ERIC Number: ED418223
Record Type: RIE
Publication Date: 1995-Oct-2
Benchmarking Organizational Career Development in the United States.
Career development has evolved from the mid-1970s, when it was rarely linked with the word "organizational," to Walter Storey's work in organizational career development at General Electric in 1978. Its evolution has continued with career development workshops in organizations in the early 1980s to implementation of Corning's organizational career development systems. A 1991 survey of 1,000 organizations revealed nearly 70 percent had or were beginning career development systems. Career Directions, Inc., uses the term "career management" to describe the process; career development is the outcome. Career development has three major components: self-insight; organizational information to permit career focus to manage one's career in ways consistent with company direction and needs; and goal setting, action planning, and plan implementation. To ensure that employees' career development is aligned with business needs, companies target development in competencies or "cascade information" about business goals. Three evolving models for comprehensive career development systems are: employee-driven, training-based; employee-driven, self-directed; and manager-driven models. Seven aspects to consider to achieve a systematic approach to career development are as follows: vision, shared responsibility, linking to business needs, employee assessment, management support and accountability, organizational information, and implementation and monitoring. Barriers to organizational career development are: compensation systems, labor unions, and neglect of nonprofessional employees. (YLB)
Publication Type: Opinion Papers; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: Paper presented at the Development through Lifelong Learning Conference (Port Douglas, Queensland, Australia, October 2, 1995).