Career Development: Whose Responsibility Is It?

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In a joint research study conducted by the University of Phoenix in conjunction with EdAssist, the perceptions of managers and employees within relevant organisations were investigated to determine whose responsibility it is to take charge of career development (Ramachandran & Zappa, 2013). The ambiguous nature of this question was evident in the responses gathered from this study. There were clear discrepancies between the two groups; managers and employees.

Majority of the employees believed it was the role of the employer or manager to educate career development, meanwhile an even higher majority of managers believed that the employees were to take responsibility for their own career development. These results demonstrate why organisations and their employees fail when it comes to effective career management (Quast, 2014). This study also highlights the ambiguity that exists in regards to career development responsibility, by illustrating that when it comes to taking responsibility for poor career development, managers and employees tend to point blame at each other (Ramachandran & Zappa, 2013). When in fact, the responsibility is of a shared concern, of primarily the individual but also the organisation.

Individual Responsibility:

As mentioned earlier, the individual bears an ongoing responsibility to actively engage in his or her own career development (Gololo, 2013). Research suggests that the individual should not carelessly trust the organisation with his or her own career (Hall, 1996). Therefore it seems that it is up to the individuals themselves to take the responsibility of their own career development in order to be successful. With this being said, to remain successfully and psychologically fulfilled throughout their career, the individual must organise their career development activities to best reflect their personal career goals.

Naturally, only the individual can best understand his or her own aspirations, inspirations and values. It is the responsibility of the individual to be clear of their needs and goals in order to have a realistic chance to maximise their potential and achieve their goals.

In order to successfully take control of his or her own career development and ultimately propel their career advancement, the individual must understand the conceptual model associated with the Career Anchor Theory. This theory outlines a number of dominant categories, or anchors, that most accurately describe their own individual values and motives (Ramakrishna & Potosky, 2001/2002). To effectively determine the roles and ultimately the careers that will be most satisfying, each individual must identify their most dominant career anchor (Smith, 2012). According to Ramakrishna and Potosky’s paper, individuals are obligated to make choices related to all aspects of their lives, in this case especially self-development and career goals. Career anchors can be used to demonstrate a stabilizing force, or certain personal values that the individual is willing to stick by,

As explored above, in today’s business environment, career development is not purely about gaining the required knowledge and skills needs to climb the company pyramid, it is more importantly about realising the power of flexibility and re-invention of these skills over the long run (Siverson, 2014). This will enable the individual to remain ‘employable’ rather than just ‘employed’ regardless of the industry or organisation you are currently employed in. Smith outlines that everyone’s motivations, goals and ambitions vary and that this level of flexibility is only achieved via developing a strong sense of who you are and what you want from your work (Smith, 2012).

However, research has shown that the majority of employees do not take the responsibility of their own development (Cueni-Cohen, 2014). It is vital for the organisation and management to work together with the employee in order for them to determine their individual goals, not only the individual’s career development, but also the organisation’s overall development and goal setting.

Organisational responsibility:

The goal is for employees to match their goals to that of the organisation (Cueni-Cohen, 2014). For this relationship between managers and employees to remain strong and effective, managers must also clearly state what they need from their employees. With this sharing of information about the organisation’s direction and translate that direction into something that appeals to the individual’s expectations, then a focused framework can be provided in which employees can best support the organisation in achieving their goals and developing their own career.

Organisational support can be shown via advancing each employee’s development and career opportunities through creative initiatives, talent-review processors and learning programs. By the organisation providing such opportunities for their workforce, employees are further encouraged to take charge of their own career development (Gololo, 2013).

From an organisational perspective, according to Ramakrishna and Potosky, career anchors are extremely useful in assisting with employee development, placement and even initial selection. By evaluating an individual’s career anchors and matching career opportunities to the employee’s appropriate career anchor, the organisation may also be able to improve retention and reduce employee turnover (Ramakrishna & Potosky, 2001/2002).

Similarly, the labour market shift to those with the “learn-how” rather than those with the “know-how” could result in organisational profitability in a variety of forms (Hall, 1996). As seen in many industry leading organisations, such as Apple, it is undoubtedly encouraged to “bring your whole self to work” otherwise the individual and the organisation will suffer (Eyl, 2014). This new protean career approach is not concerned with the employment contract between the individual and the organisation; it is concerned with the “agreement with one’s self and one’s work” (Hall, 1996).

Without the guidance and support of an individual’s manager and organisation they work for, each employee’s vision and talents will not be realised. According to Doreen Nixon, HR Director at Sandoz, “It is the responsibility of the manager to understand each employee’s vision, to channel their inherit talents into realistic applications, and to find avenues that best capitalise on their individual’s abilities, strengths and passions in the context of the organisation’s best interests” (Gololo, 2013).

Conclusion:

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