Human resource managers play a vital role in career development programs. The human resource managers (HRM) are responsible for formulating the right type of career development programs that will boost employees to grow towards their full potential. Career development programs ensure that there is sufficient supply of talents and abilities. The human resource managers play the crucial role of centering the whole efforts of the business. Unlike in training, an HRM manager in career development program assists and empowers employees to be more capable and enriched. One of the roles of HRM is providing employees with the required career information, which in return help them improve their work. The HRM applies the performance appraisal system, which according to Storey (2007), promotes the discussion on the strengths and the weakness of employees, which opens the avenue for areas that require improvement.
The managers’ role in career development programs is to retain talented, competent, and skilled employees. The managers use career development programs to identify the pool of available talent for posting and promotion. The manager develops and implements specific policies including promotion, counseling employees, and providing opportunities excellent in preparing the employee in their career. Development of career promotes experiences, skills, and knowledge, as well as, behavioral modifications and refinement techniques, which adds value to the employee and in return improve their output.
Many business and individuals view career development as the sole responsibility of the employee. Nonetheless, the managers of an organization should understand that career development is a vital aspect of employee development. Therefore, the success of an employee’s career depends on the organization. For example, an employee working in a facility that denies them time to further their education will frustrate the employee, which can lead to employee’s career failure. However, successful employees will be happy knowing they have support from their managers. Generally, maximum performance and employee satisfaction require ongoing input and feedback from the management.
Several factors influence career and career development either directly or indirectly. The first factor is the personality of the employees, which is a prerequisite for working on certain job positions. Career development may also be influenced by Behavior and self – presentation, which in some instances, may be more superior to job performance, where an employer may consider the career goal of the employees. The fourth factor influencing career development is education level, as well as, completed courses and training where some employees will be at better chances for advancement due to their education status.
Although previously organizations were in charge of career development, employees are taking an active role in the planning and implementation of their individual’s career development. It is challenging for employees to rely fully on employers for their career plans. The second challenge results from the overemphasis on career development and enhancement, which can negatively affect an organization. For example, an employee with extreme careerist orientation may be more concerned about their image rather than their performance (Chen et al., 2004). Lastly, diverse employees may raise issues where barriers arise from the advancement of minorities and women and aspects that may be hard to eliminate.
Coaching and mentoring are practiced in the workplace while the management identifies some of the personnel required to improve their potentials (Eraut, 2007). Coaching and mentoring are essential particularly in career development and are one of the top strategies for career development. It creates an alliance where the employer and the employee can have a dialogue. It can either be formal or informal depending on the circumstances. Some of the practical benefits of mentoring include the avoidance of obstacles and pitfalls, enhanced training and career development, and widened professional networks.
For the mentors, they go to levels of sharing their experiences including the failures, successes, and the lessons learned that relates to the situation at hand. One of the strategies that my mentor applies is that he explains and demonstrates the validity of the process by providing examples of how others succeeded. Through these coaching and mentoring, one develops skills and expertise, which is crucial for employees to attain the business objective.
There is one organization where I was operating where the level of performance management was low. Personally, I was disengaged, which was the reason I resigned from the workplace. The management was a failure and dictatorship form of leadership was applied. The only known performance strategy was performance appraisal where the managers read the performance levels of the varying departments, highlighted what each department was required to do, required the employee to set goals, but there was no feedback from the managers until the following financial year. This was frustrating particularly seeing the employee demotivated. However, I have worked in companies with a high-performance level where the employees are treated as the core to business success. In such institutions, the employees are treated as part of every area in the business, they are mentored, and the level of performance is high.
Chen, T. Y., Chang, P. L., & Yeh, C. W. (2004). A study of career needs, career development programs, job satisfaction and the turnover intentions of R&D personnel. Career development international, 9(4), 424-437.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.
DeNisi, A. S., & Pritchard, R. D. (2006). Performance appraisal, performance management and improving individual performance: A motivational framework. management and Organization Review, 2(2), 253-277.
Eraut, M. (2007). Learning from other people in the workplace. Oxford review of education, 33(4), 403-422.
Garvey, R., Strokes, P., & Megginson, D. (2010). Coaching and mentoring: Theory and practice.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.Storey, J. (2007). Human resource management: A critical text. Cengage Learning EMEA.
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