Career Development is essential for the implementation of career planning. It refers to a set of programmes designed to match an individual’s needs, abilities and goals with current or future opportunities in the organisation.
It is essential that career development be fully integrated with internal staffing activities. Career development provides a supply of talents and abilities. Individuals must be committed to and accept responsibility for their career development.
1. Job Performance – Career progression largely depends on the job performance; the better the performance, the higher the chances of going up the corporate ladder.
2. Resignations – When an individual sees career opportunities elsewhere which are not available in the existing organisation, resignation may be the only alternative. When used sparingly, it results in promotion, salary increase and a new learning experience.
3. Mentors – Mentors can aid career development by sharing their knowledge and insights and wisdom to help junior managers.
4. Growth Opportunities – Individuals can expand their abilities by enrolling for training programmes, acquiring an additional degree, seeking new work assignments. When an opportunity arises in the organisation, employees with the required skills would be placed in that position.
Career Development – Concept
Activities like screening, training, and appraising serve two basic functions in an organization. First, their traditional function has been to staff the organization-to fill its open positions with employees who have the requisite interest, abilities and skills.
Increasingly, however, these activities are taking on a second role – that of insuring that the long-run interests of the employees are protected by the organization and that, in particular, the employee is encouraged to grow and realise his or her full potential. Referring to staffing or personnel management as human resource planning and development reflects this second role.
The basic, if implicit, assumption underlying the focus on human resource planning and development is, thus that the organization has an obligation to utilise its employees’ abilities to the fullest and to give every employee an opportunity to grow and to realise his or her full potential.
To some experts, this means that the organization has an obligation to improve the “quality of work life” of its employees – notice again though, that – quality of work life” refers not just to things like working conditions or pay but also to the extent to which each employee is able to utilise fully his or her abilities, engage in interesting jobs and obtain the training and guidance that allows- the person to move up to jobs that fully utilise his or her potential.
One way this trend is manifesting itself is in the increased emphasis many managers are placing on Career Planning and Development, an emphasis, in other words, on giving employees the assistance and opportunities that will enable them to form realistic career goals and realise, them.
Enabling employee to pursue expanded, more realistic career goals should be, many experts believe, the major aim of an organization’s personal system. By doing so, for the employees, satisfaction, personal development and quality of work life are the clearest benefit.
For the organization, increased productivity levels, creativity and long-range effectiveness may occur, since the organization would be staffed by a cadre of highly committed employees who are carefully trained and developed for their jobs.
Objectives of career development
1. Fostering Better Communication in Organization:
2. Assisting with Career Decisions:
3. Better Use of Employee Skills:
4. Setting Realistic
5. Creating a Pool of Talented Employees:
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