Career Management

Examples of Career Management in the following topics:

• Employee Career-Path Management

  • Career-path management requires human resource management to actively manage employee skills in pursuit of successful professional careers.
  • Career-path management refers to the structured planning and active management of an employee's professional career.
  • Through employing these practices, human resource managers can significantly improve the potential of each employee, opening new career-path venues by expanding upon an employee's skill set.
  • The first step of career management is setting goals.
  • Managing "boundless" careers refers to skills needed by workers whose employment is beyond the boundaries of a single organization, a work style common among, for example, artists and designers.

• Financial Rewards for Managers

  • Career success and fulfillment hinge on effective human-resource management and empowering employees with the necessary tools and skills.
  • When assigning tasks, managers must keep career success and development in mind.
  • Promoting career success for employees and managers involves the creation of developmental goals that build stronger skills and aim toward fulfillment.
  • Following are a few tools managers may use to optimize returns on career development:
  • Mentoring – Mentoring is an excellent approach to enhance career success in which a manager matches two employees of different experience levels to learn from one another.

• Economic Importance of Small Businesses

  • Managers can help guide diversity and inclusion in organizations, from hiring practices to communication and career development practices.
  • Global businesses demand management that can work in a diverse environment.
  • This includes not only hiring practices but also communication and career development practices over the course of an employee's career with a firm.
  • Diversity training is another way that managers and other employees can manage diversity in the workplace.
  • Global business demands management that can work in a diverse environment.

• Frontline Management

  • Most organizations have three management levels: first-level, middle-level, and top-level managers.
  • Frontline managers belong to the first level of management.
  • Frontline managers are managers who are responsible for a work group to a higher level of management.
  • Frontline managers also serve as role models for employees in providing basic supervision, motivation, career planning, and performance feedback.
  • Another example of a frontline manager might be a grocery store manager.

• Human Resource Planning

  • Human resource planning is a process that identifies current and future human resource needs for an organization, based on the goals and objectives set by upper management.
  • Human resource planning serves as a link between human resource management and the overall strategic plan of an organization.
  • When appropriate, human resource managers may note experience and/or competency gaps or the need to create new roles or hire new individuals to ensure proper functioning.
  • Competency-based management supports the integration of human resource planning with business planning by allowing organizations to assess the current human resource capacity based on employees' current skills and abilities.

• Bureaucratic Organizations: Weber

  • Weber was a member of the classical school of management, and his writing contributed to the field's scientific school of thought.
  • Bureaucracy is a complex means of managing life in social institutions that includes rules and regulations, patterns, and procedures that are designed to simplify the functioning of complex organizations.
  • In a bureaucracy, career advancement depends on technical qualifications judged by an organization, not individuals.
  • Weber's studies of bureaucracy contributed to classical management theory by suggesting that clear guidelines and authority need to be set in order encourage an effective workplace.
  • Of course, due to the advent of the behavior-management movement in the 1920s, this bleak situation did not come to pass.

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
  • The sponsors of employee development are senior managers.
  • Talent development refers to an organization's ability to align strategic training and career opportunities for employees.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• Reducing Workplace Stress

  • A combination of organizational change and stress management is a productive approach to preventing stress at work.
  • Stress management refers to a wide spectrum of techniques and therapies that aim to control a person's levels of stress, especially chronic stress, to improve everyday functioning.
  • If employees are experiencing unhealthy levels of stress, a manager can bring in an objective outsider, such as a consultant, to suggest a fresh approach.
  • But there are many ways managers can prevent job stress in the first place.
  • A combination of organizational change and stress management is often the most effective approach.

• The PESTEL and SCP Frameworks

  • PESTEL and SCP frameworks are models for understanding different industry and market factors that impact strategic management.
  • Social factors include the cultural aspects of the environment, such as health consciousness, population growth rate, age distribution, career attitudes, and emphasis on safety.
  • Taken into account alongside the PESTEL framework, management should carefully consider and define the structure of a given industry.
  • If this process is accomplished effectively—and management has integrated the external structure with the internal conduct strategically—higher performance can then be derived.

• Increased Reliance on Contractors and Part-Time Employees

  • Management must both define and carefully consider the common tradeoffs in employing a part-time or contract-based workforce.
  • HR professionals and departmental managers must be aware of the tradeoffs and opportunity costs of the models they chose to employ.
  • This can be particularly useful if a manager is looking to ultimately hire one full-timer and first wants to test a few people to assess skills and organizational fit.
  • Full-time employees often consider their job a career, and will utilize long-term goals such as promotions and overall organizational success as motivators.
  • HR professionals must discuss with other management to determine what skills are needed over what period of time, and what resources are available annually to fulfill these needs.