21st-Century Career Trends
Some of the questions answered in this book include:
How are the new demographics of the United States changing the way we work?
How will longevity impact career planning?
Is technology creating more jobs than it destroys?
What are HR professionals doing to address talent management in the 21st century?
What insights can recruiters provide to help employees navigate a dynamic marketplace?
How are employees finding work in a difficult job market?
How can individuals plan for a career that could last 50 years or longer?
4. On the Front Lines of Career Planning: HR Professionals Discuss What’s New in Career Development
← 88 | 89 → CHAPTER FOUR
Few people in a company are as close to the career planning process as those in human resources. HR professionals have witnessed the shift from linear careers to portfolio careers firsthand. To learn what new trends and innovations are shaping the career development field—and how individuals can take advantage of them—we spoke with 20 HR experts and business owners representing organizations ranging from small boutique firms to startups to some of the world’s largest professional service companies. Here are their insights.
Coming to a Company Near You: Career Planning Today
HR professionals have witnessed a sea change in the management of career planning. In particular, they note, both companies and individuals have become more amenable to lattice and labyrinthine career paths. “There’s a much stronger focus on the winding path,” says Carmen,* an HR executive at a leading pharmaceutical firm, who cites the example of an executive vice president and chief risk officer who took a job as a market president in preparation for a line role. “Someone might look at that move as a step backwards, but that woman is actually shifting her career path and aligning it with where she ultimately wants to go.”
To make alternative career paths work, Nancy Sullivan, senior vice president at Lee Hecht Harrison, says, companies have to consider alternatives to ← 89 | 90 → promotion in order to motivate high performers. “Make horizontal movement as rewardable as upward mobility,” she advises, “because you’re incentivizing that key...
You are not authenticated to view the full text of this chapter or article.
This site requires a subscription or purchase to access the full text of books or journals.
Do you have any questions? Contact us.Or login to access all content.