Career management in business - Essay Example

These are the active and passive forms. The active strategies are implemented for the purpose of career management and they involve training of employees and organization of career workshops. The passive strategies, on the other hand, involve organizational practices such as performance indicators and reviews (Arnold, 1997) Although many organizations put a lot of effort in the facilitation of career management through passive activities, a few of them have incorporated both active and passive strategies into their business operations.

Career management, therefore, provides an opportunity for an organization to achieve its aspirations and interest through a convergence of individuals who possess these with the business needs. The organizational leadership can provide development and direction to the individuals who seek career progression. The ever-changing global market place is always a challenge for organizations to recognize and improve. With the current trend of market dynamics, there is increasing demand for creative and effective recruitment and retention of workforce.

Supportive career management practices where employee career development and satisfaction in the workplace are emphasized (Arthur, Inkson and Pringle, 1999). Organizations should seek to implement management practices in order to facilitate and encourage employees to find value in the organizations (THORNTON, 2007). A supportive career management practice ensures that the expectations of the employee are clearly set. This enables the employee identify what is expected of them in the organization throughout their career.

This is also beneficial in self-evaluation where the employee can determine if they are making any impact in the organization. When an organization does not place clear expectations for employees, it makes them uncertain about the development of their careers in the organization. This in turn affects the employee output and contribution in the organization as well as the general output and performance of the organization (BILIMORIA & PIDERIT, 2006). Employees are also given clear succession plans in the organization.

This ensures that they do not stay in uncertainty about the future of their career in the organization. This clear communication of such plans between the organization and employees helps in the development of confidence in the organization. When employees have confidence in their employers, the quality of their input into organization improves. The employees are also sure about their career development in the organization and, therefore, may choose to stay with the organization for the rest of their careers.

This is not the case with organizations, which do not plan for the career growth and development of their employees. These types of organizations have a high rate of employee turnover since the employee are uncertain of their future and career developments in the organization (GREENHAUS, CALLANAN & GODSHALK, 2010). Through the different strategies for supportive career management practices, employees have the resources and time to consider both their long- and short-term goals. This self-evaluation and assessment helps the employees make reasonable career plans according to their abilities and commitment to the organization (HUNTER, 2006).

With the time and resources to make these considerations, the employees are able to make accurate and honest assessments of themselves. The set long- and short-t