Page 691 - Business Principles and Management

Unit 7

Implementing a Career Development Program

Career planning does not just happen. It also cannot be considered the responsi-
bility of employees alone. Businesses that want to match employees and jobs suc-
cessfully must do several things to ensure that the career development program
works well. Everyone in the company has specific responsibilities for career
development.

CAREER DEVELOPMENT RESPONSIBILITIES
Responsibility for organizing and managing the career development program is
usually assigned to the human resources department. The department does much
of the initial planning and puts together the people, materials, and procedures
needed for the program.
Everyone in the business must be educated about the career development
program and his or her role in career planning. Managers need to identify career
opportunities in their departments and work with human resources personnel
when changes are planned in their departments that will affect the career plans
of employees. Managers also have specific responsibilities in a career develop-
ment program. They evaluate employee performance and include career plan-
ning in follow-up conferences. They help identify employees who are ready for
career advancement. They serve as coaches and mentors to help each worker
make effective career choices.
Employees should be aware of career development resources and how the
career-planning process works. They are responsible for much of their individ-
ual career planning and development but must know where to get help when
they need it. Employees use performance reviews and evaluation conferences to
gather information to make career plans. They can then schedule assessments,
counseling, and training to prepare for career advancement.
The human resources department manages the career development program.
Specialists provide career counseling, training, and help in understanding the
facts & performance review process. They continually remind managers and employees
of the importance of supporting career planning and development, evaluate the
figures effectiveness of the company’s program, and make sure the career development
program is aligned with the company’s mission and goals.

SPECIAL CAREER DEVELOPMENT PROGRAMS
Large organizations find it
difficult to train the many em- Companies that offer career development programs should make the services avail-
ployees often located in differ- able to all employees, from the newest to the most experienced. However, there are
ent communities and countries. situations in which specific individuals or groups of employees participate in pro-
Many are expanding the use of grams designed to meet specific needs in the company. Those programs may not be
the Internet to deliver training available to all employees.
programs. Technology allows Most large businesses offer career planning, training, and counseling to em-
training to be conducted in ployees selected to be managers. These employees receive testing services, obtain
much the same way as tradi- experience in all parts of the business, and often are assigned to an experienced
tional face-to-face training. manager who serves as role model and mentor.
Early results show as much as Nonmanagement jobs can be targeted for specific career development programs
a 50 percent reduction in the as well. For example, many jobs are more frequently held by men than women or
time required to train as well women than men. Companies may make extra efforts to encourage and prepare
as savings in training costs people from the underrepresented gender for those jobs.
based on reduced expenses for Some companies may have difficulty finding qualified candidates for certain
travel and training facilities. jobs. Those positions may be targeted for career development attention. Employees

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