Career
management
competences
3
Career management
competences – the individual
perspective
Ben Ball
Career Development Unit, University of Sussex, UK
Several research studies have pointed to the changing nature of career
development in the workplace. Flatter, delayered organizations offer fewer
opportunities for long-term job security and career progression in the
conventional sense. This kind of change has resulted in lower morale, increased
workload and fewer promotion prospects but in some cases more responsibility
and autonomy for individual managers (Holbeche, 1994). According to Herriot
(1995), cost-cutting measures have resulted in a changed psychological contract
between employer and employee. Reduced job security and individual “agency”
have resulted in a contract based on coercion, limiting opportunities for
innovation. Other studies have pointed to the increased casualization of the
workforce as a result of the introduction of short-term contracts and longer
working hours for those that remain employed at the business core.
We face, therefore, a revised set of assumptions surrounding the notion of
career development (see Table I). Flatter organizations are unable to provide
career progression to the same degree as before. New ways have to be found to
retain and motivate staff and reward performance in the absence of promotional
steps up the organizational ladder.
The implications for individuals and organizations
In the light of the changed assumptions highlighted in Table I, there are several
questions for both individuals and organizations to address. From the
individual’s point of view, there will be obvious concerns about career
advancement. How can they enhance their flexibility and value in the labour
market at a time of rapid change? Is moving from one employer to another
the only way to further their career? What is the nature of the new
psychological contract between themselves and their employer? From the
employer’s perspective, the questions will be about the same issues, but will
obviously focus on the needs of the organization. How can employee motivation
be maintained when there is a less secure business environment? What
can be offered as a substitute for career progression, particularly for core
workers who need to be retained? How can organizations effect a commitment
to employee career management? In short, workplace flexibility may
be encouraged by business organizations, but we also need to find ways
of supporting individuals faced with the changing reality of career
development.
Librarian Career Development,
Vol. 6 No. 7, 1998, pp. 3-11,
© MCB University Press, 0968-0810