Published Nov. 19, 2020
At MentorCruise, an online community of exceptional mentors and mentees, we understand how intentional career management can lead to meaningful job growth and job responsibilities. Career management is that lifelong or continuing process that allows you to adapt to our dynamic economy’s changing demands.
Today, the way we manage our careers constitutes one of the most disruptive changes in the world of work. Several decades ago, we more or less relied on our employers for a career and trusted them to support us progress over time.
But nowadays, the trend has changed radically, giving rise to a fresh set of challenges, entrepreneurial outcomes, new market tools, and an attractive new marketplace for job seekers.
Several large businesses are struggling hard to address this situation because it becomes quite challenging to manage in many cases. Nonetheless, finding a mentor for long term success can save you all the stress in managing your career.
In this article, you will learn about the following.
In business development, career management is a process of empowering employees to understand and improve their career abilities and interests and use them effectively both within and after leaving the company.
It can also be defined as a livelong, self-monitored career planning process of defining and setting professional goals and developing strategies for attaining them. Special career management actions might entail posting open jobs, granting realistic career-oriented evaluations, and administering formal career advancement projects.
Your career journey starts the moment you get into a school to gain the right knowledge, leave school as a, for example, graduate student, get into a job search, find an internship, get job opportunities, make great (or silly) career choices, take on freelancing projects, eventually become an entrepeneur or switch professions, and so on.
Career planning helps individuals explore and collect information, enabling them to synthesize, achieve competencies, make choices, establish goals, and adopt actions to forge their career path. While you may look back on your career, acknowledging that your career goals were fulfilled, others feel unlucky enough and believe that their lives and potentials went unfulfilled career-wise.
Whatever the case, employers often have a significant influence on their employees’ careers. For professional development, some set formal career management rules, while others do not. And whichever way you feel will largely depend on how you or your employer manage your careers.
Whatever the situation, you are not alone and you can come out of it. We have seen professionals at MentorCruise effectively managing careers for the success of many different organizations and individuals, seeking career growth or midlife career changes.
For many decades, career development were somewhat predictable. If you began work as a technician, clerk, or architect, you could wait to advance upward over time until you finally arrive at a point where you decided between a “professional” or “managerial” path.
This all went pretty well because most organizations had a uniform pipeline of managerial offices in the bureaucracy, so if you aspired to progress into management, you had lots of opportunities.
As shown in the model below by talent management analyst and founder of Bersin by Deloitte Josh Bersin, the managerial track was generally more rewarding, but you equally engaged for more obligations, accountability, and oftentimes risks.
The organization itself was intended to support this by developing a range of “blocking processes” that compelled managers to appraise your “potential” before your promotion. Actually, the entire notion of succession management was devised to determine who crept up the right side of this pyramid and who tarried on the left side.
Many artifacts were built around the traditional model, involving job titles (assistant, manager, senior manager, director, senior director, vice president, and so on), job levels (several large businesses have sixty or more levels), pay grades, and different benefits practices that compensated workers as they mounted the hierarchy.
Individuals at higher levels had larger parking places, bigger offices, higher privileges, and much more. In fact, the human resource (HR) departments developed a lot of support around this.
In several corporations, this career process was quite stressful. This entire process generated a lot of political and cultural patterns in businesses, regardless of the industry. Many people started to schmooze senior leaders, arranging plum tasks and other things to get promoted. Others relish global responsibilities and ambitiously move from role to role, just to learn, foster growth and move upward.
At individual levels, the traditional career models possessed problems. Imagine that you are an engineer or scientist and never desired to go into management. You solely had to deal with it. Maybe your organization had a great technical career track. Perhaps it didn’t. However, the key to a successful career model will mean matching individual needs to business needs.
Josh bersin put forth a concept that works better.
In essence, organizational structure today is much more fluid. With the advent of more generalist tools that help facilitate specialist tasks, employees can now, more than ever, evaluate their interests and move diagonally, shift careers or even become entrepreneurs.
In this new model, the individual development plan (IDP) was a synthesis of individual, organizational and societal demands. A person’s career trajectory will be based on interests, competencies, business goals, networking and other opportunities. No more gatekeeping management professionals.
From the traditional model, you can see that companies consider what the individuals desired. They annealed the “career development” method into performance management. Your managers, the reverent possessor of your work life, were supposed to help you accomplish your career goal.
The traditional way might have worked well in the 1970s and 80s. But nowadays, it grasps everyone back. Managers are often not only unaware of other openings within a company, but also, most of them are not even good at coaching to begin with. There aren’t just enough resources to keep everyone on the loop as companies expand.
Today, society is pretty different. Companies are extremely dynamic, and recent research reveals that 92% of senior leaders desire to redesign the company to accelerate agility and market speed.
Current business units, client opportunities, and teams are continually formed, from marketing to consulting to product development. Young employees crave to walk around, get important projects and hasten their progress. And company leaders can barely locate “ready” leaders fast enough, and so would have to promote individuals before they’re ripe and let them “acquire in place.”
All this is occurring in a working environment where careers, jobs, and new opportunities are natural. If your organization does not grant impressive advancement opportunities for your workers, they might check out in place or leave.
Effective and well-established career programs will profit you (as an employee) and your organization in several ways. These incorporate the following.
Your career management programs should aid your employees to recognize advancement opportunities and outline career tracks within your companies.
However, many employers have recently recognized that their career management programs are falling short.
Employers report that the availability of career advancement opportunities are amongst the top reasons, ahead of base salary and challenging work, why employees would join a company.
According to a study by the Global Workforce, 2014, 41% of employees maintain that they must join a different organization to advance.
Even more alarming, around the same rate, 40% of employees who have been initially recognized as huge potentials by their firms say they necessitate leaving their firm to advance their careers.
Generally, employees report that career advancement opportunities list among the topmost reasons they’d join or leave an institution.
Towers Watson’s research has reviewed 49% of employers who report that they effectively offer traditional career advancement openings. In comparison, 38% say they offer non-traditional career development opportunities.
A recently published document by Renée Smith pulls on the survey findings to indicate that though it may seem easy to create jobs, establish competencies, implement career planning tools, and communicate opportunities, the reality of developing an effective career management program is more complex.
The talent and rewards director at towers Watson, put forth the following challenges that employers encounter in creating and executing effective career programs.
Very few employers make effective use of technology like corporate intranet platforms to offer career advancement programs. Yet, technology programs that offer modern career information and tools can actively empower employees to manage their careers.
Only a few organizations equip their managers with career management training and tools, in discussion guides or talking points. This explains why just a few employees rate their managers as effective in holding career management discussions.
Organizations must ensure that managers are trained to have effective career discussions with their employees. Unmindful of whether these discussions are formally placed at certain periods or occur informally at any moment within the year, managers need to be armed with information on the company’s career management plan and tools.
This will make them ask appropriate questions as they manage employees during the process of creating actionable career plans.
Often, information associated with career management is delivered in a confused manner.
Different parts of the human resource (HR) control different career management components with no apparent accountability or partnership in some institutions.
Also, organizations may not have the business buy-in for career management programs, making career management the single HR domain.
In such a scenario, employers must step back and reflect on how to best design, deliver, and scale an integrated and effective career management program.
The career management process covers different notions, including, career planning, self-awareness, career exploration, networking, and life-long learning.
Countless corporations are missing to perceive this big picture when it comes to career management and are at the risk of losing some of their best skills. Yet, it will be easier to avoid these losses by accessing a personal career coach to get expert advice.