PIHRA Scope - Spring 2008 - (Page 13) HR CONCEPTS Career Development: A Talent Management Initiative By Mike Deblieux speak to employees about their area of expertise. Talent management is an HR initiative. Career development is one element of talent management. It is an overall term for the stages of an employee’s career. It involves both the employee and the employer managing the four stages of a career. STAGE TWO: ENTERING THE WORKFORCE Eventually, preparation leads to a job. HR plays a critical role in this first job experience. If HR takes a tactical approach, the new employee walks through a series of perfunctory steps. They learn to do a job, not to pursue a career. On the other hand, if HR takes a strategic approach, the on-boarding program assures that the new employee develops a long-term focus to his or her career. It introduces the new employee to the vision, mission and values of the organization. It helps the new worker to establish effective workplace relationships with his or her new colleagues, leaders, managers, customers. STAGE ONE: PREPARATION A career begins when an individual starts making decisions about work and working. For some, it begins in the third grade when an individual decides to become an engineer, a pilot, a teacher or an HR professional. Others wait until later in life. They develop an interest in an occupational field during their high school, college, work or military career. The stimulus for choosing a career path can come from a parent, a friend, a brochure or an experience. HR can even play a role in this first stage. For example, an HR professional may volunteer to help the PIHRA Foundation distribute the You and Your First Job pamphlet to high school students. That presentation might motivate a student to beginning thinking about career options. Another HR professional might develop a “Bring Your Child to Work” program. Still another, might invite guest lecturers to STAGE THREE: BUILDING A CAREER The transition from new employee to being part of a team occurs quickly—sometimes too quickly. Some studies show that a manager makes a series of career-focusing (or limiting) decisions about a new employee in the first 10 days on the job. Others suggest the timeline is more like 90 days. Either way, it is a short, critical period. It Spring 2008 PIHRAScope 13
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