from the linear
Multi-Tasking Preferences
We have found much evidence
and traditional. As one said to us:
that once an employee's employ-
A significant majority of employ-
"There's something more excit-
ability confidence and personal
ees hanker after more variety in
ing about not knowing exactly
career
management
expertise
their job tasks. They want new
what's going to happen next."
have been increased, they are less
learning, though what they want
Others, though, expect the old
apprehensive about future organi-
to learn differs from person to
system's supply of organisational
sational change. They feel secure
Employers
should
person.
be
charts and publicised job vacan-
they have compiled data
that
more courageous here. An excel-
cies. They expect details of ca-
about themselves which they can
the Prince of
lent example is
C Worklife Pty Ltd, Sydney 1996
5
6
use to identify a set of work tasks
A Deluge of Promotion
to the employment environment.
in any reasonable amount of
Petitions
Mentoring Support
change which could be forthcom-
No, definitely not. In none of the
We have found that including in
ing. And, if they are unable to
organisational environments we
the systems approach to career
find a match where they work,
have conducted these programs
development support a voluntary
they know that they have wider
have the Line Managers or HRM
access
and
select- your -own-
options than before in the labour
staff been inundated with
re-
mentor service has substantially
market externally.
quests for promotion. What has
improved the results for both the
Career Decision Making
surfaced in volume is approval
employee and the employer. We
seeking for enriching current job.
While we have found, in general,
have found it important to pro-
that employees of all ages have
We influence employees to
vide
specific
for
training
the
been willing to get going with the
mentors. When employees have
document their determinations in
had their mentors chosen for
self-review and exploration pro-
the form of a Career Action Step
cess, we have observed the em-
them, we have observed far from
Proposal for review by their man-
ployee falter a multitude of times
satisfactory results. An alterna-
ager. This document must clearly
at the stage of decision making.
tive support is to engage the ser-
indicate what the person is seek-
vice of an external career man-
That's why in our Model we have
ing, why they think they merit it,
titled this stage 'Decision Learn-
agement counselling provider for
what benefit to the employer will
ing'. Here the employee needs
contracted mentoring. On a con-
result and, most essential, what
the most help. They have pro-
trolled basis, employees can be
the person is prepared to contrib-
funded to such a service and
duced a number of realistic op-
ute to help the request be real-
tionschoices of career action
helped over this barrier through
ised.
steps that relate to who they are
to successful implementation of
Downshifting Features
and where they work. They falter
their career determinations.
In some situations, we have ob-
when a choice has to be made
The commitment to one course
served downshifting requests em-
In none of the organisational
anating from this process. People
of action deters most. One-to-one
environments we have
who want less responsibility and
counselling support is very useful
conducted these programs have
here, as
have now found the courage to
sensitive coaching
is
the Line Managers or HRM
from one's manager. Another
risk requesting
Often
it
is
it.
staff been inundated with
for
sought
a defined
source of support is accessing a
period
requests for promotion.
mentor either within or external
which may be stimulated by birth
of a child in their family or other
non-work desires or occurrences.
Computer-
Career
Strategy
Based
Support
These people should not be con-
Design
Career
Structure
Planning
sidered as no longer ambitious.
They are exercising work and life
balance prerogatives and should
scarf
Customised
be encouraged. No shame should
Career
be associated with well-reasoned
Planning
Planning
Workshops
Workbook
requests of this nature. It is better
Re-Energised
for the business to concur as the
i=>
Committed
Workforce
alternative is losing the person to
Manager
another employer or workforce.
Career
Coaching
Let's Delay Until
Training
Restructuring Is Over
Our knowledge says the oppo-
t
r
Self-Help
r Local and
site. It is amidst times of change
HRM
Stall
Resource
International
within the employment environ-
LLiibbrraarryy
Career
Best Practice
Selection
Training
ct
Input
6
Worklife Pty Ltd, Sydney 1996
ment that career development
their plans
wants what. The system I former-
are communicated,
ly operated only conjectured at
support is most wanted and use-
HRM functions can maintain suc-
ful to both employees and em-
the preferences of the individual.
and
cession
matrices laterally
We were often wrong and dis-
ployers. They ride out the hic-
hierarchically. This resembles a
chess board matrix and is best
covered our error only when the
cups of changed status, allocation
time came to act on job moves.
managed by software programs.
of tasks, etc. better.
Worklife has yet to see an or-
In this way, implementation of
ganisation operate their succes-
organisational change can be ex-
A common misinterpretation
sion planning fully in this 'bot-
pedited and selection for expect-
is that employees need settled
tom up' manner, but several of
vacancies
ed unexpected
and
jobs on the organisation chart
promptly effected. HRM knows
our client companies are moving
in order to career plan. That is
for most, if not all, jobs who
towards this.
not the case.
wants what and has a good case
Why Some Career
submitted to be considered.
Development Programs Fail
A common misinterpretation is
We have found employees are
Some fail because they often fo-
that employees need settled jobs
often discouraged by the difficul-
cus on the needs of only a por-
on the organisation chart in order
ty of finding out detailed infor-
tion of the employee population
to career plan. That is not the
mation about job requirements
within an organisation; because
case. What they need is a set of
where jobs are occupied. The ten-
they rely on inadequate methods
specifications about self about
dency is to publicise such data
of self-assessment measurement;
composites of job content that
only when a job is vacant. How
because they avoid a systems ap-
will fit their uniqueness. They
can a person plan their develop-
proach and instead have focused
need to be aware of the wonder
ment if they do not know the re-
on only one or two bits and piec-
and usefulness of transferable
quirements of their target? They
es; because they depend on ca-
skills and the critical aspect of
are prevented from doing their
reer workshops as the only learn-
their attitude. They need to have
`homework'. Economic hazards
ing media; because the Executive
of career
sense
resiliency.
a
occur for both parties if employ-
team has not been a part of the
These are the outcomes of career
ees are not saved from inadver-
consultative process before im-
development programs in times
tently targeting and going into
plementation; because
perfor-
of change. As one Managing Di-
poorly fitting jobs. More open-
mance appraisal discussions have
rector said to me recently:
"I
ness by employers is
required
been mixed in with career review
know I will have to change the
here.
discussions.
organisation structure more than
Bottom Up Succession
once in the next year. Trouble is I
Planning
will not know how until the time
Employers need managers who
arrives and I worry that staff will
In my former career as a Person-
are better at persuading than
not respond quickly to changed
nel Manager over twenty years, I
giving orders, who know how to
roles but quit the ship physically
managed succession planning top
coach and build consensus; who
or mentally when all I am doing
down. My responsibility was to
add value by negotiating job
is making it safer for them."
maintain confidential recording
assignments with people
of who would succeed whom, if
Job Vacancy Posting
need be, and liaise with the Chief
Insufficient
Executive on this. Modern career
Today's organisation is a far
for
career
Proposals
moves
development practice does not
cry from the authoritarian verti-
should not be discouraged, nor
supersede this but adds an oppo-
cal hierarchy in which I learned
should they wait until vacancies
site dimension. When employees
personnel managementmy first
occur and jobs need to be filled.
are stimulated to submit their
profession. The cross-functional
An employee should be encour-
short- and long-term goals in Ca-
ties among individuals and busi-
aged to investigate and target
reer Action Step Proposals, man-
ness units are increasingly impor-
jobs currently occupied. When
agement has a better idea of who
tant. There are many more chan-
Worklife Pty lid, Sydney 1996
7
8
nels of activity and communica-
more discriminating when
systems, consultancy, insurance,
ing
tion laterally within than before.
choosing an employer. They are
employ,
government
office
deciding on evidence that com-
equipment, telecommunications,
Managerial skill demands are
career development
prehensive
pharmaceuticals,
produc-
food
changing. Employers need man-
programs exist or they
don't.
professional
tion,
associations,
agers who are better at persuad-
building materialseach have
Shortly, the employer who can
ing than giving orders, who know
not advertise they have one will
their own nuances.
how to coach and build consen-
lose out on quality applicants.
sus; who add value by negotiat-
Packaged approaches to career
ing job assignments with people,
Customised Programs
development do not work. Each
not presiding over 'parishes of
Essential
has to be tailored to suit the na-
power' and directing who goes
ture of the employment environ-
At Work life, we have made our
ment. Human behaviour is the
where.
full share of misjudgments in ca-
same, the context in which those
The focus is outwards to the
design. We
reer
development
behaviours function and respond
customer. Human resources to
don't know it all! But our wealth
differs.
service the market will vote with
of experiences and our consulta-
their feet unless their desires are
tive partnerships with many em-
I will long remember a young
heard, attention given to their in-
ployers help us to be much more
woman pulling me aside and say-
dividuality and their changing
confident in the pragmatism of
ing:
our advice. We have seen the
needs as they traverse their adult
"Thank you for
years
employment.
Career
in
power of carefully planned career
helping this but-
change needs to be facilitated
development program design en-
terfly find her
more within so that an employee
acting change more effectively
true colours."
does not feel they have no choice
than most other human resource
When a person is helped to
but to resign to seek elsewhere
type interventions. To date, our
know who they really are and to
of
their
work has extended into the fol-
fulfilment
changed
like themselves better, both the
needs, motivations and interests.
lowing industries: card services,
employee and employer benefit.
finance,
banking,
information
The younger generation is be-
=
=-
=
=
TM
-
=
-=-
The wW
as
as
Network
Paul Stevens, Founder/Director
Web Pages: http://www.ozemail.com.au/-worklife
Email: [email protected]
PO Box 407, Spit Junction NSW 2088, Australia
AUSTRALASIA
OVERSEAS
NSW
USA and Canada
Western Australia
The Centre for Work life Counselling
Career Research & Testing
Service Training International
T [phone] F [phone]
T [phone] F [phone]
T [phone] F [phone]
Victoria
The Netherlands
Northern Territory
Waite Career Development Centre
The Phoenix Shop
Raelene Overall Consultants
T [phone] F [phone]
T (20) 679.5766 F (20) 676.5416
T [phone] F [phone]
ACT
Sweden
Tasmania
Career Action
New Start AB
Tasmanian Career Centres
T 0411.236.124
T
T [phone] F [phone]
[phone] F [phone]
South Australia
WellingtonNew Zealand
Hong Kong
Rod Wenham Career Consulting
Learning Resources & Technologies
Creative Careers Ltd
T [phone] F [phone]
T (852) 2890.8963 F (852) 2890.9015
T [phone] F [phone]
Queensland
AucklandNew Zealand
United Kingdom
Corporate Consulting Services
TDA Consulting Limited
Career Dynamics
T [phone] F [phone]
T [phone] F [phone]
T [phone] F [phone]
8
Worklife Pty Lid, Sydney 1996
9
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