meaning
Career management is one of the important contents of human resource management in modern enterprises, and it is a series of activities for enterprises to help employees make career plans and help their career development. Career management should be regarded as a dynamic process to meet the needs of managers, employees and enterprises. In modern enterprises, individuals are ultimately responsible for their own career development planning, which requires everyone to clearly understand their knowledge, skills, abilities, interests, values and so on. Moreover, we should have a deeper understanding of career choice in order to set goals and improve career planning; Managers must encourage employees to be responsible for their career, provide help in personal work feedback, and provide information about organizational work and career development opportunities that employees are interested in; Enterprises must provide their own development goals, policies, plans, etc. We must also help employees to do self-assessment, training and development. When personal goals and organizational goals are organically combined, career management will be of great significance. Therefore, career management is based on enterprise career planning and career development.
Career management mainly includes two types: one is organizational career management, which refers to a series of management methods implemented by organizations to develop employees' potential, retain employees and enable employees to realize themselves. The second is individual career management, that is, social actors are composed of a series of variables such as career development planning, career strategy, career entry, career change and career orientation in the whole career life cycle (from entering the labor market to exiting the labor market).
1. Career management is a career development and help plan designed by the organization for employees, which is different from the career plan made by employees.
Career planning aims at the realization and appreciation of personal value, and is not limited to specific organizations. On the other hand, vocational management regards employees as developable and value-added capital, not fixed capital. Seek the sustainable development of the organization through the efforts of employees' professional goals. Vocational management is instructive and utilitarian. It helps employees to complete their self-orientation, overcome the difficulties and setbacks in achieving their work goals, encourages employees to closely link their career goals with organizational development goals, and gives employees as many opportunities as possible. Because professional management is initiated by organizations. Generally handled by the human resources department, so it is very professional and systematic. In contrast, career planning is not so formal and systematic. Or we can say that only under the scientific career management can we form a standardized and systematic career plan.
2. Career management must meet the dual needs of individuals and organizations.
Different from the general reward and punishment system within the organization, career management focuses on helping employees realize their career planning, that is, trying to meet their career development needs. Therefore, in order to implement effective career management, we must know what problems employees will encounter in the process of achieving their career goals. How to solve these problems? Can the long career of employees be divided into several stages with obvious characteristics? What are the typical contradictions and difficulties in each stage? How to solve and overcome it? Only by mastering this knowledge can organizations formulate corresponding policies and measures to help employees find internal value-added needs. On the one hand, the improvement of professional skills of all employees has led to the improvement of the overall human resources level of the organization; On the other hand, the intentional guidance of the vocational management center can make individual employees who are in line with the organizational goals stand out and provide talent reserves for training senior management, operation or technical personnel of the organization. It is the need of the organization to improve the overall competitiveness of personnel and reserve talents. The investment in energy, financial resources and policies in vocational management can be regarded as a long-term investment for the organization to achieve the above goals. Organizational demand is the power source of vocational management. Failure to meet the needs of the organization will lead to the suspension of career management without power source, which will eventually lead to the failure of career management activities.
3. Vocational management has various forms and covers a wide range.
Any organization's help to employees' professional activities can be included in career management. Including personal training, consultation, lectures, spontaneous skills development of employees, and convenient academic upgrading. At the same time, it also includes many personnel policies and measures for the organization, such as standardizing the professional appraisal system, establishing and implementing an effective internal promotion system and so on. Career management has always existed in the whole process from recruiting new employees to entering the organization until employees move to other organizations or retire from the organization. Professional management involves all aspects of professional activities at the same time. Therefore, it is quite difficult to establish a systematic and effective career management.
Third, the stage of career development
1. Growth stage (1before 4 years old)
This stage can be roughly defined as the age from birth to 14 years old. At this stage, individuals gradually establish the concept of self through their identification with family members, friends and teachers and their interaction.
2. Exploration stage (15~24 years old)
At this stage, everyone will seriously explore various possible career choices. They try to match their career choices with their understanding of careers and their personal interests and abilities gained through school education, leisure activities and personal work. People at this stage must also make corresponding educational decisions based on the reliable information of various career choices.
3. Establishment stage (24~44 years old)
This age group is the core part of most people's working life cycle. People are usually willing (especially in the professional field) to lock themselves in a chosen career early. However, in most cases, people at this stage are still trying various abilities and ideals different from their initial career choices. Usually people at this stage have to face a difficult choice for the first time, that is, to determine what they really need, what goals they can achieve, and how much sacrifice and effort they need to make in order to achieve this goal.
Maintenance stage (45~60 years old) In the later stage of this career, people have generally created a place for themselves in their own work fields, so most of their energy is mainly focused on maintaining the status quo and having this position.
4. Decline stage (over 60 years old)
At this stage, people's health and working ability are gradually declining, and their career is coming to an end. Many people have to face the realistic prospect of accepting less power and responsibility, learn to accept new roles, and learn to be mentors and friends of young people. Then, almost everyone will inevitably face retirement. At this time, people are faced with the choice of how to spend their original time at work.
Career path
Career path refers to the management scheme of self-cognition, growth and promotion designed by an organization for its internal employees. Career path helps employees to understand themselves, and at the same time enables organizations to grasp the professional needs of employees, thus eliminating obstacles and helping employees meet their needs. In addition, career path helps employees to be competent, establishes different promotion conditions and procedures within the organization, makes employees' career goals and plans meet the needs of the organization, and thus affects employees' career development. Career path design points out the possible development direction and opportunities of employees in the organization, and every employee in the organization may jump ship along the development path of the organization. On the one hand, a good career path design is conducive to the organization to absorb and retain the best employees, on the other hand, it can stimulate employees' interest in work and tap their work potential. Therefore, the design of career path is very important for organizations. The following mainly introduces four career path design methods: traditional career path, behavioral career path, horizontal technology path and dual career path.
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The so-called traditional career path is a development model based on the actual development path of employees in the organization in the past.
2. Behavioral career path
Behavioral career path is a kind of career development path design based on behavioral demand analysis of each job.
3. Horizontal career path
Organizations often use lateral transfer to diversify their work, make employees glow with new vitality and meet new challenges. Although there is no salary increase or promotion, employees can increase their value to the organization and give themselves a new life.
4. Dual career path
The dual career path is mainly used to solve the problem that you have professional skills in a certain field, but you don't expect to engage in professional work in your own business field for a long time, and you don't want to leave your professional field with the development of your career.
(2) career choice
Practical orientation, people with this orientation will be attracted to engage in occupations that involve physical activities and require certain skills, strength and coordination. Examples of these occupations are: forestry workers, cultivators and farmers.
Research orientation, people with this orientation will be attracted to engage in careers that involve more cognitive activities (thinking, organizing, understanding, etc.). ), rather than those who mainly focus on perceptual activities (feeling, reaction or interpersonal communication and emotion, etc.). Examples of this profession are biologists, chemists and university professors.
Social orientation, people with this orientation will be attracted by occupations that involve a lot of interpersonal communication, rather than those that involve a lot of intellectual or physical activities. Examples of this profession are: psychologists, diplomats and social workers in clinics.
Conventional orientation, people with this orientation will be attracted to engage in occupations that involve a lot of structural and regular activities. In these occupations, the needs of employees are often subordinate to the needs of the organization. Examples of this occupation are: accounting and bank clerk.
Entrepreneurial orientation, people with this orientation will be attracted to engage in a career that contains a lot of language activities aimed at influencing others. Examples of this profession are: manager, lawyer, public relations manager.
Artistic orientation, people with this orientation will be attracted to engage in careers involving a lot of self-expression, artistic creation, emotional expression and personalized activities. Examples of such occupations are artists, advertisers and musicians.
The connection between work and family
1. The employees of this organization are experiencing family life in addition to their professional life.
Family is of great significance to employees themselves, and it will also bring a lot of influence to professional life. Work-family balance plan is a plan to help employees understand and correctly view the relationship between family and work, reconcile the contradiction between career and family, and relieve the pressure caused by the imbalance of work-family relationship.
2. Work-family plan aims to help employees find a balance between work and family needs.
In order to achieve this goal, organizations must understand that the purpose of family planning is to help employees find a balance between work and family needs. To achieve this goal, organizations must understand the influence of family needs and working conditions at various stages on family life, and then give appropriate help to employees.
3. The understanding of family needs can refer to the family development cycle theory.
Generally speaking, the main problem of single adults is to find a spouse and decide whether to get married or not. At the beginning of marriage, it is urgent to adapt to their lives, decide whether to have children, and make long-term commitments to family form and economic requirements. After the child is born, it becomes the primary task to experience the experience of being a parent and shoulder the responsibility of raising and educating the child. And began to provide food, clothing and financial care for their parents. Some of these pressures will affect employees' work mood and energy distribution, while others will form strong professional needs and work motivation, and ultimately affect employees' participation in work.
(4) Career counseling
The Significance of Career Counseling Career Counseling refers to helping laid-off workers find suitable jobs or re-choose careers, and at the same time providing them with certain financial support to help them through the career transition period.
Five, the effectiveness of career management standards
Gutteridge( 1986) discussed the effectiveness criteria of career management and put forward four criteria.
1. Achieve personal or organizational goals
Personal goals include (1) high self-determination, (2) high self-awareness, (3) obtaining necessary organizational and professional information, (4) strengthening personal growth and development, and (5) improving goal-setting ability. Organizational goals include (1) improving the communication between managers and employees, (2) improving the career matching between individuals and organizations, strengthening the organizational image, and (3) determining the management talent pool.
2. Investigate the activities completed by the project.
Including (1) employees using career tools (attending career seminars and training courses), (2) conducting career discussions, (3) employees implementing career planning, (4) organizing to take career actions (promotion and cross-functional mobility) and (5) organizing to determine successors.
3. Changes in performance index
Including (1) lower turnover rate, (2) lower absenteeism rate, (3) improving employee morale, (4) improving employee performance evaluation, (5) shortening the time to fill vacancies and (6) increasing internal promotion.
4. Psychological changes in attitude or perception
Including (1) evaluation of career tools and practices (participants' reflection of career seminars and managers' evaluation of job announcement system), (2) perceived benefits of career system, (3) employees' career feelings (attitude towards career investigation), (4) evaluation of employees' career planning skills, and (5) adequacy of organizational career information.
In fact, when evaluating the effectiveness of career management, not all aspects related to effectiveness are investigated, and organizations do not have to implement all aspects of career management in their organizations. However, this systematic thinking provides a basis for future implementation evaluation.
Sixth, the significance of enterprise career management.
1. Career management is the primary problem of rational allocation of enterprise resources.
Human resources are incremental resources that can be continuously developed and added value, because the development of human resources can constantly update people's knowledge and skills, improve people's creativity, and thus make full use of inanimate "material" resources. Especially with the advent of the era of knowledge economy, knowledge has become the main body of society, and it is "people" who master and create this knowledge. Therefore, enterprises should pay more attention to the improvement and all-round development of people's wisdom, skills and abilities. Therefore, strengthening career management and making people do their best is the' primary problem' in the rational allocation of enterprise resources. If you leave the rational allocation of people, the rational allocation of enterprise resources is empty talk.
2. Career management can fully mobilize people's internal enthusiasm and better achieve the organizational goals of enterprises.
The purpose of career management is to help employees improve the satisfaction of needs at all levels, so that people's needs can transition from pyramid to trapezoid and finally approach rectangle, which not only gradually improves employees' low-level material needs, but also gradually improves the satisfaction of high-level spiritual needs such as self-realization. Therefore, career management should not only meet the needs of life development, but also be based on people's advanced needs, that is, based on the needs of friendship, respect and self-realization, truly understand what employees want in their personal development, coordinate their planning and help them achieve their career goals. This will inevitably inspire the strong spiritual strength of employees to serve the enterprise, and then form a great driving force for the development of the enterprise and better realize the organizational goals of the enterprise.
3. Career management is the organizational guarantee for the long-lasting enterprise.
The fundamental reason for the success of any successful enterprise is to have high-quality entrepreneurs and high-quality employees. Only when people's talents and potentials can be brought into full play, can human resources not be wasted and wasted, and can the survival and growth of enterprises have an inexhaustible source. The main capital of developed countries is not tangible factories and equipment, but their accumulated experience, knowledge and well-trained human resources. Providing a stage for employees to display their talents through management efforts such as career and fully embodying their self-worth is the fundamental guarantee for retaining and condensing talents, and also the organizational guarantee for the long-term success of enterprises.
(B) the significance of personal participation in career management
For employees, the importance of participating in career management is reflected in three aspects:
1. It is very important to enhance the ability to grasp the working environment and control the difficult points in the work.
Career planning and career management can not only enable employees to understand their own strengths and weaknesses, but also form the habit of analyzing the environment and work objectives, and also enable employees to plan and allocate time and energy reasonably, complete tasks and improve their skills. This is conducive to strengthening the grasp of the environment and the ability to control difficulties.
2. It is beneficial for individuals to live a good professional life and handle the relationship between professional life and other parts of life.
Good career planning and career management can help individuals to look at various problems and choices in their work from a higher perspective, combine separated events, serve their career goals, and make their professional life more substantial and fruitful. We can better consider the balance between professional life and personal pursuit, family goals and other life goals, and avoid the dilemma of paying attention to one thing and losing the other.
3. Self-worth can be continuously improved and surpassed.
The initial purpose of work may be just to find a job to support the family, and then the pursuit may be wealth, status and fame. Career planning and career management can refine career goals for many times, so that the purpose of work can transcend wealth and status and pursue higher-level self-worth success.
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