1 / 26

Organizational Career Cultures

Organizational Career Cultures. Directional Pattern Model (Michael Driver, 1982). Linear: - field is chosen early in life - upward movement is developed and executed - typical of corporate managers Steady-state: - selects role early and remains in one work role

issac
Télécharger la présentation

Organizational Career Cultures

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Organizational Career Cultures

  2. Directional Pattern Model(Michael Driver, 1982) Linear: - field is chosen early in life - upward movement is developed and executed - typical of corporate managers Steady-state: - selects role early and remains in one work role - represented by professionals (doctors, psychologists) - represented by skilled trades (barber, electrician) Spiral: - development in a given field for a period of time - movement to a related or perhaps totally new area on a cyclic basis - found among consultants, writers. Transitory: - no set job or field is every chosen - movement from job to job with no particular pattern - can be found among semi-skilled workers or those supporting artistic careers

  3. Aligning Individuals and Organizational Career Cultures • Career features • direction of movement • duration of stay in a field • motive profile • Organizational career culture • structure • valued performance factors • reward systems • Link between career culture and organizational strategy • strategic direction • strategic advantage

  4. Linking Pattern and Strategy

  5. “Opportunity Structure” The formal and informal communication and selection systems that influence how employees gain access to new work opportunities.

  6. Organizational Career Development MATCHING PROCESSES INDIVIDUAL TALENTS ORGANIZATIONAL NEEDS • Business Information • Key Challenges • New Initiatives • Changing Priorities • Workforce Forecasts • Workforce Planning • Succession Planning • Talent Management • Building Career • Awareness • Career Seminars • Individual / Group • Coaching • 360 Feedback Processes • Development • Relationships • Career Coaching • Mentors • Development • Discussions with • Manager • Development • Experiences • E-Learning • Training • On-the-Job Development • Project Assignments • Career Information • Role Profiles • Skills and Competencies • Success Factors • Career Paths • Informational Events • Networks / Resource • Groups • Internal Movement • Internal Recruitment • Job Fairs • Job Shadowing • Rotation Systems • Reward System • Performance Management • Recognition • Competitive Pay

  7. Organizational Career Systems(from Nigel Nicholson) How are individuals matched to job roles? • Efficient • Neglected • Restricted • Mechanistic • Political

  8. Career Systems: Criteria, Culture, EffectsNigel Nicholson

  9. Organizational Career Systems Efficient • Individuals allocated to positions based on capabilities • Emphasis is on maintaining the efficiency of the internal labor market. • Means open competition among employees according to job requirements. • Requires that requirements of job role be known and communicated in an open way. ------------------- • Focus on individualism may devalue the role of team. • A risk-avoidance strategy may encourage short-term view as opportunities to develop staff may be missed.

  10. When the Efficient (Human Capital) Models Works • Sports teams, software houses, trading floors, consultancies, orchestras SUCCESS CRITERIA • Complex well-understood role demands • Shared intelligence about relevant skill sets • Developmental imperative • Overriding collective goals • High visibility of attributes

  11. Neglected • Random vacancies “drive” the system. • Leave the internal labor market to itself rather than try to manage it. • Leaves room for mistaken assumptions about how advancement occurs. • Can be “tribal” as position in vertical pecking order can influence chance of development

  12. Organizational Career Systems Restricted • Career opportunities are determined by criteria over which the individual has little or no control. • Who and where you are, not capabilities, determines your chances for growth and career advancement. • Can result in some groups of workers feeling marginalized or shut out, like a “caste” system. • Can be found in “segmented cultures” in large multi-division organizations where there are internal boundaries. • Employees may feel alienated or powerless because it is difficult to change how they are view or valued. • Multi-divisional companies: oil, auto, pharmaceutical

  13. Organizational Career Systems Mechanistic • Traditional “ladder” system. • Age, seniority, and length of service are important and related factors. • The intent is a developmental system that recognizes skills and expertise gained through time and experience. • May limit what individuals can do to influence professional growth, since the culture allocates job roles according to rules and procedures.

  14. Organizational Career Systems Political Systems • Operate on a “tournament” model (James Rosenbaum) • Employees compete for opportunities. • Winners go on to next opportunities, while others are plateaued, sidelined, and discouraged from entering other competitions. • Career development is often ambiguous; people may not know they are in a “tournament.” • Career advancement rules are uncertain; impression management becomes an organizational survival tactic.

  15. Organizational Career Assessment • How would you describe the formal or informal career system that operates in your organization? • Efficient, Neglected, Restricted, Mechanistic, Political ? • Is there a slogan that describes the organizational career culture? • What are the “rules” that affect professional development? • What do you observe about the “opportunity structure”? • How do employees learn about growth opportunities? • What information is available ? How is it shared ?

  16. Development Cultures Buy Hire external skills and knowledge ? Make Develop employees from within

  17. Pattern of Assignments • Generalists • Group oriented contributions • Broader span of functions • Specialists • Individually oriented contributions (e.g. sales volume, profit targets, publications)

  18. Development Cultures(from Jeffrey Sonnenfeld) Make Buy Specialist Generalist

  19. Succession Planning Cultures Make Buy Specialist Generalist

  20. Academies • “Make” Specialists • Strategic focus is to provide customers with current expertise customized to the business • Internal training to maintain technical expertise • Promotion through functional pipelines rather than across departments • Fast-tracker programs • (Pharmaceuticals, Electronics, Consumer Products)

  21. Baseball Teams • “Buy” Specialists • Strategic focus is on innovations and breakthroughs rather than continuity knowledge • Rely on technical expertise • External recruiting of talent rather than slower internal development • Employees more committed to a profession than a firm • High turnover of employees with portable skills • Little investment in internal training • Requires active involvement in professional networks for talent • Regular comparison of internal with external talent • (Advertising, Bio-Research, Entertainment, Software)

  22. Clubs • “Make” Generalists • Strategic focus is reliable, stable service • Rely on internal staffing • Promote employees with generalist skills • Value long-term service • Recruit entry-level and retain • Create OTJ experiences • Cross functional assignments to create generalists (Banks, Insurance, Government, Utilities)

  23. Fortresses • “Buy” Generalists • Strategic focus is survival with a culture of high anxiety • Frequent movement of employees to external market • Seek a few generalists from outside to lead turnarounds • New leaders need to reassure internal valued managers that organization will survive • (Retailers, Hotels, Natural Resources)

  24. Styles of Succession Planning(J. Sonnenfeld) Make Buy Specialist Generalist

  25. Which Development Culture ? • No defined career path, people move in and then move out of the group • Experts are hired instead of giving someone internally a chance • You have more opportunity if you leave the company and then come back • Don’t see a lot of movement from middle-management to senior roles • Need to make it easy to see the “tracks” someone can take • Need an idea of the next job and what you need to get there, - a game plan

  26. Succession Planning “Societies” • Given your organization, which culture(s) do you see? • How do different departments or job roles fit into the four categories? • How do the current patterns align (or not) with the organization’s services, strategy and goals? • What is the impact (positive and negative) of the culture on employees’ experience?

More Related