Sample Paper on Career Development Function

Career Development Function

Overview of the program

For any organization to succeed there should be proper inter-relation between the management and their employees. This program aims to ensure that there is sustainability and the various competencies are witnessed. This should be a continuous process to ensure growth and development which can be done through encompassing it in the organizations mission, goals and objectives and relate it to the employees’ duties and career goals.

As the lead human resource manager for salvage public relation company, a company dealing with corporate event planning and management, the employee training and motivation programme. The general aim of this program is to ensure efficiency and progressive developments for the staff members so as to increase service delivery as well as uphold professionalism.  The training will also ensure that the organization retains its existing workforce as well as attract more result oriented employees in cases where there is need for recruitment In (Hughes 2015).

They must create an atmosphere that is challenging to employees and contain support mechanisms that allow for personal growth and job satisfaction. The answer to developing and retaining employees, as supported by the existing literature, rests in a visible Career Development Program. This policy and procedure mandates Proficiency In-Service Training to ensure all members maintain expected levels of proficiency, i.e. firearms, defensive tactics, expandable baton, etc. The policy and procedure require the formation of a training committee to formulate a fiscal year Master Training Schedule for in-service training.

 

Program methodology

It is imperative that managers be held accountable for the development of employees. The process focuses on meeting the needs of customers and employees. If we are able to assist all employees in meeting their needs, then both the employees and department will benefit in the long run. In order to properly assess “why” employees leave, it is necessary that our department conduct timely exit interviews. This would enable the department to further evaluate the success of our Career Development Program (Hughes, 2015). A proposed policy and procedure for a Career Development Program has been drafted, along with a form to be used by supervisors/managers in a career counseling session.

It is a key component or the foundation of the employee development process and can produce big dividends for both the employees and organization.  A possible solution could be to use the term career discussions instead of career counseling. It reduces the waste of preparing an employee for a position for which they are not suited, but might otherwise accept, in order to conform to the wishes of the organization (Lussier, 2008). They are often knowledgeable about the employee abilities, experience and skills. Additionally, they have a good understanding of the work environment and the developmental activities within the organization. They are able to effectively monitor employee progress and facilitate, as well as advice on career directions.

Additionally, a comprehensive effort to interest and train supervisors in career counseling can be extremely costly to an organization. Trained professionals may be better prepared to evaluate an employee’s strengths and weaknesses than the employee’s supervisor. They can usually conduct a more comprehensive appraisal of the employee.  They are responsible for maintaining personnel files and have, at least, a basic understanding of the human resource initiative (Lussier, 2008).  However, it is extremely important that both the person conducting the session and the employee come to a mutual understanding as to the realistic expectations the employee should hold regarding career opportunities within the organization. This information can be obtained from an employee’s self-assessment of their own needs, values, and personal goals. Additional information can be derived from employee performance appraisals and other parties who are in a good position to make valid judgments about the employee (Shepard & In Mani, 2014).

Results evaluation

An even more pressing reason for organizational change involves the demographics of the workforce, which is experiencing a steady increase of women, minorities, disabled, as well as, older workers. Also, Total Quality Management (TQM) has become a dominant concern of many organizations. With the emphasis on customer service, quality in daily work and continuous improvement, it is seen as essential to organizations that desire to maintain a competitive edge.

All employees are motivated, but organizations must realize every employee is motivated by a different set of needs. It is an employee’s ability to satisfy these needs which propel human activity. An organization’s ability to understand and address this need will result in higher levels of job satisfaction and enhanced performance by its employees. It also allows employees the opportunity to explore new areas of interest and specialization that will enhance abilities and skills in other specialized jobs (Rothwell, Wang & Payne, 2005). The opportunity to attend specialty courses of instruction offered by other organizations or institutions must be afforded to all employees. The results of the Career Counseling session, along with Proficiency In-service Training courses and Career Specialty Training must be thoroughly documented. Information from each of these components can be used not only to determine existing and future training needs but to equate employee needs to those of the organization.

 

References

Hughes, C. (2015). Impact of diversity on organization and career development. Hershey: Business Science Reference

Lussier, R. N. (2008). Management fundamentals: Concepts, applications, skill development. Mason, OH: South-Western/Cengage Learning.

Rothwell, W. J., Wang, A. W., & Payne, T. D. (2005). Career planning and succession management: Developing your organization’s talent; for today and tomorrow. Westport, Conn: Praeger Publishers.

Shepard, B. C., & In Mani, P. S. (2014). Career development practice in Canada: perspectives, principles, and professionalism.