A Career Management Reflective Report

A Career Management Reflective Report The so-called career management, refers to the professional staff behaviors’ guideline that a organization for its employees. Career management is engaged in improve the staff’s career efficiency so that the organization long-term development can be guaranteed. From organizational perspective, career management including the plans, instructions and control for employee’s occupations demands the effective organic integration of organizational perspectives personal development (Gerald, 2009). Through participating in university career programs and summarizing the career management workbook, I make the following analyses on career management which are my reflection outcomes. When the job-seekers come to become formal employees of a company, the company should help them formulate and implement the employees’ career plans with a receptive attitude towards their coming. Career management as a course of organizing staff conducts can be understood from three aspe cts: Firstly, career management brings career development plans to its employees and is different from the career plans made by staff themselves. Career management is based on the consideration of the perspective of the organization. It regards staff as special fixed and value-added capital through continual exploiting and investing. Career management embodies characteristics of guidance and utilitarian since it aims at seeking organization sustainable development through staff’s efforts. Secondly, career management needs to meet both the individual needs and organizational needs. Only by fully understanding of the staff’s career development needs, companies can be able to formulate corresponding policies and measures for helping staff find their own right answers and provide them appropriate opportunities. Similarly, only through meeting the occupational needs of the employees, the organization can be able to meet its own internal value-added needs of human resources. One hand, the improvement of staff’s professional skills can enhance the overall quality level of human resource; the other hand, career management can bring effective and positive incentives to the organizational staff whose career direction is consistent with the organizational development direction, and reserve human resource of high level executives or technicians. Improve overall organizational competitiveness and reserve effective human resource is essential to a company’s development. The energetic and financial investment on career management is can be regarded the long term investment to achieve the goal above. Organizational needs are the dynamic source of career management; if the organizational needs cannot be satisfied, the career management will lose its motivation source and then get terminated. The career management of staffs is the basis of career management and if the basic career needs of staffs cannot be satisfied then the overall career management activities will fail. Thirdly, the range of career management is broad and involves a lot of topics. It can be said that all the activities which are helpful for staff’s career development should be listed in the scope of career management, shown as follows: For individual employees, such as various types of training, development consulting, counseling, work-family ties, lectures, and the facilities that are for strengthening staffs’ skills and improving their academic qualifications, etc. For the organization’s various personnel policies and measures, such as standardized career appraisal system, establishment and implementation of effective internal promotion system, labor protection and social security system, and so on.