How Can Professional Organizations Help My Career?

Organizational career management (referring to the company's individual career development needs, consciously linking, coordinating and matching with the human resources needs and planning of the enterprise organization, providing employees with opportunities for continuous growth and development To help and support the various policies and measures and activities implemented by employees in their career development, in order to maximize the enthusiasm of employees' work. While achieving the individual career goals of employees, the company's production and operation goals and sustainable development are also pursued. Career development Career management is an excellent way to meet the needs of both employees and corporate organizations. It combines the needs, goals, and interests of the two to match and achieve dynamic balance and coordination to achieve a "win-win" effect.

Organizational Career Management

This entry lacks an overview map . Supplementing related content makes the entry more complete and can be upgraded quickly. Come on!

Organizational career management (referring to the company's individual career development needs, consciously linking, coordinating and matching with the human resources needs and planning of the enterprise organization, providing employees with opportunities for continuous growth and development To help and support the various policies and measures and activities implemented by employees in their career development, in order to maximize the enthusiasm of employees' work. While achieving the individual career goals of employees, the company's production and operation goals and sustainable development are also achieved. Career management is an excellent way to meet the needs of both employees and corporate organizations. It combines the needs, goals, and interests of the two to match and achieve dynamic balance and coordination to achieve a "win-win" effect.

Chinese name

Organizational Career Management

Foreign name

Organizational career management

Attributes

A management act

in principle

8

Organizing career management is to help employees plan their career development for the needs of their own strategic development, design channels for their career development, and provide necessary education, training, rotation, promotion and other development opportunities. It is a series of measures taken by an organization to achieve human potential in order to achieve the goals of the organization and individuals, referred to as career management.

In an enterprise, employees are both the object of career management and the main body of career management. The self-management of employees is the key to the success or failure of career management. At the same time, personal career management is inseparable from organization and individual career development. The training, funding, time, opportunities, and institutional guarantees provided by the organization. Therefore, the employee's career development should serve the organization's development strategy, and the organization should become the leader of the employee's career management.

The research on career management in western countries began in the 1960s. As the times change, the emphasis of career management research has also changed. In the 1960s, he mainly researched the personal career ideals and ambitions of employees. In the 1990s, he began to pursue the balance between enterprises and individual employees. This meant that career management began to be taken as a strategic step to realize employee self-worth and corporate strategic development. Organically combine to maximize the development of employees 'personal professional potential, and ultimately achieve a win-win situation for employees' personal development, self-realization and corporate development.

According to the classification of psychologist Maslow, there are five levels of human needs from low to high, namely physical needs, safety needs, social needs, respect needs, and self-actualization needs. When the lower-level needs are basically met, the pursuit of higher-level needs becomes the main driving force for continued efforts, and the satisfied needs are no longer an incentive factor. Since respect and self-fulfillment needs are never fully met, these needs have a lasting incentive. According to the research of organizational behavior in recent years, the concepts of extrinsic and intrinsic needs are proposed, and this classification method is used to replace the traditional two less strict classification methods: material needs and spiritual needs. The difference between extrinsic and intrinsic needs is that extrinsic needs cannot be met in the work activities themselves. The resources that can meet them exist outside the work and are controlled by the organization, leaders and colleagues. Therefore, work is instrumental. Like money and praise. Intrinsic needs are the opposite. Their satisfaction can only be achieved through experience in work activities, such as understanding the fun in work activities and the sense of accomplishment when tasks are completed. Therefore, work activities themselves have a purpose. The resources to meet this need exist in the work process. As an organization's career manager, it is necessary to fully recognize the inherent needs of employees, because it is precisely the resources inherent in this kind of work. The motivational role for employees is strong and irreplaceable, durable, low-cost and even There is no cost.

The starting point of organizational career management should be "people-oriented", but to truly be people-oriented, it is not easy to start from the needs of people. As the leader of career management, organizations should carefully study the characteristics of employees' psychological development, and from the perspective of respecting the rights and opinions of employees, they should really focus on mobilizing the initiative, enthusiasm and creativity of employees.

In career management, to meet the dual needs of organizations and employees, fundamentally, the needs of organizations and individuals should be the same. On the one hand, the improvement and realization of the personal self-worth of employees cannot be separated from the protection of the organization in terms of people, finances, materials and time. Once career management fails to meet the needs of the organization's development strategy, career management activities must inevitably be due to loss of organization On the other hand, employees are the subject and object of career management. Without the active participation of employees, career management activities will inevitably fail to escape the fate of failure. Therefore, the difficulty of career management is how to organically integrate the corporate development strategy and the realization of employee self-worth. In reality, many places are facing the problem of brain drain. Of course, the reasons are complex and diverse. The fundamental reason for the aspect inspection is that it does not focus on "people", seeks for the matching point between "people" and "work", does not organically combine the development of "people" and the development of the enterprise, and does not meet the development of the enterprise. While meeting the needs of "people".

Therefore, while organizing career management to introduce talents, it is even more urgent to retain and make use of existing talents to provide employees with training opportunities, job promotion and rotation opportunities, effectively motivating employees to learn and work. Effectively guide employees to pursue the realization of self-worth, so that the personal improvement of employees is combined with corporate goals and development plans. Turn the potential of existing talents into visible energy, and then turn it into effectiveness, realize value-added, and ultimately achieve a win-win situation for employee personal development, self-realization and enterprise development.

Organizational career management mainly includes: helping employees with career planning, establishing various career channels suitable for employee development, various trainings for employees' career development needs, giving employees necessary career guidance, and so on.

Organizational career management requires effective cooperation in all aspects, including the joint cooperation and efforts of individuals, human resources departments, line departments, and superiors as the basis for good career planning and management.

When carrying out career planning for employees, enterprises should adopt effective career planning and method selection according to the characteristics of different employees. Generally, it can be operated for three types of personnel: new employees, mid-term employees and veteran employees.

Organizational career management has important and far-reaching significance for both the organization and individual employees.

Building an organization's career management system on the basis of traditional human resource management: Organizing the original human resources management institutions, systems, and concepts is the foundation for building a career management system. To complete the organization's career management tasks, we must fully consider the environmental factors of career management. There must be sufficient information communication between different departments, employees and managers. Every career management activity of the organization should start from The development steps and the protection of the ideological organization system are carried out, that is, a comprehensive career management system should be formed by the information communication platform, the security system and the implementation process system.

The security system is the most important part of the entire career management system. The process system can run smoothly only if the guarantee system is perfect. The safeguard system involves three important aspects:

In the 1980s and 1990s, competition among enterprises became increasingly fierce. Some enterprises faced bankruptcy and mergers due to unfavorable management measures and operating difficulties. Many enterprises stagnated in the new economic situation, and the dream of promoting employees was shattered. It breaks the career planning or management established in the original stable environment and economic growth situation. In addition, as the organization tends to be flat, fewer promotion positions are provided for managers and employees, which also makes the career planning of the organization different from the past. Furthermore, even in the absence of bankruptcy or mergers, in order to maintain competitiveness, they have continuously proposed layoffs and efficiency gains. In this situation, people with different views have emerged: there are those who support organizational professional management, those who doubt professional career management, some eclectic, and some corrections.

Many scholars still believe that if organizations are to adapt to the changes of society, they should pay attention to human career management, retain outstanding personnel, develop excellent personnel, attract outstanding talents, respond to changes, and achieve sustainable development. Many successful organizations Experience illustrates this point, such as Hewlett-Packard, Xerox, Hannaford Brothers. Some psychologists have studied the psychological strategies of employers and employees from the perspective of psychological contract, which can be used as an evidence in this regard. In the past, organizational changes were slow, and both employers and employees were relatively stable. Employees received a sense of job stability based on loyalty, compliance, and hard work. Organizations gave individuals more opportunities for development to retain employees. However, as the change of the organization accelerates, the organization goes bankrupt and merges more, employees lose trust in the organization and lack of security in work. Under this condition, employees (including employment managers) have lost their original loyalty and trust in the organization. They no longer work as hard as before. On the other hand, in order to keep the enterprise competitive, the organization needs employees to work harder and help the enterprise to compete, innovate, and develop with more energy [4]. This grim reality requires that researchers and practitioners of organizational behavior have to consider the psychological contract in the adjustment and adopt reasonable measures to achieve their respective goals. If an organization wants to have long-term competitiveness, even if employees tend to flow to a good organization, it is still a win-win strategy if it implements the career management of the organization that aims to develop and care about employees.

Skeptics believe that since the mid-1980s, the rapid development of various new technologies and the transformation of the global economic model have brought tremendous pressure on the development of organizations. In order to maintain competition and meet challenges, European and American companies, especially those in the United Kingdom and the United States, have to make major adjustments in their business strategies and operating models. Organizational mergers, reorganizations, layoffs, reductions in expenses, and the use of new management methods are in full swing. This leads to surplus labor and changes in employment relationships within the organization. The original balance between employers and employees, especially employees, was broken. With the development of the times, organizational changes have accelerated, and organizational professional management has become more difficult, because the organizations themselves do not know what tomorrow will look like. Even if they can predict tomorrow, the organization will easily find the right people from outside the organization. Individuals make long-term planning; instead, after long-term planning, if an individual leaves the organization, the organization loses a lot. However, it is questionable whether all enterprises are changing as fast as the IT industry. In addition, a competitive company, the turnover rate of organizational employees cannot be too high, and appropriate, small-scale mobility is normal. With the flow of scale, enterprises will inevitably fail. Therefore, it is not realistic to introduce talents from the outside without using their own organization as the basis for talent training.

Hall and Moss (1998) hold a compromise view. On the one hand, it emphasizes that individuals must be responsible for themselves and not rely too much on the professional management of the organization, but on the other hand, in order for the organization to meet the needs of human development, the organization should also take some measures to help employees 'career development in order to increase employees' Organizational commitments, such as arranging challenging work, providing developmental employment relationships, providing development information and resources. In a sense, this thinking is that the organization is more responsible for human development, because the organization does not want to retain excellent employees, but the development and change of the organization is indeed faster than expected, and it is difficult for the organization to treat the employees There is a real long-term commitment.

Some scholars advocate modifying the traditional career management to make it suitable for the characteristics of the current situation. Dany (1995) argues that organizational career management is not an important and unimportant issue, but how this set of measures and methods can adapt to changing circumstances. He pays attention to amending the concept of organizational career management, and believes that this kind of career management does not necessarily mean changes in jobs, nor does it necessarily mean promotion. For example, a career can be manifested by an individual's expanded autonomy in his or her job or by improving his or her performance evaluation. In fact, people can talk about the career of a doctor, the career of a SME leader, and the career of a business sector worker who is facing various career attempts that continuously enrich their knowledge, their careers Careers are closely related to the development of their relationships with customers, not their new roles. Adamson et al. (1998) discussed the necessity and possibility of career development in the organization, and advocated to modify the definition of career to meet the needs of modern organization development. They think that the flatness, fluidity and variety of the organization make the career planning of the organization difficult, especially the career planning of managers, so they propose to cancel the traditional career planning of the organization. I believe that career planning should be an individual matter. In order to adapt to the development and change of the organization, the individual constantly adjusts himself to meet the requirements of the organization. The reason is that in the 1980s and 1990s, competition among enterprises became increasingly fierce, and bankruptcy, mergers, and layoffs were quite common. Employees' past sense of occupational safety has plummeted. In response to this situation, employees can only adapt to the needs of organizational change by developing their own capabilities and continuous learning. If the organization is effective, you can continue to be hired; if the organization is not effective, you can switch jobs; if the organization fails, you can quickly find a job. In fact, the strengthening of self-career management is also very beneficial to the organization. If the employees of the organization are very competitive, the competitiveness of the organization is guaranteed; and the individual and the organization perform career management at the same time, so that employees' enthusiasm for participating in the organization's career management is improved In order to ensure the effectiveness of the organization's professional management; Third, from a negative perspective, if the organization has difficulty in survival, the difficulty of layoffs will also be reduced due to the improvement of the individual's professional adaptability.

From the development history of career management, it can be found that in the Western 70s to mid-80s, organizational career management was the dominant career management. However, with the decline of the stability of the company, the increase of business closures, mergers, and layoffs, employees have been shaken by the company's ability to provide jobs for a long time. They have to consider their own career prospects and gradually become the main body of career management. Both organizations and individuals conduct career management. Perhaps in the future, some organizations will manage their careers entirely by individuals. Hall and Moss (1998) sensitively observed this change, arguing that the subject of professional management is changing, and future professional development will be mainly managed by individuals rather than organizations; future professional development will be continuous learning and self-directed It is a relational and challenging work; future professional development is not necessarily formal training, retraining, or upward mobility. Although in the new era, career management will gain new connotations, the role of career management cannot be ignored. The importance of professional self-management is related to the quality of life and development opportunities for individuals. For organizations, maintaining the competitiveness of employees means that the organization's space for survival and development will also change in unpredictable scenarios. Expand accordingly.

Career management should be ideally implemented by both individuals and organizations. Because of too frequent personnel changes, on the one hand, it will increase the organization's human resource management costs and make it difficult to implement. On the other hand, it will worsen the relationship between the individual and the organization, and reduce people's continuous creativity and satisfaction. Especially in the context of today's knowledge economy, the core competitiveness of an organization is very important, and the role of career management on important people who affect core competitiveness cannot be underestimated.