Developing and Maintaining a Competitive Career
Career development does not have to be a mystery. When the organization provides a solid framework, a common language, and an effective set of tools, individuals can take responsibility for managing their careers in today’s dynamic business environment. Over twenty years of research have provided a model that supports strategic individual development. This model, coupled with identification of career drivers and 360° competency-based feedback, gives employees the necessary information to develop powerful individual development plans. The plans have a dual focus: 1) How to remain competitive through personal growth and development; and 2) How to increase their level of contribution to the organization.
INTRODUCTION
机械工程学报投稿As the organizational competitive environment 甾醇
becomes increasingly complex, new demands have been placed on both individuals and the businesses they work in. Most large companies have responded to increased external demands by increasing structural ef ficiency (downsizing) and trimming bureaucracy (flattening). This move to more austere structures has not been a matter of simple cost-cutting. Both global and domestic competition have intensified dramatically. These new demands call for a greater contribution on the part of all employees, and for greater collaboration within and between work groups.
Research indicates, however, that organizational culture, values, and systems have generally lagged behind this revolution. One example of this gap is that employees have been told that they are responsible for managing their own careers. However, many organizations have failed to equip people with the tools they need to succeed in this new duty. A number of important developments make this an increasingly important problem:
•In the past, the development process was focused largely on preparing employees for the next promotion. Upward momentum in the organization was seen as the primary indicator of good performance, and employees were motivated by the promise of moving up. More complex jobs automatically provided increased challenge; employees had to lea
rn in order to succeed in their new roles. For most people, regular promotions are no longer feasible.
•People are a key source of competitive advantage. As structures have become leaner, the net value of each remaining employee has increased. Moreover, the new 信道估计“knowledge economy” means that more and more companies rely on the education and experience of highly sophisticated knowledge workers. As the business environment changes, retooling often means updating the skills and abilities of the organization’s people rather than changing over a plant. Ongoing development is a competitive necessity. •In many fields, increased competition for capable and qualified employees means that the best people often choose employers based on perceived opportunities for growth. In an era when promotions are few and far between, many of today’s technical experts look for cutting-edge learning opportunities, increased autonomy, or balanced lifestyles as acceptable (or even preferable) substitutes.
In spite of these dramatic changes, most career development systems are still based on
assumptions that developed early in the industrial age. This article will explore alternatives to the traditional model, and provide examples of innovative replacements.
CAREER BESTS: WHERE DEVELOPMENT OCCURS
Employees, and the companies they work for, each have an interest in the employee’s long-term growth. Development opportunities (often framed in terms of increasing “employability”) are offered up as a modern-day replacement for long-term employment; smart employees know that the key to long-term success is now grounded more in maintaining sharp skills than in demonstrating loyalty to the company. Development also benefits the company because it leads to the appreciation of human assets.
Research on what makes a satisfying work life indicates that the most personally satisfying times in a person’s career are usually also highly productive in terms of meeting the organization’s goals. Data on such “career bests” indicate that peak experiences also provide significant development. One of the most frequently cited characteristics of a “career best” experience is challenge or learning opportunities. Rising
to the development challenge benefits employees by building increased capability and satisfaction. Increased individual capability in turn increases the organization’s ability to perform.雷经天 This concept is illustrated in Figure 1.
CAREER BESTS
“Career bests” almost always happen when individuals are doing something that they enjoy, that uses their talents, and that falls in the domain of strategic business needs. The
fact that the best development happens when the individual and corporate interests intersect or overlap has several important implications.
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•It underscores the importance of individual responsibility for career development. Individual interests vary from person to person, and only the individual knows where his interests lie. Finding the career best zone and staying there can’t be done with a career plan developed by someone else, whether it be a manager, mentor, or human resource 华都饭店department.
•The best development plans do not center on next jobs or suggested training courses. While new job opportunities can provide growth experiences, and while training courses can augment on-the-job learning, most development happens as the result of engaging in challenging, interesting work. That type of work can be found in most professional job assignments, and rarely requires a job change.
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