ERIC ED461044: What Works and What Doesn't in Career Development Programs.

11 Pages·2001·0.22 MB·English

by  ERIC

DOCUMENT RESUME
CE 082 815
ED 461 044
Stevens, Paul
AUTHOR
What Works and What Doesn't in Career Development Programs.
TITLE
Centre for Worklife Counselling, Sydney (Australia).
INSTITUTION
2001-0O-00
PUB DATE
NOTE
10p.
AVAILABLE FROM
For full text:
http://www.worklife.com.au/resource/works.html.
Information Analyses (070)
PUB TYPE
MF01/PC01 Plus Postage.
EDRS PRICE
*Administrator Role; Adult Education; Career Counseling;
DESCRIPTORS
*Career Development; Career Education; Career Exploration;
Career Planning; *Decision Making; Developed Nations;
*Employee Attitudes; *Employer Employee Relationship;
Foreign Countries; Inplant Programs; Mentors; Promotion
(Occupational); Self Evaluation (Individuals); Self Help
Programs; *Self Management; Work Environment
*Australia
IDENTIFIERS
ABSTRACT
Worklife has accumulated information about what employees
want in career development support. Education starts by illustrating that
career development is about developing the current job and seeking the next.
Employees eagerly take responsibility for their career management, but feel
they need considerable employer support, especially regarding self-assessment
tools. Employees assemble data about preferred skills; career values; primary
wants at current career and life stages; belief system; motivated interests;
and desired new learning. Workshops are the most popular form of
employer-sponsored career support. A challenge for employers is to evaluate
and select self-help career planning software. Managers need help to become
effective career coaches. Employees who have been inspired to undertake
career exploration within their current employment environment must be able
to approach people who provide information frankly. A significant majority of
employees want more variety in their job tasks--new learning. Employees
falter at the decision-making stage. A mentor support program has
substantially improved employee and employer results. Employees should be
encouraged to investigate and target jobs currently occupied; succession
matrices can be maintained. Career development programs may fail if they do
not address these issues. Managers are needed who persuade, not give orders;
know how to coach and build consensus; and add value by negotiating job
assignments with people.
(YLB)
Reproductions supplied by EDRS are the best that can be made
from the ori inal document.
What Works and What
Doesn't in Career
Development Programs
Paul Stevens
U.S. DEPARTMENT OF EDUCATION
office of Educational Research and Improvement
ATIONAL RESOURCES INFORMATION
ED
CENTER (ERIC)
This document has been reproduced as
received from the person or organization
originating it.
0 Minor changes have been made to
improve reproduction quality.
Points of view or opinions stated in this
document do not necessarily represent
official OERI position or policy.
PERMISSION TO REPRODUCE AND
DISSEMINATE THIS MATERIAL HAS
BEEN GRANTED BY
TO THE EDUCATIONAL RESOURCES
INFORMATION CENTER (ERIC)
1
AVAILABLE
BEST COPY
2
What Works and What Doesn't in
Career Development Programs
by Paul Stevens, Founder / Director, The Centre for Worklife Counselling
Instead of creating
ment support activities by em-
loyalty
development
is
Career
which, by association implies
ployers. Career development has
currently a topic under
partnership
longevity
been selected by many employ-
the
in
considerable scrutiny by
ers as the learning vehicle by
between employer and employ-
HRM and Training professionals.
ee, staff need to become more
which the post-restructuring new
interventions and
Both seek
organisational culture can be
entrepreneurial, committed to
learning experiences which will
staff co-
lifelong learning and no longer
communicated and
help staff adjust to the new era of
operation secured. The drastic
expect promotions to be handed
maintaining their employability
to them as a reward. Neither
adjustments to their infrastruc-
employee nor employer has a
rather than long-term tenure.
ture and personnel require differ-
ent ways of getting job tasks
Career support programs have
future obligation to the other. Pay
experienced fluctuating fortunes.
is earned today in whatever job
done. Working smarter and cre-
usually
at
people,
Many
ative thinking and acting are the
role by contributing to the organ-
Executive level, dismissed them
isation's changing needs in win-
expectations
emerging
from
as too 'new age' or 'touchy feel-
management. Some organisa-
ning customers, then maintaining
or an indulgence in the
ly',
and growing this relationship by
tions are reflecting these changes
service and
employees' direction rather than
better
providing
by shredding all job descriptions,
improving organisational pro-
believing these restrain rather
innovation in products and deliv-
effectiveness.
ery standards. If the employer
ductivity
and
than free up their human resource
well-meaning people
Several
fails to meet market needs, there
capabilities.
battled this resistance and pro-
is no longer an implied promise
Other contributing factors are
ceeded with career support work-
of next month's salary being paid
the revision in meaning of the
shops, only to be disappointed
into the bank account.
employment relationship, the ini-
when achievement of objectives
tiative of staff who observed
More employers are recognis-
appeared confused or partici-
ing that, for their staff to respond
downsizing with increasing con-
pants did not take responsibility
favourably to these demands,
cern and took on the determina-
for their own career growth.
they require a different form of
their
improve
tion
to
Among this group were many
security, in addition to pay. They
others
whilst
employability
who did not realise that work-
are choosing education in career
around them were losing theirs,
shops are not necessarily the best
self-resiliency as the methodolo-
and the growth of competencies,
vehicle for helping staff with
rather than qualifications, with
gy to convey it.
their career enrichment responsi-
its associated vocabulary of defi-
What Works and What
bilities.
nitions increasing as a measure
Doesn't
Program Renaissance
of a person's suitability for a job
Over the past 22 years, Worklife
role, or transfer or promotion.
Many factors have contributed to
has accumulated a great deal of
a renaissance of career develop-
information about what employ-
Worklife has been providing career and life planning services since
ees want in career development
1979. Recent innovations are Worklife's CareerMastery®, a virtual
support and what is economical
career self-help centre at http://www.careermasterycorn and the
for employers to invest in and
College for Career Practitioners, an eLearning facility at
provide.
http://www.worklife.corn.au/learning/index.html
Worklife Ply Ltd, Sydney 2001
3
What is career development
This should not be surprising, as
training much less blaming the
for employees? How do staff
employer or 'the system' than
our secondary and tertiary educa-
tion institutions fail to include
pre-recession. What we have
define it and what are they really
looking for within such pro-
student training in career and life
noticed is that more time needs to
grams? Fortunately, we have
planning in their syllabi. At pre-
be given to settling down partici-
much to share to help find the
sent, it's left to employers to pro-
pants' fears that the commence-
answers, as we have stood in
vide the education which was
ment of this form of help by their
front of and alongside so many
employees'
omitted their
employer has a hidden agenda.
in
'It's a disguised form of out-
employees in both group learn-
younger years.
one-to-one
placement,'
and
settings
ing
This
some
say.
Assuming Ownership
career and worklife advisory
reflects the breakdown in trust
and former feelings of safe
We found ample evidence of the
situations.
support
Also,
at
willingness of employees to
Work life, we have enjoyed many
dependency on their employer.
undertake career development
partnerships
with
satisfying
once this education had taken
HRM and Training professionals
We have found in post-
place. Most initially perceived
on the staff of our client organi-
recessian career training much
career development as activities
sations pooling observations and
less blaming the employer or
you take when an unexpected
debating these issues at length.
'the system' than pre-recession.
event of a negative nature occurs,
The synergy between consultant
such as threat to or loss of job.
and client has been empowering
Partnership with Employer
for both parties in an area of
Bookshops are now stocked with
an extensive array of literature
knowledge about people at work
Employees make it clear many
texts, planning workbooks, self-
which covers behavioural sci-
times that, while they are eager
review materials. Yet our random
ence, psychology, sociology and
to take over responsibility for
survey of bookshop staff reveals
commerce and where formally
their career management, they
that purchasers invariably buy
documented theories about adult
feel that they cannot do it without
career development only date
the job hunt materials and bypass
considerable support from their
the self-review and career target-
back to 1974.
employer. They express the need
ing offerings. Buyers are into
for many things
some realis-
Where to Start
career transition help and vault-
tic, others not. It's part of the
or deliberately avoiding
In all our in-company programs
ing
career education process to teach
we have found it necessary to
the self-review, exploration
what is a realistic expectation of
define career development for
and planning steps.
support and what the employee
employees. So many have a sin-
can achieve by self-help.
The readiness of employees to
gular belief that career develop-
participate when an employer
Self-Assessment Tools
ment concerns only their future
offers self-review and planning
job move.
i.e. their next
highest
The
expectation
by
help can be regarded as a benefit
Our education starts by illustrat-
employees for employer support
extrapolating from the recession
ing that career development is as
years. Rarely do we find an
is for tools for the employee to
much about developing their cur-
to gather
assess themselves
employee who has not lost their
rent job as seeking the next one.
essential
database
the
from
job through redundancy, or not
Career development is as much
which career planning can pro-
know a family member or friend
about work and life balance and,
ceed. In this area, many shared
who has. This contributes to an
life management as
therefore,
negative views on tests or psy-
acceptance that career protection
about relationships with col-
chometric instruments, or inven-
can only be done by the individ-
and
current
boss
leagues,
where they completed
tories
ual. They are eager learners as a
employer.
them, had their responses taken
consequence.
way and received a report back
Furthermore, we found a very
This career education helps in
'telling
am'.
low incidence of awareness of
me
who
I
other ways. For example, we
Resentment has been exception-
how to undertake career review.
found in post-recession career
2
Worklife Pty Ltd, Sydney 2001
4
appraisal of their career action
ally strong about these processes,
structured career planning work-
their belief sys-
and trainers and recruitment offi-
employer-sponsored
constraints
books,
note
tem; their motivated interests;
take
and
should career self-help libraries or com-
cers
reassess which tools they are
and conclude with documenting
software
prehensive
systems
administering. We have observed
their desired new learning. What
either intranet- or internet-based.
that bad feelings about tests
least useful are personality
is
Often, when an employee has
inventories which produce con-
linger.
used one or more of these, they
fining labels such as 'thruster-
are more willing and, in
At Work life, our career coun-
fact,
negotiator' and the like.
eager to enrol in a workshop
selling and career training team
learning event. Similarly, we
has long been aware that tests are
Self-Assessment Accuracy
inappropriate tools. We have
have found that workshop gradu-
Several HRM professionals and
developed expertise in and, in
ates frequently move on to these
managers query the ability of an
designed many Career
other career support resources
fact,
employee to self-assess accurate-
for further work and/or rein-
Assessment Instruments. 'CAIs',
ly. I recommend that a perusal of
forcement of their developing
as we commonly refer to them,
Adult Career Development liter-
are essentially self-assessment
career-related thoughts.
ature and research findings will
tools. We have also developed
for an
The best option
is
provide considerable reassurance
and refined many Structured
employer to offer a range of
about this.
Questionnaires to help the Self-
career support learning media
Assessment phase. The other
Preferences for Learning
selected from electronic, print
need is for an overview frame-
Media
delivery
face-to-face
and
work for the career sort out
options.
Workshops are the most popular
process. An example is in Figure
of employer-sponsored
Whatever the components of
form
1: The Stevens' Model.
an employer's career support
career support. We share a strong
system, it is our experience that
Figure 1: Stevens' Model of
caution here. People learn in dif-
ferent ways. The medium of a
Career Development
any compelled use of them will
in inappropriate career
small group training event does result
Self-Assessment
development
behaviours
not appeal to all. Some fear being
by
forced into uncomfortable self-
employees and poor return on the
Interpreting Data
employer's investment. Essen-
disclosure. The skill of the learn-
career development
ing facilitator is paramount here.
tially,
all
Opportunity Awareness
support must be offered as an
Furthermore, the career subject is
invitation to employees for their
very much a personal one. Many
Decision Learning
particularly
voluntary participation.
want
privacy,
through the Self-Assessment and
Electronic Systems
Transition Training
Opportunity Awareness stages.
Conditioned by the
delivery
Within AGC, the finance com-
Transition Accomplished
speed of Internet and Intranet, a
pany, 738 (48%) of the employee
high percentage of employees
population volunteered for work-
expect a
'quick-fix'
their
to
Careei. P!anning Database
shops within the first six months.
career issues. Developers have
it would be
We learned that
What comprises the minimum
responded to this and a growing
wrong to assume 52% did not
database from which career plan-
number of career software sys-
care about their careers. Many of
ning can take place? Our experi-
tems are on offer. The challenge
the 52% keenly pursued this
ence is that each employee needs
for employers is to evaluate and
knowledge using other media,
to assemble self-selected data
decide between quick fix 'glitzy'
quietly and unobtrusively.
about: their preferred or motivat-
systems and those which offer an
We have found that many
their career values;
ed skills;
educational and process-oriented
employees can learn and self-
their primary wants at the current
methodology.
Perhaps
the
manage their way by accessing
stage of their career and life; an
5
Worklife Ply Lid, Sydney 2001
3
answer is that for a part of the
Ability to include or link to
confidentiality of personal
employee population the quick
organisationally specific
data. Users should be able to
fix but low sustainability of out-
information and processes
save their own data securely
puts is suitable but for higher lev-
(e.g. general job information
and use it on future occasions.
els of career self-management
and internal job vacancies,
The facility to pull this data
the latter
is needed. Graduate
descriptions of appraisal and
into other formats (e.g.
recruits, 'fast track' staff, special
on-line appraisal forms,
standard word processing
populations, the career conscien-
training directories and
files) is helpful."
tious, expatriate staff and man-
booking training courses etc.)
Worklife has met Dr Hirsh's
to be
agers are more likely
The more complex the
requirements
Workli fe's
in
attracted to the process content
package, the more important
CareerMastery at:
style with structured learning
is a clear internal structure
http://www.careermastery.com
elements which result in more
and the ability to see the
thorough personal career deci-
Workshop Design
shape of the whole package.
sion making.
Two level structures are
We have experimented with
Dr Wendy Hirsh of University
common (main modules and
many formats over the years. Our
of Sussex completed comprehen-
sub-modules). The whole two-
more effective results come from
Self-Help
research
sive
into
level menu for users should be
a design which allows for two
Career Planning Tools, published
visible as an overview on one
consecutive days to be followed
as a report in July 2001 via
screen.
by a follow-up day at least five
Career Research Forum in UK
but no more than eight weeks
Navigation needs to be easy
(http://www.CRForum.co.uk)
later. This gives time for much to
and very robust to user error.
and included the following about
happen. The employee reflects
Test by seeing how easy it is
what employers should look for:
on the education and the self-
to get back to where you
assessment data surfaced and
started and to switch between
"Clear and robust basis for the
documented, undertakes self-ini-
main modules. Also test how
well-
building
package
on
tiated career exploration, gathers
fast you get used to navigating
researched theories and using
data, consults and drafts options,
and how quick it feels to use.
well tested exercises or instru-
concurrent with carrying out
If on the Web, check the
ments.
their current job responsibilities.
speed of moving from page to
Documentation explaining the
page in the environment
product, how to use it and the
Our experience is that
where employees will be
theoretical basis and validity
managers need to experience
using it.
of exercises / instruments.
the career education and self-
Where significant text is
If on the Web, the web site
assessment tuition themselves
included, it should be easy to
should make clear who is
before they want to learn career
switch between a practical
providing the site and for
coaching.
tool or exercise and relevant
what purpose and provide a
explanation, articles, tips etc.
clear site map.
Because employees harbour
Large collections of text need
Language tuned to the needs
lingering feelings of distrust of
to be easy to 'browse' as one
of employees, their career
their employers, more effective
would browse books on a
realities and their varied levels
learning occurs when an external
library shelf. If on the Web,
of 'readiness' for career
career trainer leads the process
page design and search
development.
with an internal trainer as co-
facilities are key.
facilitator
rather
than lead
A style that encourages
It should be easy to print off
spokesperson. Furthermore, a
reflection rather than exercise
exercises (whether completed
setback can easily occur if the
hopping. The opportunity to
or blank), profiles, jottings
managing director decides to
synthesise several exercises
and explanatory text.
open the workshop proceedings!
together.
The system must preserve
4
C Worklife Pty Ltd, Sydney 2001
6
He or she is best kept out of the
Multi-Tasking Preferences
more exciting about not knowing
exactly what's going to happen
way, but not left uninformed!
of
majority
significant
A
next."
employees hanker after more
Manager as Career Coach
Others, though, expect the old
variety in their job tasks. They
Because of the personal nature of
system's supply of organisational
want new learning, though what
career and life review, it is unrea-
charts and publicised job vacan-
they want to learn differs from
sonable to expect all employees
cies. They expect details of
person to person. Employers
to involve their manager willing-
career opportunities to be deliv-
should be more courageous here.
ly from Stage One onwards.
ered to their desks. It will be no
An excellent example is
the
Employees accept that at some
surprise that we have found the
Prince of Wales, Prince Henry
stage, preferably no later than
latter attitudes prevalent at the
and South Sydney Hospitals
Stage Four: Decision Learning,
beginning of career programs
where, under their program,
they need to consult their manag-
and the more adventurous emerg-
cleaners, catering staff, porters
er. However, if this relationship
ing at the conclusion of the
and ward assistants have been
is forced, they often abandon any
career education process.
encouraged to become multi-
further work on their own career
skilled to work as patient ser-
When employees have been
planning.
vices assistants. Old, confining
inspired to undertake their own
Because of this,
managers
job titles have been abandoned.
career exploration within their
need help in how to be effective
This program has saved $1.7 M
current employment environ-
career coaches. Our experience is
in annual cleaning bills, as well
ment, it is essential that they can
that managers need to undergo
as improving patient care and
approach people who will pro-
the career education and self-
employee satisfaction.
vide information frankly. Explor-
assessment tuition themselves
Three:
ation Stage
or
HR Monthly confirmed this
before they want to learn career
Opportunity Awareness
must
trend by reporting a survey of
coaching. In other words, they
Decision
before
place
take
within
employees
a
1,300
want their own career needs ser-
Learning. People receiving infor-
employer which
Queensland
first. We have observed
viced
mation-gathering requests should
found task variety to be the
this makes them more willing to
not be reticent because they fear
strongest predictor of job satis-
help subordinates through sup-
their own job
They
safety.
faction.
portive career coaching behav-
should, however, recognise the
iours.
evidence of these career action
A significant majority of
initiatives by colleagues and do
employees hanker after more
Career Exploration
their own future employability
variety in their job tasks. They
We have found many employees
action taking.
want new learning.
welcoming the changed employ-
Rejuvenating the Plateaued
they
environment
ment
as
This is the new form of job
progress through the elements of
It is pleasing to observe an older
expanded employa-
security
a career support program. They
person keen to experiment with
bility by extending the mastery
are not all seeking published
different job tasks and problem-
of skills. We have found large
career path information, prefer-
solving issues rather than seek-
numbers of employees wanting
ring to become detectives and
ing to stay cocooned in work
this but feeling frustrated by
sleuth out among organisational
they know so well, having mas-
management insisting on exper-
needs where their interests and
tered it but no longer finding it
tise delineation the old way. But
skills may best be applied. As
stimulating. Many a mature aged
first we have to
help them
there is no longer job security,
employee who viewed them-
explore themselves in a non-
many seem to have been given
selves as having plateaued, has
threatening way and surface their
permission to strike out and con-
been rejuvenated in spirit, action
array of skills, many of which
sider career moves away from
and determination as a result of
they were not conscious of
the linear and traditional. As one
career development support.
beforehand.
said to us: "There's something
Worklife Pty Ltd, Sydney 2001
5
Coping With Uncertainty
realistic options
choices of
controlled basis, employees can
career action steps that relate to
be funded to such a service and
'We have found much evidence
who they are and where they
helped over this barrier through
.that once an employee's employ-
work. They falter when a choice
to successful implementation of
ability confidence and personal
has to be made. The commitment
their career determinations.
career self-management exper-
to one course of action deters
tise have been increased, they are
most. One-to-one counselling
less apprehensive about future
In none of the organisational
support is very useful here, as is
organisational change. They feel
environments we have
sensitive coaching from one's
,secure that they have compiled
conducted these programs have
manager. Another source of sup-
data about themselves which
the Line Managers or HRM
port is accessing a mentor either
they can use to identify a set of
staff been inundated with
within or external to the employ-
work tasks in any reasonable
requests for promotion.
ment environment.
amount of change which could
be forthcoming. And, if they are
Mentoring Support
A Deluge of Promotion
unable to find a match where
Petitions
We have found that including in
they work, they know that they
the systems approach to career
No, definitely not. In none of the
have wider options than before in
development support a voluntary
organisational environments we
the labour market externally.
access
select-your-own-
and
have conducted these programs
Career Decision Making
mentor or career coach service
have the Line Managers or HRM
has substantially improved the
staff
been
inundated
While we have found, in general,
with
results for both the employee and
that employees of all ages have
requests for promotion. What has
the employer. We have found it
surfaced in volume is approval
been willing to get going with the
important to provide specific
self-review
exploration
and
seeking for enriching current job.
training for the mentors. When
process, we have observed the
We influence employees to
employees have had their men-
employee falter a multitude of
document their determinations in
tors chosen for them, we have
times at the stage of decision
the form of a Career Action Step
observed far from satisfactory
making. That's why in our Model
Proposal for review by their
results. An alternative support is
titled
have
we
this
stage
manager. This document must
to engage the service of an exter-
'Decision Learning'. Here the
clearly indicate what the person
nal career counselling provider
employee needs the most help.
is seeking, why they think they
for contracted mentoring. On a
They have produced a number of
what benefit to the
merit
it,
employer will result and, most
Local and
Program
Career
International
essential, what the person is pre-
Strategy
Support
Best Practice
Design
Structure
pared to contribute to help the
Input
\.
request be realised.
Downshifting Features
,or
Staff
Customised
In some situations, we have
Career
Career
Planning
\
Planning
observed downshifting requests
Workshops
Workbook
Re-Energised
emanating from this
process.
rz>
Committed
<=1
People who want less responsi-
Workforce
bility and have now found the
Manager
Mentor
Career
courage to risk requesting
it.
Support
Coaching
Program
Often it is sought for a defined
Training
period which may be stimulated
by birth of a child in their family
or other non-work wishes or
Self-Help
Computer-
HRM
Resource
Based
Staff
occurrences.
These
people
Library
Career
Career
Selection
Planning
Training
should not be considered as no
6
Worklife Pty Ltd, Sydney 2001
Personnel Manager over 20
worry that staff will not respond
longer ambitious. They are exer-
I managed succession
years,
cising work and life balance pre-
quickly to changed roles but quit
planning top down. My responsi-
should
the ship physically or mentally
and
be
rogatives
bility was to maintain confiden-
when all I am doing is making it
encouraged. No shame should be
tial recording of who would
associated with well-reasoned
safer for them."
succeed whom, if need be, and
requests of this nature. It is better
Job Vacancy Posting
liaise with the Chief Executive
for the business to concur as the
Insufficient
on this. Modern career develop-
alternative is losing the person to
career moves
Proposals
for
ment practice does not supersede
another employer.
should not be discouraged, nor
this but adds an opposite dimen-
should they wait until vacancies
Let's Delay Until
sion. When employees are stimu-
occur and jobs need to be filled.
Restructuring Is Over
lated to submit their short- and
An employee should be encour-
Our knowledge says the oppo-
long-term goals in Career Action
aged to investigate and target
site. It is amidst times of change
Step Proposals, management has
jobs currently occupied. When
within the employment environ-
a better idea of who wants what.
their plans are communicated,
ment that career development
The system I formerly operated
HRM functions can maintain
support is most wanted and use-
only conjectured at the prefer-
succession matrices laterally and
employees
and
both
to
ences of the individual. We were
ful
hierarchically. This resembles a
employers. They ride out the hic-
often wrong and discovered our
chessboard matrix and is
best
cups of changed status, alloca-
error only when the time came to
managed by software programs.
tion of tasks, etc. better.
act on job moves.
In this way, implementation of
Worklife has yet to see an
organisational change can be
A common misinterpretation
organisation operate their succes-
selection
for
expedited
and
is that employees need settled
sion planning fully in this 'bot-
expected and unexpected vacan-
jobs on the organisation chart
tom up' manner, but several of
cies promptly effected. HRM
in order to career plan. That is
our client companies are moving
knows for most, if not all, jobs
not the case.
towards this.
who wants what and has a good
case submitted to be considered.
Why Some Career
A common misinterpretation is
Development Programs Fail
We have found employees are
that employees need settled jobs
often discouraged by the difficul-
on the organisation chart in order
Some fail because they often
ty of finding out detailed infor-
to make a career plan. That is not
focus on the needs of only a por-
mation about job requirements
the case. What they need is a set
tion of the employee population
where jobs are occupied. The
of specifications about them-
within an organisation; because
selves about composites of job
tendency is to publicise such data
they rely on inadequate methods
only when a job is vacant. How
content that will fit their unique-
of self-assessment measurement;
can a person plan their develop-
ness. They need to be aware of
because they avoid a systems
ment if they do not know the
the wonder and usefulness of
have
instead
and
approach
requirements of their target?
transferable skills and the critical
focused on only one or two bits
They are prevented from doing
aspect of their attitude. They
and pieces; because they depend
'homework'. Economic
need to have a sense of career
their
on career workshops as the only
resiliency. These are the out-
hazards occur for both parties if
media; because the
learning
employees are not saved from
comes of career development
Executive team has not been a
inadvertently targeting and going
programs in times of change. As
part of the consultative process
into poorly fitting jobs. More
one Managing Director said to
before implementation; because
employers
by
openness
is
me recently: "I know I will have
performance appraisal discus-
required here.
to change the organisation struc-
sions have been mixed in with
ture more than once in the next
career review discussions.
Bottom Up Succession
year. Trouble is I will not know
Planning
Today's organisation is a far
how until the time arrives and I
In my former career
as
a
cry from the authoritarian verti-
7
Work1ife Ply Ltd, Sydney 2001
cal hierarchy in which I learned
tions. To date, our work has
needs as they traverse their adult
years in employment. Career
personnel management
my
extended
following
into
the
change needs to be facilitated
first profession. The cross-func-
industries: card services, finance,
tional ties among individuals and
more within so that an employee
banking, information systems,
business units are increasingly
does not feel they have no choice
consultancy, insurance, govern-
important. There are many more
but to resign to seek elsewhere
ment employ, office equipment,
of
channels of activity and commu-
fulfilment
their
changed
telecommunications, pharmaceu-
nication laterally within than
needs, motivations and interests.
ticals, food production, profes-
before.
sional
associations,
building
The younger generation
is
materials
each have their own
being more discriminating when
nuances.
choosing an employer. They are
Employers need managers who
deciding on evidence that com-
Packaged approaches to career
are better at persuading than
prehensive career development
development do not work. Each
giving orders, who know how to
programs exist or they don't.
has to be tailored to suit the
coach and build consensus;
Shortly, the employer who can
nature of the employment envi-
who add value by negotiating
not advertise they have one will
ronment. Human behaviour is the
job assignments with people
lose out on quality applicants.
same, the context in which those
behaviours function and respond
Managerial skill demands are
Customised Programs
differs.
changing. Employers need man-
Essential
I will long remember a young
agers who are better at persuad-
At Worklife, we have made our
ing than giving orders, who
woman pulling me aside and say-
full share of misjudgments in
know how to coach and build
ing:
career development design. We
consensus; who add value by
"Thank you
don't know it all! But our wealth
negotiating job assignments with
for helping
of experiences and our consulta-
presiding
people, over
not
this butterfly
with many
partnerships
tive
'parishes of power' and directing
find her true
employers help us to be much
who goes where.
more confident in the pragma-
colours."
The focus is outwards to the
When a person is helped to
tism of our advice. We have seen
customer. Human resources to
the power of carefully planned
know who they really are and to
service the market will vote with
development program
career
like themselves better, both the
their feet unless their desires are
design enacting change more
employee and employer benefit.
heard, attention given to their
other
effectively
than most
individuality and their changing
human resource type interven-
This article is published in the interests of promoting best
practice in the provision of support to adults in their
WV 1.-.1110.-a7,...e.A.L.a.=
career management and life transitions and to enhance
The Centre for Worklife Counselling
their contributions to those who employ them.
Other monographs in this series:
Tel: [phone] Fax: [phone]
Bottom Up Succession Planning Works Better
The Worklife Methodology: A Framework for Career
PO Box 407, Spit Junction NSW 2088,
Australia
Transition Making
Career Self-Help Centres: An HRM Initiative with
Web Sites:
http://www.worklife.com.au
Distinct ROI
http://www.careermastery.com
Gaining Commitment to Change through Career
Coaching
[email protected]
email:
Strategies for Electronic Career Support to Employees
[email protected]
Why Career Planning Can't Be Hurried
Portfolio Careerism: Are You Ready?
10
8
Worklife Pty Ltd, Sydney 2001