Post on 19-Jul-2015
What is a Career?
A career is defined as all the jobs/occupations /positions
occupied by a person during his learning, working and other job-
related lives.
CareerProgress or general course of action of a
person in some profession.
Specific jobs that a person performs, the kinds of responsibilities and activities that comprise those jobs, movements and transitions between jobs.
Career System"Career system is described as devising an
organizational system of career movement and growth opportunities from the point of entry of an individual in employment to the point of retirement."
"Career system includes the process of synthesizing and harmonizing the needs of the organization with the innate aspirations of the employees, so that while the later realize self-fulfillment, the organizational effectiveness is improved."
Career Management
Active and purposeful management of a career by an individual.
Combination of structured planning and the active management choice of one’s own professional career.
Career PlanningProcess of re-assessing individual learning, planning
and development over a period of time.
Types of Career SystemOpen Career
Open competition: Lateral and inter-serviceCareer flexibilityCross-section of skills and competenciesHorizontal career spanUnspecified career pathMotivation for competition
Closed CareerClosed competition: Intra-service and in-service Job-experience basedVertical career spanSpecified career pathMotivation for performance
Position-based Career and Rank-based Career
Permanent and Temporary CareersOrganizational and Job-specific Careers
Career DevelopmentCareer Development is a “continuous lifelong
process of developmental experiences that focuses on seeking, obtaining and processing information about self, occupational and educational alternatives, life styles and role options”
"Career development is progression of an employee in a job. It is supported by occupational development, continued association with the job and organization, job satisfaction, professionalism and commitment."
Career Development
Lifelong process of managing learning, work, leisure, and transitions in order
to move toward a personally determined and evolving preferred
future.
In organizational development, career development looks athow individuals manage their careers within and
between organizations and, how organizations structure the career progress of their
members, it can also be tied into succession planning within some organizations
In personal development, career development isthe lifelong psychological and behavioral processes as
well as contextual influences shaping one’s career over the life span. As such, career development involves the person’s creation of a career pattern, decision-making style, integration of life roles, values expression, and life-role self concepts.
Strategic Goals of Career DevelopmentMatching individual and organizational
goalsIdentify career opportunities and
requirementsEnhance career development opportunitiesDevelop and utilize employee potential
Theories of Career DevelopmentStructural Theories: focus on individual characteristics and
occupational tasksTrait Factor - Matching personal traits to occupations-Frank Parsons
and Williamson (1920’s) John Holland’s Theory of Career Choice – Interaction between
personality and environmentBandura’s Social Cognitive theory of career choice – Connection of
outcome expectations and personal growth that influence career choice – Supported by Lent, Brown and Hackett
Psychological - Personality types matching work environment- Holland (1980’s)
Developmental Theories: focus on human development across life spanSocial Learning – John D. KrumboltzDecision - Situational or Sociological- Bandura ( Self Efficacy-1970’s)Developmental - Self Concept over life span-Donald Super (1950’s)
Constructivist Theories – M. L. Savickas and Vance PeavyIndividuals create or construct their own meaning and
reality of the world through the experiences they haveConstruction of career through interpretations through
perceptions and actions of responsePeople are self-organizing and self-critical
Career Development CycleGrowth Stage
Beginning of learning behaviours: Fantasy, Interests, CapacityExploratory Stage
Identification of gaps: Organizational needs and the individual competency
Learning and induction Adapting and setting
Establishment Stage Performance feedback, opportunities for training and promotion
Maintenance Stage Motivation, encouragement, expertise use
Development Stage Planning for career upliftment Improvement in occupational skills and knowledge Capacity development Expertise development
Career shifting StageSearch for challenging careerUtilisation of knowledge, skills and experiencesProfessional networking
Declining or Career Reinvention StagePreparedness for retirementLate career managementFreelancing skills
Instruments and Tools of Career DevelopmentJob reengineeringPromotion and advancementPlacement and transfer appropriationsCompetitive examinations for career upliftment and
career shiftsPerformance based career systemsSenior Executive Development ProgrammeSuccession planning and groomingLeadership assessment mechanismCareer counseling and vocational guidanceLate career management and career workshops
Career Development in Nepalese Civil Service
Unified service at leadership positions
Grouping/sub-grouping of different services as specialized career system
Open and closed career pathsDiverse promotion system:
Performance-based, time-bound and competitive examination system
Competitive lateral entrySocially inclusive reservation in
entry positions
Placement and transferSenior Executive
Development ProgrammeBasic training, advanced
and professional trainingInternational training and
capacity development opportunities
Leadership assessment mechanism
Performance appraisal system
Basic Requirements for Effective Career DevelopmentStrategic Requirements
Policy support Career development strategy and plan
Structural Requirements Professionally competent CPA
Systemic and Methodological Requirements Appropriate legal mechanism Career planning and career management systems Harmony between organization purpose, employees ability and professional
development, and career system Introduction of succession planning and leadership assessments Human resource information system
Behavioural Requirements Work motivation and morale Involvement of experts and employees in designing career system
Civil Service EffectivenessSatisfying citizens: People effectivenessConstitutionalism- supporting the values implicit in
government and political system: Political theoretical effectiveness
Effectiveness in achieving the goals of government and competently leading development management: Developmental effectiveness
Competence in the performance of all public institutions: Managerial effectiveness
Gaining global confidence and recognition: Global effectiveness
Moral and ethical effectiveness for ensuring fairness, justice and professional neutrality
Innovation effectiveness for research-based and timely reforms and transformation
Civil Service and Global Challenges of 21st CenturyBuild administrative and managerial capacity for societal transformation
in the areas of democratization, the free market economy, security and political alliances.
Explore the potential for innovative institutional arrangements, such as public-private collaboration/partnerships.
Develop innovative administrative and operational responses to trans-boundary global problems, such the environment, terrorism, HIV/AIDS, ethnic conflict, and drug abuse.
Integrate international, comparative knowledge and approaches into public administration training and all sectors of government.
Respond to global economic interdependence by expanding professional, scientific, and cultural exchanges worldwide.
Civil Service: Traditional and Career Development Focus
Civil Service Activity
Traditional Focus Career Development Focus
Human Resource Planning
Jobs and related competencies Interests and preferences
Training and Development
Job related capacity development
Dynamism and competitiveness
Performance Appraisal
Performance rating Planning for improvements
Recruitment and Placement
Matching organization’s needs with qualified persons
Harmonizing employee’s career interests
Compensation and Benefits
Rewarding jobs accomplished Non-job-related competencies and achievements – innovation and creativity
Competitiveness
Comparative concept of ability and performance of individual or
group/team to produce and deliver goods and services in a given market with enhanced productivity, quality
and satisfaction.
Influencing Factors for Competitive PerformanceGlobalization impactsGlobalization impactsGrowing citizen aspirationsGrowing citizen aspirationsGood governance and Effective/competitive public Good governance and Effective/competitive public
service deliveryservice deliveryRealization of social inclusion and social relevanceRealization of social inclusion and social relevanceAdvancement in technology and development of Advancement in technology and development of
information and communication technologyinformation and communication technologyNeed for governance effectiveness through Need for governance effectiveness through
entrepreneurial quality and New public management entrepreneurial quality and New public management concernsconcerns
Transformational need of private sector competenceTransformational need of private sector competenceSatisfaction of international development communitySatisfaction of international development community
Determinants of Competitive AbilityEfficiencyProductivityQualitySatisfactionContinuous
Improvement
KnowledgeSkill and competencyInformationTechnologyInnovation
Competitive Performance
Strategic achievementResult focusInnovation and creativityEntrepreneurial qualityMarket satisfactionManagement of changeCollaboration and partnerships
Desirable Values for Competitive AbilityProfessional qualityTransparency and accountabilityCitizen empowermentHigh quality service for citizensSocial equity and justiceEthics and moralityCompetition and collaborationGlobal standard concerns
Management Competency
Competency is the composite of vital behavioral skills, knowledge and personal attributes that are translations of organizational capabilities and are deemed essential for success. They distinguish exemplary performers from adequate performers.
Key Components of Career CompetencySkillKnowledgePersonal attributesBehaviourRelationshipNetwork and linkages
Managerial Competencies for Global CompetitivenessAccess to and absorbing new knowledgeIntegrating multiple streams of knowledge
and skillsSharing across cultures and performance
systemDeploying competence across jobs and
organizationsVirtual networking of skills and
competencies
Cross-cutting Issues and Civil Service CompetitivenessHuman rights and rights-based developmentHumanitarian standards in response to citizensPeace building and management of conflictsState restructuring and federalismDecentralizationSocial inclusion and diversity managementGlobalization and economic liberalizationPublic-private partnerships
Instruments and Tools of Developing Competitive AbilityStrategic managementTransformational leadership developmentSenior executive developmentAdvanced trainingLeadership assessmentGrooming and succession planningTeam building
Performance Management and Competitive AbilityPerformance PlanningPerformance standardizationPerformance appraisalPerformance evaluationPerformance improvementPerformance developmentPerformance-based pay and incentive
system
Civil Service Readiness for Competitive AbilityStrategic Readiness
Strategic management capabilityStructural Readiness
Functional, cost-effective and right-sized structures;
Virtually networked and participatory structures; and
Job reengineering for better outputs should be in place.
Systemic and Methodological Readiness
strategic management, conflict management capability, effective service delivery through dynamic
linkages, management of change capacity, performance management and participative
methods should be institutionalized. analysis of all the jobs of civil service because of
accommodating the expected changes and facing the potential challenges with the purpose of achieving efficiency and better utilization of the existing human capability of civil service.
Behavioural ReadinessTransparency and accountability, performance culture, serving attitude, citizen
relations, Politico-administration synergy, Professional competence and value for
competition should be internalized. As the cross-cutting concerns, right-choice-
voice of citizens should be placed as the basis of functioning.
Civil service should mainstream social inclusion and workforce diversity, issues of state restructuring, democratic values and norms and peace building.
Approaches to Civil Service ReformThe first one is protection approach, which
maintains that civil service resembles a grand corporation that is characterized by uniform grading, protection and benefit systems. (Anti-competitiveness drive)
The second approach considers civil service as a competitive labour market, where individual agencies act as firms that compete for a quality workforce. This is referred to as the flexibility approach. (Enabling drive)
The next one is performance approach with due attention to quality delivery and result-orientation. (Competitiveness drive)
Another approach is Developmental approach that asks for developing the capacity of civil service to satisfy the environment. (Developmental drive)
Performing Civil ServiceMission and strategyReinforcing core public service valuesTransformative LeadershipReengineered organizationPolitical and regulatory aspectsEffective service delivery and citizen controlCollaborative and partnering networksResult-based management and Result-focused
resource managementManagement of change and transformationAccountability to performance and resultsProfessional ethics and morality
Critical Issues of Civil Service in Development of Competitive AbilityWeak strategic orientationWeak strategic orientationResistance to change and developmentResistance to change and developmentStatus quo tendencyStatus quo tendencyLack of political support and ownershipLack of political support and ownershipMissing professionalismMissing professionalismLow level of Civil service readiness: Low level of Civil service readiness:
Motivational issuesMotivational issuesCulture of protection rather than culture of Culture of protection rather than culture of
performanceperformance