Charting Employees Career Path The Role Of Hrm Practices
Introduction
Career development involves an organized, formalized, planned effort to achieve a balance between an individual’s career needs and the organization’s workforce requirements (Tan, 2008). Career pathing was once a crucial part of the Human Resource Management practices under life time employment practices to motivate employees for career enrichment as well as desired performance in the organization (Nadler & Nadler, 1989). Although often labelled as a standalone process, employee career pathing will be most effective if it is integrated into a company’s overall talent management strategy. By aligning talent management processes and providing linkage between job roles, desired competencies, and key experiences, career paths direct employees towards the company’s and individual’s future competitiveness.
Career development like physical development, is a lifelong process that involves personal experience in psychological, sociological, educational, physical, economic, and chance that have influences in shaping one’s career over the lifespan. When dealing with career development, this two terms are associated, which are career planning and career pathing.
Career planning involves matching an individual's career need with the opportunities available within or outside an organization. Career pathing is a sequential pattern of the specific jobs associated with those opportunities. The two processes are intertwined. Career planning involves identifying the means of accomplishing desired results, and in this regard of career plans, career paths are the ways of achieving need. Although, career planning is still a new practice, most of the organizations are turning to it as a way to protect rather than react to problems associated with the career. The individual most identify his career needs and abilities and then recognize what training and development are required to follow a particular career path, but most importantly for the organization,
Career development involves an organized, formalized, planned effort to achieve a balance between an individual’s career needs and the organization’s workforce requirements (Tan, 2008). Career pathing was once a crucial part of the Human Resource Management practices under life time employment practices to motivate employees for career enrichment as well as desired performance in the organization (Nadler & Nadler, 1989). Although often labelled as a standalone process, employee career pathing will be most effective if it is integrated into a company’s overall talent management strategy. By aligning talent management processes and providing linkage between job roles, desired competencies, and key experiences, career paths direct employees towards the company’s and individual’s future competitiveness.
Career development like physical development, is a lifelong process that involves personal experience in psychological, sociological, educational, physical, economic, and chance that have influences in shaping one’s career over the lifespan. When dealing with career development, this two terms are associated, which are career planning and career pathing.
Career planning involves matching an individual's career need with the opportunities available within or outside an organization. Career pathing is a sequential pattern of the specific jobs associated with those opportunities. The two processes are intertwined. Career planning involves identifying the means of accomplishing desired results, and in this regard of career plans, career paths are the ways of achieving need. Although, career planning is still a new practice, most of the organizations are turning to it as a way to protect rather than react to problems associated with the career. The individual most identify his career needs and abilities and then recognize what training and development are required to follow a particular career path, but most importantly for the organization,