2. DEFINING CAREER MANAGEMENT - PSC

1 CAREER MANAGEMENTPUBLIC SERVICE COMMISSION:REPORT ON CAREER MANAGEMENT IN THE PUBLIC CAREER CAREER MANAGEMENTPUBLIC SERVICE COMMISSION:REPORT ON CAREER MANAGEMENT IN THE PUBLIC practice of CAREER MANAGEMENT is relatively new in the Public , in order to establish broad guidelines within the Public Service,a thorough understanding of the term CAREER MANAGEMENT is CAREER MANAGEMENTC areer MANAGEMENT can be defined as the process that plans and shapes theprogression of individuals within an organisation in accordance with theorganisational needs and objectives , employees= performance potential andtheir preferences ( : the integration of the individual=s objectives withthose of the organisation).

2 This definition was arrived at after a thoroughanalysis of the purpose of CAREER MANAGEMENT , the role players involved withcareer MANAGEMENT and the elements of CAREER MANAGEMENT (paragraphs , and of this Chapter).According to Baron and Greenberg (1990, ) a typical careermanagement programme, as part of the larger human resources system,involves efforts to - help employees to assess their own CAREER strengths andweaknesses; set priorities and specific CAREER goals; provide information on various CAREER paths and alternatives withinthe organisation; and offer employees yearly reviews of their progress towards thesegoals by managers who have received training in conducting suchassessments.

3 PURPOSE OF CAREER MANAGEMENTAll HRM practices are designed with a specific defined goal in mind. Meritassessment instruments, for example, are designed to monitor performanceand to identify development needs. CAREER MANAGEMENT programmes,however, encompass a large number of HRM practices with the CAREER MANAGEMENTPUBLIC SERVICE COMMISSION:REPORT ON CAREER MANAGEMENT IN THE PUBLIC SERVICE-6- Assisting employees to improve their performanceCareer MANAGEMENT programmes strive to involve employees insetting their own goals and recognising their strengths andweaknesses. It assists employees with the identification andfacilitation of training needs and opportunities.

4 This is mainlyachieved by building a process of feedback and discussion into theperformance MANAGEMENT systems of institutions. Clarifying available CAREER optionsThrough CAREER MANAGEMENT programmes employees are informedof CAREER options available within the institution. It assistsemployees with the identification of skills and other qualitiesrequired for current and future jobs. Most CAREER managementprogrammes seek to focus employees= CAREER plans upon theinstitution, thereby enhancing their commitment to the institution. Indoing this, CAREER paths are developed that indicate mobility indifferent directions in the institution for employees.

5 Aligning the aspiration of employees with organisationalobjectivesCareer MANAGEMENT programmes seek to improve the matching ofjobs with the right employees. An assessment of the skills andcompetencies of employees could assist in accommodating them inpositions which suit them better. Through the application ofpractices such as transfers and rotation, an institution=s operationaleffectiveness can be improved. CAREER MANAGEMENT programmes canalso result in a reduction in the need to recruit externally asemployees with the required capabilities are revealed through theircareer planning PLAYERS RESPONSIBLE FOR CAREER MANAGEMENTS ection of the White Paper on Human Resource MANAGEMENT in thePublic Service provides that CAREER MANAGEMENT procedures, linked to aperformance MANAGEMENT system, should be developed, based on thefollowing principles: Employees are responsible for their own CAREER CAREER MANAGEMENTPUBLIC SERVICE COMMISSION.

6 REPORT ON CAREER MANAGEMENT IN THE PUBLIC SERVICE-7- The employee=s immediate manager is responsible for familiarisingher/himself about the employee=s CAREER aspirations, as well as howthis can best be met. The manager should keep up to date with job, training anddevelopment opportunities which are likely to assist in meeting boththe employee=s CAREER aspirations, and the organisation=soperational objectives . The manager should also support theemployee=s efforts to avail her/himself to these opportunities. Managers have a duty in respect of employees whose careers havebeen hampered through no fault of their own, employees who OF CAREER MANAGEMENTA pproaches to A literature study was undertaken to determine what the most commoncareerelements of CAREER MANAGEMENT programmes are.

7 It was observed thatmanagementthere are various and quite diverse approaches to CAREER diverseElements common to most programmes, complementing and informing eachother during the process of CAREER MANAGEMENT , are the planningIdentification of goalsCareer planning is a process undertaken by employees and theirsupervisors. The employee is responsible for self-assessment,identifying CAREER interests and development needs. As part of the process of self-assessment the employee analyses his or herskills and experience as well as his or her strengths and weaknesses(Milkovich and Glueck, 1985, ).

8 PathingCareer paths, identifyBased on the CAREER expectations identified in the process ofroute to attain goalscareer planning, possible CAREER paths are mapped out for employees. Careerpaths set out a sequence of posts to which employees can bepromoted, transferred and rotated. Each employee could have amultitude of CAREER pathing pathing is informed by the CAREER goals set by individualsduring the CAREER planning phase, the CAREER progression CAREER MANAGEMENTPUBLIC SERVICE COMMISSION:REPORT ON CAREER MANAGEMENT IN THE PUBLIC SERVICE-8-which forms part and parcel of the employee=s conditions of serviceas well as the CAREER development opportunities available toemployees in an developmentContinuous processCareer development from the perspective of an employer refers to a planned effort to link the individual=s CAREER needs with theemployer=s workforce requirements (Gutteridge et al, 1993, ).

9 It could furthermore be seen as a process for helping individualsplan their careers in concert with an organisation=s businessrequirements and strategic and Glueck (1985, ) feel that one of theorganisation=s roles is to provide training and developmentopportunities to meet the requirements for movement along the CAREER path. They therefore define CAREER development as theformal, structured activity offered by an organisation for itsmembers for the purpose of increasing their awareness, knowledgeor capabilities affecting the direction and progression of theircareers.

10 The theoretical analysis provided in this Chapter it is clear that careermanagement is a process which involves both employee and on this background the extent to which the Public Service as anemployer discharges its responsibility in respect of CAREER MANAGEMENT wasassessed.