Difference between revisions of "Career pathing"

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'''[[Career]] pathing''' - were developed by companies as a result of constantly changing the strength of supply and [[demand]], decreasing pools of [[workforce]] with strong qualifications and various alternative career directions for employees. Paving career paths are designed to facilitate their recruitment and increase productivity by helping employees move to the professions that suit them best.
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In particular, the career path applies the growth and implementation of '''processes''' and '''resources''' designed to constantly help people achieve their most significant and satisfactory contributions throughout their careers. At the individual level, career paths take into account the planned and unplanned sequence of [[employee]] professional positions over time<ref>Brown S. D., Lent R. W., (2012), pg. 26</ref>.
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== Career pathing concepts ==
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We know four different concepts that shape the structure of a career program<ref>Lane D., (2011), pg. 37-40</ref>:
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* depth - one of the first questions about depth-focused programs is: what are the final goals? It's about how these career paths are defined and how many are there, how you want the team to grow. A good place to start the path definition [[process]] is to determine if technical or managerial paths are appropriate,
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* breadth - it's about the scope that has been presented in the career path, so that it reaches as many people as possible and covers enough issues to cover the topic,
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* clarity - it is equally important to ponder how a career-imitating program is presented to employees, as a good structural model is needed. Career programs must be submitted in such a way that they are not interpreted as free [[training]] that can be transferred to another [[firm]],
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* flexibility - this aspect is very often neglected, as well as the way of embedding in the design. It should be remembered that the [[organizational structure]] is changing, discretionary expenses are reduced, and often irrelevant programs are eliminated.
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== Footnotes ==
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<references />
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== References ==
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* Brown S. D., Lent R. W., (2012), [https://books.google.pl/books?id=Mt2_YNQgiAUC&pg=PT736&dq=Career+pathing&hl=pl&sa=X&ved=0ahUKEwjDj7P-0eDlAhXJKVAKHe16CsEQ6AEIMDAB#v=onepage&q=Career%20pathing&f=false ''Career Development and Counseling: Putting Theory and Research to Work''], John Wiley & Sons,
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* Lane D., (2011), [https://books.google.pl/books?id=VxPyBQAAQBAJ&pg=PA41&dq=Career+pathing&hl=pl&sa=X&ved=0ahUKEwjDj7P-0eDlAhXJKVAKHe16CsEQ6AEIVTAF#v=onepage&q=depth&f=false ''The Chief Information Officer's Body of Knowledge: People, Process, and Technology''], John Wiley & Sons

Revision as of 00:10, 11 November 2019

Career pathing - were developed by companies as a result of constantly changing the strength of supply and demand, decreasing pools of workforce with strong qualifications and various alternative career directions for employees. Paving career paths are designed to facilitate their recruitment and increase productivity by helping employees move to the professions that suit them best.

In particular, the career path applies the growth and implementation of processes and resources designed to constantly help people achieve their most significant and satisfactory contributions throughout their careers. At the individual level, career paths take into account the planned and unplanned sequence of employee professional positions over time[1].

Career pathing concepts

We know four different concepts that shape the structure of a career program[2]:

  • depth - one of the first questions about depth-focused programs is: what are the final goals? It's about how these career paths are defined and how many are there, how you want the team to grow. A good place to start the path definition process is to determine if technical or managerial paths are appropriate,
  • breadth - it's about the scope that has been presented in the career path, so that it reaches as many people as possible and covers enough issues to cover the topic,
  • clarity - it is equally important to ponder how a career-imitating program is presented to employees, as a good structural model is needed. Career programs must be submitted in such a way that they are not interpreted as free training that can be transferred to another firm,
  • flexibility - this aspect is very often neglected, as well as the way of embedding in the design. It should be remembered that the organizational structure is changing, discretionary expenses are reduced, and often irrelevant programs are eliminated.

Footnotes

  1. Brown S. D., Lent R. W., (2012), pg. 26
  2. Lane D., (2011), pg. 37-40

References