MCD2040 Managing People and Organisations

Week 9: Changing Concepts of Careers

Reading: 480-488, 508-514 + Additional Reading

Theme: Being Managed

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This week we will learn:
• Careers and Career Management
o Key terms related to it
o What is it, difference between individual career management &
organisational career management
o Why the need to understand it
o Career Stage Model
• Old Career Paradigm and the shift to the new career paradigm
• An effective Organisational Career Management System
o What it should include
• Individual Career Management –your brand

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 Learning Objective 1

Careers and Career Management

• Key terms related to it
• What is it, difference between individual career management &
organisational career management
• Why the need to understand it 485-488

• Career Stage Model

 CAREERS AND CAREER MANAGEMENT
 Career
– A sequence of positions held by a
person during their lifetime
– The pattern of work-related experiences
that span across the course of a
person’s life.
– Everyone has one – no matter their job!

Did you know that Career Management is often

 Career management called ‘Talent Management’. This means its about
retaining your best workers: your talent! As they
– Lifelong process of learning about give you an advantage over your competitors.
self, jobs, organisations, and career However, some organisations only offer career
management for those they see as talent, not all
goals. employees.
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WHY THE NEED TO UNDERSTAND CAREERS?
 Competition is growing among
organisations for the best talent,
workers and ideas.
 Its needed for proactive planning with
a constantly changing business
environment
 Important to understand employees’ skills so
they can be used I the best way within the
organisation
 Financial benefits for the organisation –
retain the best but also ‘grow’ your own
talent 7
Are career’s the organisation’s responsibility or the individual?

Organisational Career Management refers to the initiatives, systems and practices an

organisation employs to develop their employees’ skills, knowledge and careers but with
an alignment with the organisation's goals.

Individual Career Management refers to what the individual does to develop their skills,
knowledge and career within the workplace AND outside of the workplace based on their
personal goals. For example – a hospital cleaner wants to be a nurse so she enrols
herself in a Nursing Degree & pays for it herself.

Great debate for years about who is responsible for careers across various management
fields. As a manager – you have to think of the organisation FIRST.
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INDIVIDUAL OCCUPATIONAL CHOICES – HOLLAND’S SIX TYPES

 Holland contended that there are

six types of personalities, and that
each personality is characterised by
a set of interests and values
 Assumptions:
– People choose occupations that match
own personalities
– Influences such as social class, parents’
occupations, economic conditions and
geography not considered

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THE CAREER STAGE MODEL

 Establishment – the person learns the job

and begins to fit into the organisation and
occupation
 Advancement – person focuses on
increasing own competence
 Maintenance – individual tries to
maintain productivity while evaluating
progress towards career goals
 Withdrawal – individual contemplates
retirement or possible career changes

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 ESTABLISHMENT STAGE
 Establishment:
– Workers from 17 to 39.
– Evolves quickly from a graduate’s goals to a
first line manager’s perspective and
understanding of what is required to
progress,
– Negotiate an effective psychological contract
Psychological Contract: implicit
– Manage the stress of socialisation and fitting agreement between an individual and
in with colleagues organisation concerning the expectations.
– Make the transition from In other words it is an unwritten contract in
organisational outsider to the mind of the employee in terms of what
they believe they will receive from the
organisational insider
organisation in return for their efforts.
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ADVANCEMENT STAGE

 A period when many strive for

achievement.
– Greater responsibility and authority, and
strive for upward mobility
 Exploring career paths, finding a
mentor, working out dual- career
partnerships, work- personal life
conflict: e.g. having children while
working.

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 MAINTENANCE STAGE
 Many people still continue to grow their careers at this
stage, but often at a slower pace.
 Career crisis may accompany the mid- life transition
e.g. people wonder what they are doing? If they like
their job? Should they change and do something
more meaningful such as from a banker to a teacher.
 Sustaining performance
– People might move sideways rather than upwards
such as moving to a new team (that works in an
area of interest) rather than promotion. Becoming
a mentor
– Sharing knowledge and experience
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WITHDRAWAL STAGE

 Often viewed as:

– Undervalued
– Less productive
– More resistant to change
– Less motivated
– Not technological capabable.
 In reality
 Usually occurs later in life. – Offer continuity in the midst of
change
 Older workers tend to face – Act as role models
discrimination and – Provide experience
– Demonstrate a strong work ethic
stereotyping
– Exemplify loyalty
Therefore organisations should embrace 14
 Learning Objective 2

Old Career Paradigm vs New Career Paradigm

See
Additional
Reading
PARADIGM SHIFT IN CAREERS

Mutual loyalty Discrete

contract Exchange

Old New Focus on

Allegiance to One-employer Allegiance to
the company Career focus projects Career occupational
excellence
Paradigm Paradigm

Top-down
organisation Empowerment

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PARADIGM SHIFT

Mutual loyalty  Employee compliance traded

contract for job security
 Assuming employment and
Allegiance to
Old
One-employer
career opportunities are
Career
the company
Paradigm
focus
standardised and provided for
by the firm

Top-down
organisation

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PARADIGM SHIFT

Discrete  Explicit exchange of

Exchang specified rewards in return
e for task performance
Allegiance to
New Focus on  Job rewards are based on
Career occupational
projects
Paradigm excellence current market value of the
work being performed
 Flexibility is exercised as
Empowerment each party’s interests and
market circumstances change

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 PARADIGM SHIFT

Mutual loyalty
contract  Employees often rely on
the organisation to specify
jobs and careers
Old  Employees focus on
Allegiance to
Career
One-employer
the company focus
Paradigm organisation-specific
learning
 Employees identify with and
Top-down
organisation focus on what’s happening
within their organisation
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 PARADIGM SHIFT

Discrete
 Employees perform current jobs
Exchange
to develop new occupational
expertise
New Focus on  Employees focus on
Allegiance to
projects Career occupational occupational skill development
Paradigm excellence as opposed to organisation-
based learning
Empowerment
 Employers identify with and
focus on what is happening
within adopted occupation
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PARADIGM SHIFT

Mutual
loyalty  Strategic direction is
contract
subordinated to top management
 Competitiveness and added
Old
Allegiance
to the Career
One-
employer value are responsibilities of
company focus
Paradigm
top management
 Entrepreneurship is discouraged
Top-down and may be viewed as disloyalty
organisation

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PARADIGM SHIFT

Discrete
Exchange  Strategic direction is dispersed to
separate business units
 Everyone is responsible for adding
New Focus on
Allegiance to
projects Career occupational
excellence
value and improving
Paradigm
competitiveness
 Entrepreneurship is broadly
encouraged and viewed as
Empowerment
contributions to the organisation

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PARADIGM SHIFT

Mutual loyalty  Project goals are subordinated

contract
to corporate policy and
organisational constraints
Allegiance Old  Financial and reputational
One-employer
to the Career focus rewards stem from being a ‘good
company Paradigm
soldier’ regardless of results
 Social relationships within
Top-down
organisation
corporate boundaries are
actively encouraged

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PARADIGM SHIFT

Discrete  Shared employer and employee

Exchange
commitments to the overarching
goals of the project
New Focus on
 Financial and reputational
Allegiance
to projects
Career occupational
excellence rewards stem directly from
Paradigm
project outcomes
 Organisation and reporting
Empowerment arrangements often broken up
upon project completion.

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Today – careers are ‘boundaryless’

Boundaryless careers are:

“sequence[s] of job opportunities that go beyond the boundaries of single
employment settings” (DeFillipi & Arthur, 1994, p. 307).
This means one’s career and future is no longer restricted by staying within
one organisation. Rather are ‘career’ is characterised by job mobility,
multiple employers, portable competencies suitable for project-based
activities, social networks that define and sustain the career, and values that
eschew traditional career advancement in favour of personal and/or family
goals.
Boundaryless careers, unlike traditional careers, are non-linear,
multidirectional and non-hierarchical (Lichtenstein & Mendenhall, 2002).
https://research-repository.griffith.edu.au/bitstream/handle/10072/30037/59801_1.pdf;sequence=1
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Today – careers are ‘boundaryless’

Boundaryless careers, unlike traditional careers, are non-linear,

multidirectional and non-hierarchical (Lichtenstein & Mendenhall, 2002).

This means – you are not restricted. If your psychological contract is not
being met or you’re not feeling challenges enough, don’t like your job or
your occupation, don’t like the company you work for, or maybe you realise
the occupation you chose is not for you:

You can change! Find a new employer, find a new challenge, find
a new occupation you’re interested in!

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HANDY’S SHAMROCK

 Supporting the ‘boundaryless

careers’ ideology, Charles Handy
(2015) states that organisations
have changed with the paradigm
shift. One type of organisation is the
Shamrock (Clover)
 A form of organisation based around
a core of essential executives and
workers supported by outside
contractors and part-time help

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HANDY’S TRIPLE “I”

 Handy also argues there are

organisations which are ‘Triple I
Intelligence
Organisations’.
 They don’t define employees as
Information Ideas
workers and managers, but rather
as specialists, professionals,
Triple I
Organisations
executives, and leaders.
 The focus is employees and the
organisation to pursue learning and
To read more about these ideas, go to:
https://www.london.edu/faculty-and-research/lbsr/the-shamrock innovation.
-organisation

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Making Decisions: Intuition

Test your knowledge

Video 1 on Moodle Complete the quiz

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 Learning Objective 3

Organisational Career Management System

480-485
508-514
Organisational Career Management (OCM) Systems

With the focus on both the organisation and the individual in contemporary
organisation, the best OCM systems are those that align the individual’s
goals with that of the organisation with various initiatives.
• This assists to ‘empower employees’: inspiring and providing employees
with opportunity and responsibility
• The organisation will get the best out of the employee and increase job
satisfaction leading to higher employee motivation and meeting of
individual expectations.

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Organisational Career Management (OCM) Systems
• Clear career pathways
o Policies available to employees that clearly outline different opportunities within
the organisation, requirements including skills and qualifications as well as
experience. Should also outline required timeframes to achieve these and
performance levels needed.
• Regular performance meetings and one-on-one meetings with the
manager
o These include informal catch ups and formal meetings every 3 or 6 months
o Performance meetings include noting goals done and how going to achieve them
within a certain timeframe. The manager must determine how they can help the
individual meet those goals within the organisation’s structure
• Career development documentation
o Formal documentation noting meetings, outcomes, goals and planned intiatives.
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 Organisational Career Management (OCM) Systems cont.
• Training & Soft Skills
o Related to career progression goals and organisation’s requirements e.g. the organisation needs a
Manager with skills in cross cultural management, organisation sends the Manager to undertake a
Cultural Awareness Course
o Soft Skills relate a lot to ‘Human Skills’ in terms of effective communication, leadership, time
management, leading teams.
• Mentoring
o A mentor is a person who provides advice, support and encouragement to an employee who is
lower in the organisation.
• On-the-job Training
o Employees learn how to do tasks simply by performing them, usually after an initial introduction to tasks.
• Succession Planning:
o Organisation plans who is next in line for a position after the manager moves on. If the person
who is next in line does not have all skills or experience required then the organisation provides
this for them in order to prepare them.
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Making Decisions: Intuition

Test your knowledge

Video 2 on Moodle Complete the quiz

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Activity - Reflection

 What type of a career are you after?

 What is important to you in order for you to enjoy
your job?
 What do you think the future will be like for your
careers?
 What kind of organisation do you want to work for?

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Making Decisions: Intuition

Test your knowledge

Video 3 on Moodle Complete the quiz

Video is a TED video:

https://www.ted.com/talks/regina_hartley_why_the_best_hire_might_not_have_the_perfect
_resume?referrer=playlist-7_talks_to_help_you_find_the_r&language=en
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This week we have learnt about:
• Careers and Career Management
o Key terms related to it
o What is it, difference between individual career management &
organisational career management
o Why the need to understand it
o Career Stage Model
• Old Career Paradigm
• The shift to the new career paradigm
• An effective Organisational Career Management System
o What it should include
• Reflected on your own career wants.
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