Common among very large or old organisations , this perspective results in policies and practices that attempt to bind the individual to the organisation through developmental experiences, secondments, golden handcuffs and a strong sense of identity with the organisation. In one multinational company, the talent pool is reviewed by the senior executives once a year in London and decisions are made about where each person should be posted for the next few years across their global operations.
The individual has no say in the process. More contemporary approaches assume a degree of shared responsibility for careers between organisations and employees. Nonetheless , there are still differences between organisations in terms of how much ownership they assume and the degree of support they provide to employees. However, t here is no one off-the-shelf product for career development. Career Development programs should be tailored.
C areer development programs, as with employee development programs, must be nuanced and tailored to individual needs and stages of career. This research highlights why development practices are sometimes not well received by employees. Career development initiatives need to be sufficiently nuanced to appeal to those from all three perspectives. It needs to be flexible so that employees can choose the degree to which they want to be involved in career development while still meeting the minimum growth and development that the organisation requires from its staff to remain nimble and adaptable to the changing market conditions.
Uncertainty and its relevance to career development. As the world of work continues to change at a rapid rate, it is clear that w e will not return to the zenith of employment security reached in the mid 21 st century. In fact, I argue that many people still underestimate the degree of uncertainty that constitutes a modern career and that t he ability to thrive in this uncertainty will define success in the next century for both organisations and their employees. Take, for example, the automation of work.
Rapid advances in artificial intelligence, robotics and connectivity is radically altering how work is performed. Mining automation is a great example where trucks are being remotely controlled from thousands of kilometres away in the comfort of an air-conditioned office, substantially altering the role of the truck operator.
This poses a challenge to the individuals whose roles are automated what do I do now? These trends mean that individuals can no longer expect clearly identifiable career paths mapped out by their organisation, adding to the sense of uncertainty in their career s.
The downsizing and delayering strategies of the s have continued and the decade saw a significant number of multi-national companies collapse for example, Enron and Lehman Brothers. We'll assume you're ok with this, but you can opt-out if you wish. Close Privacy Overview This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website.
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