From the organization's viewpoint, career development can reduce costs due to employee turn, over. According to a 2005 survey by the Society of Human Resource Management (SHRM) and CareerJournal.com, over three-quarters of employees (7G percent) are seeking new jobs.' lf a company assists employees in developing career plans, these plans are likely to be closely tied to the organization; therefore, employees are less likely to quit. Taking an interest in employees' careers can also improve morale, boost productivity, and help the organization become more efficient.' The fact that an organization shows interest in an employee's career development has a positive effect on that employee. Under these circumstances, employees believe the company regards them as part of an overall plan and not just as numbers. An emphasis on career development can also have a positive effect on the ways employees view their jobs and their employers. HRM in Action 10.1 discusses some of the programs IBM uses to enhance the careers of its high-performing employees. From the organization's viewpoint, career development has three major objectives: • To meet the immediate and future human fullest needs of the organization on a timely basis. • To better inform the organization and the individual about potential career paths within the organization. • To utilize existing human resource programs to the fullest by integrating the activities that select, assign, develop, and manage individual careers with the organization's plans.' Career planning is the process by which an individual formulates career goals and develops a plan for reaching those goals. Thus, career development and career planning should reinforce each other. Career development looks at individual careers from the viewpoint of the organization, whereas career planning looks at careers through the eyes of individual employees. Realistic career planning forces individuals to look at the available opportunities in relation to their abilities. For example, a person might strongly desire to be a history teacher until discovering that two history teachers are available for every job. With a career plan, a person is much more likely to experience satisfaction while making progress along the career path. A good career path identifies certain milestones along the way. When a person consciously recognizes and reaches these milestones, he or she is much
From the organization's viewpoint, career development can reduce costs due to employee turn, over. According to a 2005 survey by the Society of Human Resource Management (SHRM) and CareerJournal.com, over three-quarters of employees (7G percent) are seeking new jobs.' lf a company assists employees in developing career plans, these plans are likely to be closely tied to the organization; therefore, employees are less likely to quit. Taking an interest in employees' careers can also improve morale, boost productivity, and help the organization become more efficient.' The fact that an organization shows interest in an employee's career development has a positive effect on that employee. Under these circumstances, employees believe the company regards them as part of an overall plan and not just as numbers. An emphasis on career development can also have a positive effect on the ways employees view their jobs and their employers. HRM in Action 10.1 discusses some of the programs IBM uses to enhance the careers of its high-performing employees. From the organization's viewpoint, career development has three major objectives: • To meet the immediate and future human fullest needs of the organization on a timely basis. • To better inform the organization and the individual about potential career paths within the organization. • To utilize existing human resource programs to the fullest by integrating the activities that select, assign, develop, and manage individual careers with the organization's plans.' Career planning is the process by which an individual formulates career goals and develops a plan for reaching those goals. Thus, career development and career planning should reinforce each other. Career development looks at individual careers from the viewpoint of the organization, whereas career planning looks at careers through the eyes of individual employees. Realistic career planning forces individuals to look at the available opportunities in relation to their abilities. For example, a person might strongly desire to be a history teacher until discovering that two history teachers are available for every job. With a career plan, a person is much more likely to experience satisfaction while making progress along the career path. A good career path identifies certain milestones along the way. When a person consciously recognizes and reaches these milestones, he or she is much
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