Concept of Career System, Career Development Strategies, Human Resource Development, MS-22

Discuss the concept of career system. Explain the strategies have been used for career development in your organisation or an organisation you are familiar with. Briefly describe the organisation you are referring to.

Career system
This function ensures that people do not stagnate in their jobs and there is change in responsibilities periodically. Every organization needs a suitable human suitability is not only in the recruitment but also in the course of development change. As and when there is a change in organizational structure, goals, policies and methods, the human factor is to be modified accordingly. The modification of human resource process takes some time. The management instead of announcing the charges suddenly have to brief the employees also plans their careers and try to adjust to the requirement of the organization. The resistance to sudden changes will be minimized. Thus, career planning means the employees will have the plans to modify, improve their work behaviour, which can be suitable to the organizational future changes. The career system depends upon the management’s willingness to keep the employees informed about the future plans and changes of the organization.

Career system helps both the management and employees in adjust stability and suitability to the changing environment. It will not create a sudden vacuum in the human resource management. Need for Career Planning: Need is caused by both economic and social forces. If organization has to survive and prosper in this en-changing environment its human resources must be developed. If there is no concern for proper career planning, then too many employees can retire at the same time. Further employees are insisting that work demands should be effectively integrated with human needs for personnel growth, expectations of one’s family and ethical requirements of society. So considering the changing social and economic environment the growing work expectations and aspirations of employees career planning is now regard as an essential prerequisite for effective to management, organizational growth and optimum productivity. When a person applies for any job before it he makes necessary enquires about the prospects of job in the particular organization. Soon after joining the organization he/she enquires about the prospects he likely to hold after a particular period of time. If answer is not satisfactory he feels demonstrated and starts looking for some other job with more development prospective. This is the case with persons with persons in senior supervisory, executive and managerial positions to attract competent persons for senior positions and retain them in the organization. It is essential to assure them progressive career. Thus, career planning has become must for manning an organization with efficient supervisors, higher technical and managerial personnel and for preventing them from leaving the organization for lack of promotional avenues because good employees seek career rather than short duration jobs. Thus, suitable career development programmes enable employees to achieve personnel fulfillment and also ensure that the organization places the right people in the right place at the right time to be sponsored.

I am familiar with Keele. It was the first new United Kingdom university of the twentieth century, established with degree giving powers in 1949 as the University College of North Staffordshire. University status, as the University of Keele, followed in 1962. It is the UK's largest integrated campus university and occupies a 617 acre estate, with Grade II registration by English Heritage, the central feature of which is 19th century Keele Hall. Located centrally within the UK, in Staffordshire, Keele is a major contributor to its local economy. With a turnover in excess of £50m, and a total staff of some 1,400, the University generates around £40m of business in the region.

Career Development Initiatives and Strategies at Keele University

1. Career Development Policy
The University's overall policy outlining its commitment to career development programs for staff. In implementing a system of career development, the University aims to create an improved approach to employee development by recognizing and responding to each individual's need for a satisfying and rewarding career. Career development should then become one of the most significant personnel considerations, applying to all staff, both academic and general, and generating progressive changes to related policies.

Career development is for all staff, not just those who are ambitious or those who want a "career". Career development activities are not always be upwardly focussed nor they necessarily lead to salary increases. Other relevant activities could include redesign, enrichment or broadening of current roles, as well as exploratory and/or permanent movements downwards, laterally, or to options outside of the University. The implementation of career development needs a strong commitment from both employees and the organization. Career development plans are regularly updated and reviewed, with supervisors and colleagues providing input, evaluation and feedback.

Other personnel policies in areas such as staff development, evaluation, conditions of employment, and promotion and reward, are consistent with, and supportive of career development. Career development at the University of Keele is a self-directed activity and has two dimensions. "Career planning" is where individuals analyze their own aptitudes, skills, qualifications, interests and values and plan accordingly. "Career management" is where the University supports and assists both planning and achievement through supervisor and system support. Both the University and the staff member accept responsibility for career development. This requires an organized, planned effort by the staff member and the supervisor to regularly define, develop and refine his/her career goals, skills, aptitudes, attributes and responsibilities. The career development system integrates agreed employee plans with opportunities realistically available to them in terms of the needs, requirements and strategic
directions of the University and their Unit within it.

Aims of Career Development Strategies at Keele
* Integrate the development plans of individual staff with the development plans of the University in a coherent manner.
* Commit the University, the unions and all staff to ongoing individual development of every member of staff.
* Provide regular and continuing opportunities for all employees to formulate meaningful and achievable career goals and plans.
* Make each career path more challenging and stimulating by, for example, increasing involvement in some areas, delegating tasks in others, changing the way in which jobs are executed, and participating in task forces or assuming new assignments.
* Provide a planned basis for the allocation of training and development resources to staff.
* Deliver accurate, informative and constructive evaluation and feedback to ensure goals are realistic and achievable.
* Establish a supportive climate and an open communication style that encourages participation of employees, unions and management in the design and revision of the career development system.

2. Career Mobility Program

The Career Mobility Program (CMP) aims to enhance career development opportunities by providing staff with possibilities of job rotation, secondments, and exchanges. This program encourages the broadening of the skills and experience of staff, offers opportunities for growth and change and thus expands the career path potential of general staff.

3. Development Leave
Development Leave provides general staff members with opportunities to develop, or experience the application of new skills through an individually tailored program of activities. Development leave may support attendance at conferences or short courses, a brief series of visits to other institutions or additional work experience with another employer.

4. Education Assistance Scheme
This scheme provides financial assistance to general staff who are undertaking tertiary studies, which will benefit the University. The scheme covers costs such as textbooks, student fees and study materials. It does not cover HECS payments.

5. Management Cadetship
Targeted at Year 12 students, the University's Management Cadetship offers a wonderful opportunity to combine both work and study. Cadets work in a number of areas across the University.

6. Postgraduate Sponsorship Program
The Postgraduate Sponsorship Program provides staff with the opportunity to develop a range of skills and knowledge, critical to their current position. The Postgraduate sponsorship program is offered to both Academic and General staff for work-related postgraduate study.

7. Partial Funding
The Career Development Unit in university offers partial funding to support Departments/Units to fund their staff attendance at professional and personal development courses and conferences.

8. Study Time
The University recognizes the value of ongoing education and skills development of staff, and supports participation in activities consistent with the employee's role within the University through the Study Time policy. Study Time is leave approved to assist employees to undertake part-time courses of study which positively contribute to their work performance.