Because career development systems draw from various disciplines and initiatives of human resources, organizational development, information, instructional design, and education, some components already may exist in your organization. Follow the steps listed below, and you won't have to reinvent the wheel.
Describe your company's philosophy toward career development.
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Does your company have a written human resource policy that supports career development programs, processes, and activities?
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What career development programs currently exist? Check all that apply.
□ Apprenticeship programs
□ Assessment centers, instruments, simulations
□ Career counseling
□ Career movement (planned)
□ Career resource (or library) center
□ Coaching
□ Compensation policies
□ Competency-based profiles
□ E-learning self-directed career modules
□ Employee development
□ Executive coaching
□ Human resource forecasting
□ Individual development planning format
□ Job descriptions
□ Job posting (or online career/job opportunities)
□ Job redesign consultation
□ Job rotation
□ Mentoring (formal and informal)
□ New employee orientation
□ Online career resources (Websites)
□ Performance planning and appraisal
□ Policies (for recruitment, transfer, and promotion)
□ Pre-retirement planning seminars
□ Relocation training
□ Retraining program
□ Skills bank
□ Strategic planning
□ Succession planning
□ Testing (career learning) instruments
□ Training, education, and development
□ Transition career orientation
□ Transnational career consultation
□ Tuition reimbursement
□ Video-based selection instruments
□ Other
Determine each program's (or one or two most relevant to your current business) target audience and special group applicability. Target audiences include executives, managers, technical staff, team leaders, team members, administrative/clerical/secretarial staff, and skilled tradespeople. Special groups include employees, transnational employees, career transition, permanent part-time employees, nearretirement employees, post-retirement work, disabled employees, minority, and contract “free agent” populations. Use more space to list more target and special groups if needed.
Program
Target Audience
Special Group
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Evaluate the general effectiveness of each program. Your evaluations here will help you decide what programs to evaluate more fully.
Program
Satisfaction Level
Improve
Create New
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What program(s) provide a relevant response to current business issues?
Program
Current Business Issues
How It Responds
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What program's redesign is required to serve a new or expanded audience, or special group?
Program
New Audience to Serve
Redesign Areas
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Using this evaluation information you generated, describe what action you want to take.
Action to Take
By When
Positive Impact
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Who needs to be involved in this action, at what level of the organization, and who are the initial key clients or sponsors, the internal and external resources?
Organization Level
Key Client(s)
Sponsor(s)
Interior/Exterior Resources
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What do you view as your role? List competencies (skills, knowledge, and experience) you will provide? Competencies you want to develop?
Role
Competency to Bring
Competency to Develop
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What long-term organizational challenges does this program address—for example, technological change, changing customer requirements, changing workforces, and others you identify?
Business Challenge
How Program Responds to Challenge
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How will you involve the workforce in co-designing of the program?
Who to Involve
Rationale to Involve
Area to Involve
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How does this career initiative align or integrate with other change initiatives or business goals?
Career Initiative
Change Initiatives
Business Goals
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