Career Management Within Your Organization.

What to do when your organization career ladder is no longer pointed upward? What can you do when you have downsized, right-sized and restructured to such level employees are confused about possible opportunities? how to identify career Management Within Your Organization and what to do when employees tend to flee from your organization first and ask questions later?

Organizational and human-resource influential need to take on a new view of career management. They need to develop a partnership with their employees, working jointly toward building skills that can advantage the organization as well as the employee in the extended term, no matter whether the employee remains with the organization.

New reinvigorated view of career management will give leaders a chance to take a holistic view of all their organizational roles, the skills required within the larger workflow and to identify unforeseen career opportunities. A holistic approach to career management gives leaders an opportunity to identify the multitude of skills that exist among their workers. And believe me, leaders are often surprised at the level of employee talent the organization was not aware of and therefore was not being fully utilized.

Here is the ideas will assist you to take a career management within your organization.

CONDUCT A JOB ANALYSIS PROCESS

 While job descriptions have long been a standard HR tool, most do not describe the skills and talents required for each job. Take time now to review the knowledge, skills, abilities and competencies required for each job structure in your organization. Use this data to determine both current gaps, future risks in the various skill areas and opportunities for expansion.

DEVELOP A MASTER GRAPH OF JOB FAMILIES

List the job skills in chart form, look for common skills and competencies that

could be transferred to various jobs within your organization and highlight them. Group similar skills into job families and determine what additional skills would enable more employees to cross-train in other jobs within the families. Create a total organizational framework that outlines the functions, the job families and the different levels in each.

PUBLISH A CAPABILITY DICTIONARY

Each job has a set of core competencies as well as technical competencies at different levels of expertise. Create a competency dictionary and make it public. This helps employees to see the progression of skills and where they can be applied. This can also provide an awareness of what training might be required to progress toward a particular goal.

PLAN A CAREER OPPORTUNITIES

Develop a tactical map of opportunities and express how one job can lead to

another. This is helpful for employees as they try to envision a career path. Color code skill similarities so employees can clearly see opportunities that might exist upward, downward and sideways.

CONDUCT AN EMPLOYEE SKILLS EVALUATION

Organizations rarely conduct a complete survey of all the skills and talent found within the employee complement. Now is the time. At the very simple level, employees could complete a skills-inventory checklist or one could be acquired through interviews or a review of performance appraisal forms. Be sure to inquire about skills used outside work in hobbies or community work. These skills can often lead to new careers.

DEVELOP A CAREER MANAGING PHILOSOPHY

Work with all of your managers to ensure they understand and adopt the philosophy that career management is an investment in employees. Help to overcome the old fear philosophy of "train them and they will leave." Focus on developing a partnership between employee and employer and create ideas on how this can be applied in your organization.

PROVIDE CAREER MANAGING TRAINING FOR EMPLOYEES

Develop a training program that helps employees understand personal success isn't always an upward progression. Help them to gain a sense of personal control by becoming more aware of workplace trends and the need for continuous learning. Help employees identify their passion, talents and motivators and discover how best to align their personal traits and career goals with the vision and objectives of the organization.

OFFER CAREER RESOURCES

While not all organizations are of the size to offer a career resource centre, leaders can provide resource lists, a library of books and/or refer employees to private coaching with a career consultant. This is especially effective for individuals who are struggling to identify skills and motivators because most people take themselves for granted.

APPLY PIONEERING STRATEGIES

No matter how small, an organization can offer some strategies to help their employees explore careers. Assign a personal career mentor, create brief job-shadowing opportunities by pairing employees with colleagues or managers for various periods of time so employees can get a feel for other jobs they may be interested in. Finally, the simple tactic of supporting time for informational interviews works well.

INTEGRATE CAREERS INTO PERFORMANCE MANAGEMENT

Its well-known individual employees rarely set aside time for their own career development, so it is important both for individuals as well as for organizational planning to include this in the annual performance review. Work with the employee to determine training and career goals and set a plan in place. Keep in mind your organizational needs.