Developing career plans
TIME WAS when most tread a well laid out path - from school to college to a job to retirement. At the most people changed jobs once or twice. Loyalty and stability was most valued. This path however, is no longer viable.
The demands of modern day work life are at best challenging - at worst intimidating. Rapid career changes do not permit the development of a career path. Thus one of the main aspects of human resources management is to encourage growth and career development of employees.
What is career development?
Career development is continuous upgrading of skills and knowledge, for job mastery and professional development. Job mastery refers to developing competence necessary for the current job. Professional development goes beyond the scope of the current job, although it may indirectly improve performance.
What's in it for the organisation?
Often, a lack of or an inadequate career development results in losing a good employee or getting an inadequate one at the next.
Some of the employer concerns today are:
Am I investing to provide for my competitor?
What if, after all the efforts, the employee shifts base?
Training for the job to be performed is my responsibility. But, why invest on career development of the employee? Is it not his business?"
All these questions are valid, no doubt. But, the indirect benefits (and some direct ones too) of career development activities far outweigh such concerns. Career development activities result in greater self-confidence and create a positively energised work force. It helps attract and retain valued employees.
What's in it for the employee?
Employee concerns are more immediate. They view any effort in terms of time and energy invested in it. Their concern is more likely to be, `does this guarantee a promotion? If not, then, why bother?'
One needs to recognise the difference among, aspiration, desperation and apathy. Aspirations give one a positive attitude and streamline energies in the right direction. Desperation dissipates energies. Apathy leaves one energy-less and
demotivated. So, though career development activities may not lead to an immediate jump in position/ designation, it certainly leads to an increase in confidence and competence. It is important not to get demotivated at not getting an immediate promotion. The goal has to be continuous improvement. Though there are limits to career opportunities an alert mind always finds something better to do, or better ways to do what is being done. Personal growth should not stop.
What can the employer do?
Career information centre: The employer role becomes important in the context of optimising on time and other resources. Several persons in the organisation will be looking for the same kind of information and opportunities. By having a career information pool, redundant efforts by individuals can be reduced.
Growth programs: While programs for performance effectiveness form the core of HR activities, programs for efficacy enhancement to function at a higher level can also be arranged.
The management can introduce well- structured e-learning
Programs to help employees.
Interactions:
As it is important for employees to be in touch with current developments, organisations should contribute to journals, sponsor candidates to academic forums etc. Some organisations take this further and organise seminars and workshops by industry leaders to address and interact with the employees.
Partnering: Career development requires shared responsibility. Considering that the individual benefits immensely, the management may ask the employee to share the investment for such programs either by way of cost sharing or by way of undertaking such programs in his own time.
The employee needs to take initiative, have a time plan and put in efforts towards his development.
Only then all the efforts taken by the management can gain validity.
PADMINI JANARDHANAN
faqs@cnkonline.com
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