Orta kademe yöneticilerin kariyer planlaması

Abstract

ÖZET Günümüz rekabet ortamında, tüm dünya işletmelerinin teknolojiyi ve dolayısıyla yarını yakalayabilmeleri için yapmaları gereken en akıllıca şey, en önemli girdileri olan insana yatırım yapmaktır. İşletmelerin, bunu sağlamada kullanacakları en etkili araçta `Kariyer Yönetimi`dir, hiç kuşkusuz. Performans değerlendirme sisteminden elde edilen bilgileri veri olarak kullanan ve insan kaynaklan bölümündeki diğer sistemlerlede sürekli bir etkileşim içinde olan kariyer yönetimini; `örgütün ihtiyaçları ile kişilerin ihtiyaçlarım gözönüne alarak değerlendirmeye tabi tutan ve bu ihtiyaçları bütünleştiren bir süreç` olarak tanımlayabiliriz. Bu sürecin başarısı, örgütsel iletişimin etkinliğine büyük ölçüde bağlıdır, çünkü çalışanların kariyer beklentileri ve örgütte mevcut bulunan veya potansiyel boşluklar ancak etkili bir iletişim sistemi sayesinde taraflara ulaşabilecektir. Çalışmanın ilk bölümünü, kariyer yönetimi sürecinin temel taşı olan insan kaynaklan planlaması oluşturmaktadır. ikinci bölümde ise, kariyer yönetimine girdi sağlayan performans değerlendirme faaliyetleri tanıtılmaktadır. Bu bölümde performans değerlendirme yöntemlerinden, hatalarına kadar pek çok konuya yer verilmiştir. Üçüncü bölümde, kariyer olgusu, boyuttan, evreleri vb. bir çok yönü ile tanıtılmaya çalışılmıştır. Dördüncü bölümde, kariyer yönetimi kavramı incelenmiş ve hem organizasyonel hem de bireysel açıdan ele alınmıştır. Beşinci bölümü kariyer yönetimi sürecinin bileşenlerinden ilki olan kariyer planlaması oluşturmaktadır. Örgütsel ve bireysel açıdan ele alman kariyer planlamasının amaçlan, süreci ve yararlarına da bu bölümde yer verilmiştir. Orta kademe yöneticilerinin kariyer planlaması, sorunları ve çözüm önerileri üzerinde de önemle durulmuştur. Teorik kısmı oluşturan son bölüm olan altıncı bölümde ise kariyer yönetimi sürecinin ikinci bileşeni olan kariyer geliştirme programlarına yer verilmiştir. Bu çalışmanın son bölümünde Türkiye'de, insanın en önemli kaynak olduğunun bilincinde olan ve eğiteme çok önem veren nadir firmalardan biri olan Mercedes-Benz Türk A.Ş. firmasındaki kariyer yönetimi çalışmalarına örnek uygulama olarak yer verilmiştir. Bu çalışmayı inceleyen her birey ve her firma hiç kuşku yok ki, kendi bireysel ve örgütsel kariyer planlamalarına eskisinden çok daha fazla önem vereceklerdir.

SUMMARY Human resources planning which is the first step in order to understand career management, is accomplished in four phases: a) Forecasting supply and demand of labor b) Estimating surpluses or shortages of people based on objectives in organizational expansion or contraction c) Planning specific human resource activities based on forecasts such as recruitment if shortages are expected, layoffs if surpluses are expected d) Evaluating both the implementation and administration of programs. The success of human resources planning is directly related to the support of top managers. A `career` which is the key word for this study, means a lifelong sequence of jobs integrated with the attitudes and motives of the person as he or she engages in the work roles. One must undertand that; a career is more than a group of jobs held by a person during his professional life. It also consists of the training the individual follows in preparation for work roles and the aims, hopes, ambitions and feelings related to these work roles. Career of a person is crucial for many reasons. First of all, it helps to establish the individual's identity and status. It also provides an opportunity for satisfying the employee's desire for recognition and achievement. Traditionally, an individual's career was decided by the organization. If the organization needs someone in another location, an individual would be transferred. The success of one's career was often measured by the number of moves that were made, since these moves were generally rewarded by promotions to more important and better paying jobs. The organization was rarely concerned whether the new job is really wanted by the individual and to what extend individual has control over his or her career. Nowadays unlike to the past, organizations are concerned with whether an individual's abilities and preferences are really matched to the job. Because the organizations are beginning to accept the fact that not all people want to be promoted, the new attitude is one can have a successful career without climbing to the top. In recent years leading professionals in the field of human resource menagement have been creating career management programs. The general purpose of career management programs is to match employee' needs, abilities, and goals with current and future opportunities and challenges within the organization. These programs are designed to XIincrease the chances that the organization places the right people, in the right place, at the right time. The career management programs are based on the premise that both the employee and the organization are responsible for these activities. An individual must evaluate his personal strengths and waeknesses, preferences, values, interests, and motivations and be responsible for seeking out and taking advantage of opportunities afforded by an organization's career management programs. The individual must be ready and able to undertake career planning activities. There are many reasons for both individuals and organizations in order to establish a career management program. We can order them as follows: a) Equal Employment Opportunity: Career management provides better opportunities for minorities and women to move up in their organizations from entry level jobs by identifying career paths and leminating barriers b) Quality of Working Life: Emplayees, especially younger ones, express desires to obtain greater control over their own careers. They are less willing than earlier generations of employees to simply accept the roles and assignments given them at the convenience of management. Today's employees want greater job satisfaction and more career options. c) Competition for Hight-Talented Personnel: Highly educated professionals and managers often prefer to work with companies that support their career aspiration and have career management programs. d) Avoid Obsolescence, New Skills: Rapid changes in technology, demographic changes, fluctuations in the economy, and changes in consumer demand can render obsolete the skills that employees in various occupations have acquired, often through years of training. Career management programs assist individuals in anticipating changes and help them gain new skills for which there is a real demand. e) Retention of Personnel: Career management programs implementation may reduce turnover of employees caused by frustration of individual career ambitions in the organizations. f) Career Satisfaction: Employees, depending on their age and occupation, have different levels of career satisfaction and career management programs help employees at that point, too. xug) Improved Utilization of Personnel: In general, people are kept in jobs which they have out grown or which are dead-end assignments. Instead of these, if people are placed in jobs they like and which fit their ambitions, their performans will be better. The consideration of career stages is important in the career management process. We can classify career stages like this; 1. Exploration stage: Occupation images are obtained from books, advices and examples of parents and teachers. The individual makes self-assessment of his or her strengths and weaknesses. Most of the people makes a choice of education path through schools. The individual tests his or her ability to work and accomplish real vacational tasks. 2. Establishment stage: This stage is also called early career. The first steps in this stage are; a) Job seeking, getting hired b) Introduction and orientation c) First job assignment. The individuals first experiences are usually unexpected. They face unfulfilled expectations, anxiety, and disillusion in early job experiences. The employee must have performance. Early assignments are usually hard, dirty, or unpleasant. The fouth step in this stage is; leveling off, transfer, and/or promotion. In this step, supervisor tells employee whether he/she is successful or not. If he/she is succeeding the person acquires feeling of competence and commitment to organization. But if he/she is failing, then he experiences insecurity and anxiety. He/she may have to look for another job. And the last step of this stage is granting of tenure. If tenure is granted the person would feel happy. Her or she has made it. 3. Maintenance stage: This stage consists of two parts. One of them is `Mid-Career` in which person is given more important work assignments. This is the period which the employee has the maximum productivity and value to the organization. Individual has the sense of personal growth and feels secure in his role. The second part of this stage is called `Late-Career`. In late career, job assignments utilize individual's wisdom, perspective and judgement. The individual may teach younger employees, may face threats to his or her position from younger, better trained, and more aggressive employees. In late portion of mid-career stage or early part of late career stage, the person must workout his or her `midlife crisis`. xiu4. Decline stage: This is the stage of planing for retirement, preparing himself for reduced roles and the time for new accommodations to family, friends, and community. Career management has two components whose names are; career planning and career development. In career management, the management of the organization matches individual employee career plans with organizational needs and implements programs to accomplish these joint objectives. The human resources department has the central role in this process. Individual career plans are related to the organization's human resource inventory and needs forecast. Management designs career paths with the help of work analysis. It provides information about vacant job and makes career counselling available to the employees. Employee performance and potential are assessed. Management supports education and training programs. It provides for employee development on the job. We can define career planning which is one of the components of career management, as; the personal process of planning one's work-life. This includes evaluating one's abilities and interests, examining career oppurtunities, setting career goals, planning appropriate development activities, and implementing these plans. Although career planning is mainly an individual process, the employing organization can assist through career counselling offered by the personnel staff and the supervisors, through workshops to assist the people in evaluating themselves and in deciding upon developmental programs, through career phanning workbooks made available to interested employees, and through the dissemination of information about jobs within the organization and outside the organization. We can order the steps of career planning process as follows: a) Self-appraisal: The starting point of career planning is get to know oneself. Every employee should ask himself questions below: * What kind of a person am I? * What skills do I possess? * What are my values and interests? * What do I like to do? * What do I dislike? * What are my strengths and limitations? Various self-directed career planning workbooks which contain text material plus exercises are available to help people assess themselves. b) Identijy-opportunities: The individual's skills, interests, and values should be related to career opportunities. The human resources departments should publish information regarding jobs within the organization. This can take the form of organization charts, lists of titles and actual description of jobs classified according to pay level, department, xivand location. They should also publish the requisite qualifications for each of these jobs. Job openings can be announced through bulletin board notices and interoffice announcements when they occur. Opportunities within an organization are influenced by the growth or contraction of the business, company policy regarding employee development and promotion from within and internal office politics. c) Set goals: After the individual has appraised personal strengths, weaknesses, interests, and values and after obtaining knowledge of job trends and opportunities, career goals can be properly established. Goals must be short-term, intermediate and long-term. d) Prepare plans: Plans may be made for any of various actions designed to achieve the career goals. The planning should take into account the special needs of the person such as skills and experiences required to reach the various goals. e) Implement plans: Top level management must encourage all echelons of management to help their subordinates develop their careers. Actions to implement the plans may include special project assignments, temporary job transfers. In-service training classes, assignment to a special task force and etc. Also we can order the benefits of career planning asfollows: * Aligns strategy and internal staffing requirements * Develops promotable employees * Assists with work force diversity * Lowers turnover * Taps employee potential * Furthers personal growth * Satisfies employee needs Organizations which implement career planning process for these benefits, offer career counselling, inorder to help employees establish career goals and find appropriate career paths. The career counsell or may simply be someone who listens to the employee's interests and provides the specific job related information. The counsellor may also help employees uncover their interests by administrating and interpreting aptitude and skills tests. Nowadays, one of the private career groups which consists of managers who are at their mid career stage, is given more importance because of many problems they are faced with at that stage. Organizations must produce special career planning programs for them. Finally career development which is the second component of career management can be defined as the planning of one's career and the implementation of career plans by means of education, training, job search and acquisition, and work experiences. Those actions could be sponsored by the human resource department or they may be activities that emploees conduct independently. xv