Career Management : A Career And Managing Diversity

The theoretical career development framework that I chose to assist in Catherine’s career counseling process is Donald Super’s counseling theory. I decided to chose this particular career development framework because I thought it would be the most effective and appropriate to use with the client. The client is thirty-seven years of age and is dealing with a lot on her plate. Equally important, people grow and change throughout their lives and this theory respects that.

After discussing future’s plan with Amanda, she discussed her future plans of becoming Human Resources Director in ten years. Career development and planning serves five essential purpose: encourage, develop new skills, alleviate plateauing, satisfy employment, and increase employment. My ultimate goal when developing a model a career planning for Amanda, I would want to use the Waterloo University Model. I would want to model each essential factors of the key points stages. These stages include

I am very interested in a career field in Human Resources. For this paper, I interviewed Lillian Mannino who is a Human Resource and Personnel Manager at the UC San Diego Graduate School of Global Policy and Strategy. As a manager, Lillian serves as the link between the graduate school’s management and its employees. She is in charge of overseeing recruitment, employee relations, policy development, payroll, and benefits. Personnel management is a special branch of management that is focus on the concerns of employees at work and their relationship with the organization. Her educational experiences consist of a bachelor degree at UC San Diego in Management Science and a professional Human Resources certificate from UCSD Extension. She has been working in the academic administration for almost ten years and earned her current position as manager through climbing up the ladder. She started off working in this field as a student affairs officer then was promoted to an administrative specialist. Her prior work experience paved a path for her to build up professional experience as well as a solid network within the UCSD administrative system.

Career development is comprised of three main objectives. The first objective is to meet human resource needs in a timely manner throughout the life of the business. The second objective is to provide information about open positions and opportunity for growth to the organization’s employees. The last objective is to use existing programs to develop and manage employee careers to match organizational plans and goals.

During the interview, Stashia presented issues of career changed frequently as she diverted from majoring in one career path to another. She divulged in the interview that she had once listened to others and not decided on her own path. She reported changing her major, considered doing things differently if she could, and not having taken any vocational assessments that would have helped her. The writer will conceptualize interviewees barriers with theories of career counseling.

When a manager monitor and evaluate the performance of an employee, the manager might realise the talent the employee has and how this talent could contribute the overall performance of the organisation. Organisations seek to retain good performers. One of the methods used is career development. An employee could be transferred from one department to another where he/she could contribute to the success of that department at a higher level of performance. Developing an employee’s career could, also, mean enhancing their competence within the context of their position and department.

could be held, based on an analysis of what people actually do in an organization.

In the short term, by managing your career, you can learn more about yourself and decide if this is the right career path for you. It allows you to learn your strengths and weaknesses, so that you can enhance or improve your skills, which will be beneficial to your job and ultimately your career. You can also, pick up on current must-have skills, such as, technical skills and higher level of communication skills. In the long term, managing your career can help set you up for either future jobs or future positions. By benchmarking where your skills are compared to the job market and others in the company you can gauge what needs to be done to compare or beat out the competition. At the end of the day it is about your progress and success so seeing where you stand will definitely help in the long

According to Career vision (2004), “Career management is the lifelong process of investing resources to achieve your career goals. Career management is not a singular event but a

There comes a time in life where individuals have to leave school to join the world of work whereby they will work their way up to the top. This is where career development comes into place. Career development is defined as progress through various stages in a career (Schreuder & Coetzee,2011). These are stages one goes through in order to mature in a career and for development to even exist, one has to start with making a career choice then developing it .A career choice can be defined as the relation between people’s personality types and their different occupational environment in which they work in.

According to Mondy and Noe (2005), career is a job that has been chosen to be accomplished during one’s working life. Career is the progress and actions of the person’s occupations or sequence of jobs held by someone throughout a lifetime which is until that person end up the careers. Most of the situations, people do not just referring to one position only but often looking for another jobs which composed of the jobs held, titles earned and work accomplished over a long period of time. There is an increasing trend to employees changing jobs more frequently, while employees in some cultures and economies stay with one job during their career. For example, an individual's career could involve being an engineer, though the

In 1980, Donald Super introduced a theory that described career development in terms of life stages and life roles. Super was one of the first theorists to discuss the constantly evolving nature of career development, and the importance of finding a balance between career and personal life. Super’s developmental model emphasized how personal experiences interact with occupational preferences in creating one’s self-concept. Super discussed how each of us progress through various life and career development stages, including growth, exploration, establishment, maintenance, and disengagement. He also discussed that each of us take on different roles as we go through life, such as a child, student, leisurite, citizen, worker, parent, and spouse. Each of these roles has an impact on our personal and professional development, and on our work/life balance. Finally, his “archway” of career determinants detailed how both personality characteristics (intelligence, needs, values) and societal characteristics (labor market, school, family) influence our career choices and have a major impact on our career development.

For many people, finding a career that is both fulfilling and practical is a strenuous task. Fortunately, there is a plethora of different interventions, techniques, assessments, and inventories designed to aid those individuals in making the wisest career choices possible. But are any of those routes inherently better than the others? Or are all the differing options separate but equally effective? Donald Super’s Life Span Theory and John Holland’s Theory of Vocational Choice are just two of the many theories used for career counseling. Both methods are distinct in the way they approach career issues, yet despite their differences, there are some resemblances between the two theories as well. Comparing and contrasting these two theories will make it easier to see if one theory is better than the other for career counseling or if they are both equally effective.

Given that, top performers need to know how to get to where they want to be in the organization, and direction needs to be supplied. The simple truth is, when a company lacks the ability to show the individual a path of progression in order to move forward, it can be detrimental to the organization bottom-line, as turn-over affects the profits of an organzation. The result is employees will disengage and will seek other opportunities of employment elsewhere. As a final point, providing staff with a career path is similar to creating a psychological contract for an employee to stay employed with the company. By companies investing in the employee’s growth and development, they will grow in to a loyal employee and stay with the corporation. Creating a path for an employee increases employee retention. This creates a strong sense of purpose for the individual; they become connected to the organization, as they desire to be a part of the bigger picture (Gupta).

In addition, the biggest problem faced by business in prioritizing employees’ career development is the anticipated budget increase resulting in high business cost. On the other hand, employees are also not found motivated due to lack of formal process offered to them for this purpose (Walton & Valentin 2013). Kantrowitz (2014) has also substantiated this argument by reporting 22% response for formal process. Evidences from other researches also shows that career development is not considered as a significant employee retention or motivation strategy by most of the HRMs. Even there are a large number of international corporations, which do not have any future assessment plan for this purpose.