Career development and competitive development
- 1. Presented by Pratap Kumar Pathak
- 4. What is a Career? A career is defined as all the jobs/occupations /positions occupied by a person during his learning, working and other job- related lives.
- 5. Career Progress or general course of action of a person in some profession. Specific jobs that a person performs, the kinds of responsibilities and activities that comprise those jobs, movements and transitions between jobs.
- 7. Types of A Career
- 8. Career System "Career system is described as devising an organizational system of career movement and growth opportunities from the point of entry of an individual in employment to the point of retirement." "Career system includes the process of synthesizing and harmonizing the needs of the organization with the innate aspirations of the employees, so that while the later realize self-fulfillment, the organizational effectiveness is improved."
- 9. Career Management Active and purposeful management of a career by an individual. Combination of structured planning and the active management choice of one’s own professional career.
- 11. Individual and Career Choice
- 13. Career Planning Process of re-assessing individual learning, planning and development over a period of time.
- 14. Types of Career System Open Career Open competition: Lateral and inter-service Career flexibility Cross-section of skills and competencies Horizontal career span Unspecified career path Motivation for competition Closed Career Closed competition: Intra-service and in-service Job-experience based Vertical career span Specified career path Motivation for performance
- 15. Position-based Career and Rank-based Career Permanent and Temporary Careers Organizational and Job-specific Careers
- 16. Career Development Career Development is a “continuous lifelong process of developmental experiences that focuses on seeking, obtaining and processing information about self, occupational and educational alternatives, life styles and role options” "Career development is progression of an employee in a job. It is supported by occupational development, continued association with the job and organization, job satisfaction, professionalism and commitment."
- 17. Career Development Lifelong process of managing learning, work, leisure, and transitions in order to move toward a personally determined and evolving preferred future.
- 18. In organizational development, career development looks at how individuals manage their careers within and between organizations and, how organizations structure the career progress of their members, it can also be tied into succession planning within some organizations In personal development, career development is the lifelong psychological and behavioral processes as well as contextual influences shaping one’s career over the life span. As such, career development involves the person’s creation of a career pattern, decision-making style, integration of life roles, values expression, and life-role self concepts.
- 20. Strategic Goals of Career Development Matching individual and organizational goals Identify career opportunities and requirements Enhance career development opportunities Develop and utilize employee potential
- 21. Theories of Career Development Structural Theories: focus on individual characteristics and occupational tasks Trait Factor - Matching personal traits to occupations-Frank Parsons and Williamson (1920’s) John Holland’s Theory of Career Choice – Interaction between personality and environment Bandura’s Social Cognitive theory of career choice – Connection of outcome expectations and personal growth that influence career choice – Supported by Lent, Brown and Hackett Psychological - Personality types matching work environment- Holland (1980’s) Developmental Theories: focus on human development across life span Social Learning – John D. Krumboltz Decision - Situational or Sociological- Bandura ( Self Efficacy-1970’s) Developmental - Self Concept over life span-Donald Super (1950’s)
- 22. Constructivist Theories – M. L. Savickas and Vance Peavy Individuals create or construct their own meaning and reality of the world through the experiences they have Construction of career through interpretations through perceptions and actions of response People are self-organizing and self-critical
- 24. Career Development Cycle Growth Stage Beginning of learning behaviours: Fantasy, Interests, Capacity Exploratory Stage Identification of gaps: Organizational needs and the individual competency Learning and induction Adapting and setting Establishment Stage Performance feedback, opportunities for training and promotion Maintenance Stage Motivation, encouragement, expertise use Development Stage Planning for career upliftment Improvement in occupational skills and knowledge Capacity development Expertise development
- 25. Career shifting Stage Search for challenging career Utilisation of knowledge, skills and experiences Professional networking Declining or Career Reinvention Stage Preparedness for retirement Late career management Freelancing skills
- 26. Instruments and Tools of Career Development Job reengineering Promotion and advancement Placement and transfer appropriations Competitive examinations for career upliftment and career shifts Performance based career systems Senior Executive Development Programme Succession planning and grooming Leadership assessment mechanism Career counseling and vocational guidance Late career management and career workshops
- 27. Career Development in Nepalese Civil Service Unified service at leadership positions Grouping/sub-grouping of different services as specialized career system Open and closed career paths Diverse promotion system: Performance-based, time-bound and competitive examination system Competitive lateral entry Socially inclusive reservation in entry positions Placement and transfer Senior Executive Development Programme Basic training, advanced and professional training International training and capacity development opportunities Leadership assessment mechanism Performance appraisal system
- 28. Basic Requirements for Effective Career Development Strategic Requirements Policy support Career development strategy and plan Structural Requirements Professionally competent CPA Systemic and Methodological Requirements Appropriate legal mechanism Career planning and career management systems Harmony between organization purpose, employees ability and professional development, and career system Introduction of succession planning and leadership assessments Human resource information system Behavioural Requirements Work motivation and morale Involvement of experts and employees in designing career system
- 30. Emerging Trend of Public Management
- 31. Civil Service Effectiveness Satisfying citizens: People effectiveness Constitutionalism- supporting the values implicit in government and political system: Political theoretical effectiveness Effectiveness in achieving the goals of government and competently leading development management: Developmental effectiveness Competence in the performance of all public institutions: Managerial effectiveness Gaining global confidence and recognition: Global effectiveness Moral and ethical effectiveness for ensuring fairness, justice and professional neutrality Innovation effectiveness for research-based and timely reforms and transformation
- 32. Civil Service and Global Challenges of 21st Century Build administrative and managerial capacity for societal transformation in the areas of democratization, the free market economy, security and political alliances. Explore the potential for innovative institutional arrangements, such as public-private collaboration/partnerships. Develop innovative administrative and operational responses to trans- boundary global problems, such the environment, terrorism, HIV/AIDS, ethnic conflict, and drug abuse. Integrate international, comparative knowledge and approaches into public administration training and all sectors of government. Respond to global economic interdependence by expanding professional, scientific, and cultural exchanges worldwide.
- 35. Civil Service: Traditional and Career Development Focus Civil Service Activity Traditional Focus Career Development Focus Human Resource Planning Jobs and related competencies Interests and preferences Training and Development Job related capacity development Dynamism and competitiveness Performance Appraisal Performance rating Planning for improvements Recruitment and Placement Matching organization’s needs with qualified persons Harmonizing employee’s career interests Compensation and Benefits Rewarding jobs accomplished Non-job-related competencies and achievements – innovation and creativity
- 37. Competitiveness Comparative concept of ability and performance of individual or group/team to produce and deliver goods and services in a given market with enhanced productivity, quality and satisfaction.
- 38. Influencing Factors for Competitive Performance Globalization impactsGlobalization impacts Growing citizen aspirationsGrowing citizen aspirations Good governance and Effective/competitive publicGood governance and Effective/competitive public service deliveryservice delivery Realization of social inclusion and social relevanceRealization of social inclusion and social relevance Advancement in technology and development ofAdvancement in technology and development of information and communication technologyinformation and communication technology Need for governance effectiveness throughNeed for governance effectiveness through entrepreneurial quality and New public managemententrepreneurial quality and New public management concernsconcerns Transformational need of private sector competenceTransformational need of private sector competence Satisfaction of international development communitySatisfaction of international development community
- 39. Determinants of Competitive Ability Efficiency Productivity Quality Satisfaction Continuous Improvement Knowledge Skill and competency Information Technology Innovation
- 41. Competitive Performance Strategic achievement Result focus Innovation and creativity Entrepreneurial quality Market satisfaction Management of change Collaboration and partnerships
- 43. Desirable Values for Competitive Ability Professional quality Transparency and accountability Citizen empowerment High quality service for citizens Social equity and justice Ethics and morality Competition and collaboration Global standard concerns
- 44. Management Competency Competency is the composite of vital behavioral skills, knowledge and personal attributes that are translations of organizational capabilities and are deemed essential for success. They distinguish exemplary performers from adequate performers.
- 45. Key Components of Career Competency Skill Knowledge Personal attributes Behaviour Relationship Network and linkages
- 46. Talent Management in Civil Service
- 47. Managerial Competencies for Global Competitiveness Access to and absorbing new knowledge Integrating multiple streams of knowledge and skills Sharing across cultures and performance system Deploying competence across jobs and organizations Virtual networking of skills and competencies
- 48. Cross-cutting Issues and Civil Service Competitiveness Human rights and rights-based development Humanitarian standards in response to citizens Peace building and management of conflicts State restructuring and federalism Decentralization Social inclusion and diversity management Globalization and economic liberalization Public-private partnerships
- 49. Instruments and Tools of Developing Competitive Ability Strategic management Transformational leadership development Senior executive development Advanced training Leadership assessment Grooming and succession planning Team building
- 50. Cultural Transformation for Competitive Ability
- 51. Performance Management and Competitive Ability Performance Planning Performance standardization Performance appraisal Performance evaluation Performance improvement Performance development Performance-based pay and incentive system
- 52. Civil Service Readiness for Competitive Ability Strategic Readiness Strategic management capability Structural Readiness Functional, cost-effective and right-sized structures; Virtually networked and participatory structures; and Job reengineering for better outputs should be in place.
- 53. Systemic and Methodological Readiness strategic management, conflict management capability, effective service delivery through dynamic linkages, management of change capacity, performance management and participative methods should be institutionalized. analysis of all the jobs of civil service because of accommodating the expected changes and facing the potential challenges with the purpose of achieving efficiency and better utilization of the existing human capability of civil service.
- 54. Behavioural Readiness Transparency and accountability, performance culture, serving attitude, citizen relations, Politico-administration synergy, Professional competence and value for competition should be internalized. As the cross-cutting concerns, right-choice- voice of citizens should be placed as the basis of functioning. Civil service should mainstream social inclusion and workforce diversity, issues of state restructuring, democratic values and norms and peace building.
- 55. Approaches to Civil Service Reform The first one is protection approach, which maintains that civil service resembles a grand corporation that is characterized by uniform grading, protection and benefit systems. (Anti- competitiveness drive) The second approach considers civil service as a competitive labour market, where individual agencies act as firms that compete for a quality workforce. This is referred to as the flexibility approach. (Enabling drive) The next one is performance approach with due attention to quality delivery and result-orientation. (Competitiveness drive) Another approach is Developmental approach that asks for developing the capacity of civil service to satisfy the environment. (Developmental drive)
- 56. Performing Civil Service Mission and strategy Reinforcing core public service values Transformative Leadership Reengineered organization Political and regulatory aspects Effective service delivery and citizen control Collaborative and partnering networks Result-based management and Result-focused resource management Management of change and transformation Accountability to performance and results Professional ethics and morality
- 57. Civil Service Reform and Competitive Ability
- 58. Critical Issues of Civil Service in Development of Competitive Ability Weak strategic orientationWeak strategic orientation Resistance to change and developmentResistance to change and development Status quo tendencyStatus quo tendency Lack of political support and ownershipLack of political support and ownership Missing professionalismMissing professionalism Low level of Civil service readiness:Low level of Civil service readiness: Motivational issuesMotivational issues Culture of protection rather than culture ofCulture of protection rather than culture of performanceperformance