Human Resources

CAREER DEVELOPMENT: WHOSE IS THE RESPONSIBILITY?
CAREER DEVELOPMENT: WHOSE IS THE RESPONSIBILITY?

FRANCYS ROMERO PARRA B0664PHPH0411


FRANCYS ROMERO PARRA B0664PHPH0411


SCHOOL OF BUSINESS AND LAW
MBA1 GROUP A
MANAGING HUMAN CAPITAL

2011
SCHOOL OF BUSINESS AND LAWMBA1 GROUP A
MANAGING HUMAN CAPITAL

2011

TABLE OF CONTENTS


1. INTRODUCTION 2
2. TALENT MANAGEMENT STRATEGY 3
3.1. STEPS TO CREATE A TALENT MANAGEMENT STRATEGY 5
3. CAREER DEVELOPMENT 6
4.2. INDIVIDUAL CAREER MANAGEMENT 6
4.3. ORGANISATIONAL SUPPORT FOR CAREER DEVELOPMENT 9
4.4. MANGER'S ROLE16
4. RECOMMENDATIONS 19
5. CONCLUSIONS 20
6. REFERENCES 21
7. BIBLIOGRAPHY 25


1. INTRODUCTION

Every organisation needs a wide-ranging of talents to be successful. They must know the competences that the business needs to ensure that they can achieve their goals and keep being competitive in the market. Thus,professionals of Human Resources must improve their strategies to develop the workforce of the companies for the future. The challenge for professionals working in this field is to think how to define a plan and how to develop it in those employees that already work for them, and also those who may join in the future.

A talent management strategy within an organisation encompasses the career developmentof the workforce. A company that support the development of its people invest in rising employees skills and knowledge, build on potential and, of this way, support them to make the best use of their strengths and improve on their weaknesses

When an organisation has a talent management strategy, which has built is a true "road map" of the behaviour of its members that will take them toachieve their goals. The basic question is: What should employees, employers and managers do to achieve these strategic objectives? It is a question to be answered from the organisation as a whole, from each functional area, from every level of leadership and from every role that exists internally.

The following work will attempt to discuss the question: Management of every firm should have atalent management strategy or are the employees responsible for their own career development plan? In order to answer this question, this essay will identify the role of the parts during the career development process and it will provide different examples that link the theory with the real practice in organisations nowadays.

To conclude, there will be some suggestions for the parts about how tomanage communication and information inside the company to increase the use of resources provided by companies during the career development process.



2. TALENT MANAGEMENT STRATEGY

Some companies no longer offer a traditional career for their staff, or they only offer it to a particular group of them. Flatter structures, availability for part-time jobs rather than full-time jobsand no chance of progressing and succeeding into a higher paid position are elements that break the idea of career development within a company.

EXAMPLE 1: PERSONAL EXPERIENCE AT LIBERTY INSURANCE COMPANY

When I decided to come to London to start my MBA, I was working at Liberty Insurance Company in Bogota – Colombia for the account receivable portfolio department. At the end of 2010 thecompany starts a project called “Fabrica”, in English Factory. The main purpose of this project was to mechanize all the processes of the company and minimize the contact of employees with costumers and others departments. With this change, the career path for all the employees was even shorter, and in addition, it was difficult to get enough skills because the activities were more operative than...