Managing Career Dev

1
MANAGING
CAREER DEVELOPMENT
The Theory & Approach to satisfy employee’s perspective

and management expectations
By : Pungki Purnadi M.W.
for CHRP19
HUMAN RESOURCE FRAMEWORK
Analyze, set direction & control organization
congruency with the demand of
Maintain Corporate the strategic business
objectives & plan
Expansive
Retrench
Strategic Business Plan Corp HR
As response to environmental
opportunities & challenges
Organization Strategy, Organization
Development, HR budget, HRIS,
Manpower Planning strategy,
Succession & Replacement Planning
Integration of maintaining & retrenchment

Planning
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy
Placement Strategy
Retaining Dynamic HR Cycles

Which is led by Corporate
Acquiring
Business Plan
Compensation & Benefits Strategy

Industrial Relation Strategy
Maintaining Developing
Corporate family Learning &Dev Strategy
Work-family life balance program Performance Mgt Strategy
Career Dev. Strategy
Competency Dev. Strategy
Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Organizational and Individual Career
Planning Perspectives

DEFINISI
• Karir dari perspektif obyektif adalah
▫ Urutan posisi yang diduduki seseorang selama masa
hidupnya
• Karir dari perspektif subyektif adalah
▫ Perubahan nilai-nilai, sikap dan motivasi yang tejadi
karena seseorang menjadi tua
• Jadi Karir dari perspektif Individu adalah
▫ Urutan aktivitas-aktivitas yang berhubungan dengan
pekerjaan dan perilaku, nilai-nilai, dan aspirasi seseorang
selama rentang hidup orang tersebut.

PENGEMBANGAN KARIR
• MANAJEMEN KARIR
▫ (dari kacamata organisasi) : Proses yang dilakukan oleh
organisasi untuk memilih, menilai, menugaskan dan
mengembangkan para pekerjanya, guna menyediakan
suatu kumpulan orang-orang yang kompeten untuk
memenuhi kebutuhan organisasi di masa depan
• MANAJEMEN KARIR
▫ Proses berkelanjutan dan penyiapan, penerapan, dan
pemantauan rencana karir yang dilakukan pekerja
(individu) itu sendiri dengan seiring sistim karir organisasi
serta kebutuhan organisasi.

PENGEMBANGAN KARIR
• PERENCANAAN KARIR
▫ (dari kacamata pekerja individu) : Proses yang
dilalui oleh individu pekerja untuk
mengidentifikasi dan mengambil langkah-langkah
untuk mencapai tujuan karirnya.
• PENGEMBANGAN KARIR organisasional
▫ Hasil yang muncul dari interaksi antara
perencanaan karir individu pekerja dan proses
manajemen karir organisasi

MODEL PENGEMBANGAN KARIR
ORGANISASIONAL
Pengembangan
Karir
Organisasional
Perencanaan Manajemen
Karir Karir
Sub-subproses : Sub-subproses :
- Pilihan bersifat jabatan/posisi - Rekrutmen & Seleksi
- Pilihan organisasional - Basis Kompetensi
- Pilihan penugasan kerja - Alokasi SDM
- Pilihan pengembangan diri - Penilaian & Evaluasi
- Pelatihan & pengembangan

PERENCANAAN KARIR
• Proses yang disengaja supaya
▫ Menyadari diri sendiri, peluang, kesempatan,
kendala pilihan, dan konsekwensi
▫ Dalam mengidentifikasi tujuan yang berkaitan
dengan karir
▫ Penyusunan program kerja, pendidikan, dan yang
berhubungan dengan pengalaman yang bersifat
pengembangan untuk menyediakan arah, waktu,
dan urutan langkah-langkah yang diambil untuk
meraih tujuan karir spesifik
Integrasi antara Perencanaan
Karir dan Manajemen Karir
• Berbagai tanggung jawab pekerja
▫ Menilai sendiri kemampuan, kompetensi, nilai-nilai dan
minat/aspirasi
▫ Menganalisa pilihan/opsi karir yang ada dalam organisasi
▫ Memutuskan tujuan dan kebutuhan
▫ Mengkomunikasikan preferensi pengembangan kepada
atasan
▫ Merencanakan bersama atasan rencana tindakan yang
disepakati oleh kedua belah pihak
▫ Mengikuti rencana yang telah disepakati
Aktivitas Perencanaan Karir

• Berbagai tanggung jawab atasan / manajer
▫ Bertindak sebagai katalisator, membuat pekerja peka
terhadap proses perencanaan & pengembangan
▫ Menilai realisme tujuan yang dinyatakan oleh pekerja dan
kebutuhan pengembangan yang dirasakan oleh organisasi
▫ Memberikan nasihat kepada pekerja dan memformulasikan
sebuah rencana yang disepakati bersama
▫ Menindaklanjuti dan memutakhirkan rencana pekerja
tersebut bila sekiranya tepat

• Berbagai tanggung jawab organisasi
▫ Memberikan sebuah model perencanaan karir, sumber
daya, konseling dan informasi yang dibutuhkan untuk
perencanaan karir individu pekerja
▫ Memberikan pelatihan dalam rencana pengembangan karir
kepada atasan/manajer dan pekerjanya, serta konseling
karir kepada para atasan/manajer
▫ Memberikan program pelatihan keahlian dan peluang
pengalaman pengembangan di pekerjaan

• Berbagai tanggung jawab pekerja

▫ Menyediakan informasi yang akurat
kepada manajemen pada saat dibutuhkan
menyangkut keahlian, pengalaman kerja,
minat dan aspirasi karir
Aktivitas Manajemen Karir

• Berbagai tanggung jawab atasan / manajer
▫ Mengotorisasi dan memvalidasi informasi yang diberikan
oleh para pekerja
▫ Memberikan informasi mengenai posisi yang lowong dan
kebutuhan organisasi di masa datang sejalan dengan bisnis
strategi dan nilai-nilai
▫ Menggunakan semua informasi yang disediakan oleh
proses untuk :
1. mengidentifikasi semua calon yang dapat terus mengisi
posisi lowong dan melakukan seleksi,
2. mengidentifikasi peluang pengembangan karir pekerja
(pelatihan, pengembangan, rotasi dsb.)
• Berbagai tanggung jawab organisasi
▫ Menyediakan sistim informasi dan proses untuk
mengakomodasikan kebutuhan pengambilan keputusan
manajemen
▫ Memastikan penggunaan informasi yang obyektif dengan :
1. merancang metode yang pas untuk pengumpulan
informasi, analisis, interpretasi dan penggunaan
informasi.
2. memantau dan mengevaluasi efektivitas proses

TAHAP PERKEMBANGAN KARIR
• Karir Awal
▫ Tahap masuk
▫ Tahap berlatih
▫ Tahap penataan
• Karir Pertengahan
▫ Tahap transisi
▫ Pilihan-pilihan (menjadi mentor)
• Karir Akhir

ELEMEN PERENCANAAN KARIR
Tujuan
Perencanaan
&
SDM
Strategi
PERENCANAAN KARIR ORGANISASI

Kebutuhan Jalur karir
- Orang - Keatas
- Waktu - Lateral
- Keahlian - Kebawah
SESUAI
PERENCANAAN KARIR INDIVIDU

- Tujuan - Keahlian
- Kebutuhan - Kemampuan
Pengalaman Pelatihan Pengharapan

Individual Career Planning
Components
Individual Career Management
Feedback Setting of
Self-Assessment
on Reality Career Goals

Individual Career Choices
Career
Choice
Social
Interests Self-Image Personality
Background

Career Transitions and HR
Entry Shock
for New
Employees
Supervisors Feedback Time The Work

JALUR KARIR
• Jalur Karir adalah gambaran tujuan urut-urutan
posisi jabatan berdasarkan potensi, kompetensi dan
pengalaman kerja seorang individu pekerja didalam
sebuah organisasi

KARAKTERISTIK JALUR KARIR
• Harus menunjukan kemungkinan kemajuan riil, baik
secara lateral maupun kebawah
• Harus merespons berbagai perubahan dalam beban
kerja, prioritas kerja, struktur organisasi dan kebutuhan
manajemen
• Harus fleksibel, harus mempertimbangkan kualitas
individu, manajer, bawahan, atau orang lain yang
mempengaruhi cara kerja
• Harus menentukan keahlian, pengetahuan dan atribut
spesifik lainnya yang dapat diperoleh, guna menunaikan
pekerjaan pada setiap posisi disepanjang jalur karir yang
ada

JOB AGE REQUIRED
LEVEL COMPETENCIES &
TRAINING
. Managing Change
48 - 49 LEAD VICE . Managing People
advisor/expert PRESIDENT
Dual Career Path
For S1 Leavers People Management
. Modern Safety Mgmt.
14 - 15 42 - 43 SR. DIVISION . Management Dev. 3
(Support) advisor/expert HEAD . Risk Analysis
. Finance Management
. Leadership
12 - 13 37 - 38 DEPARTMENT . Project Management
specialist-advisor
HEAD . Negotiation Technique
. Management Dev. 2
. Business Ethic
. HRD for Line
Leading A Team
10 - 11 32 - 33 . Problem Solving
SECTION HEAD
. Industrial Safety
. Management Dev. 1
. Coaching & Counselling
8-9 27 - 28 . Risk & Loss Control

Officer-Analyst
. Advance Supervisory
. Team Building
. Presentation Technique
6-7 23 - 24 JR. . Integrated Safety

Officer-Analyst . Basic Supervisory
. Time Management

JOB AGE REQUIRED
TRAINING
EXPERT
49 - 50 SPECIALIST VICE . Managing People
ENGINEER PRESIDENT . Managing Change
Dual Career Path . Management Dev.3

14 - 15 44 - 45 SENIOR DIVISION . Managing Change
For S1 Leavers SPECIALIST
ENGINEER
HEAD .
.
Loss Control Mgmt.
Finance for Non
(Technical) Finance
People Management
. HRD for Line

12 - 13 39 - 40 SPECIALIST DEPARTMENT . Management Dev.2
ENGINEER HEAD . Leadership
. Hazard Analysis &
Risk Assesment
. Modern Safety Mngt.
10 - 11 34 - 35 SR. Leading A Team

ENGINEER . Industrial Safety
. Management Dev.1
. Presentation Technique
. Counselling
. International Assign.
. Team Building
9 29 - 30 . Risk & Loss Control

ENGINEER
. Coaching
. Problem Solving &
Decision Making
. Master Degree Educ.
8 24 - 25 JR. . Time Management

ENGINEER . Integrated Safety
. Basic Supervisory

JOB AGE REQUIRED
TRAINING
. Managing Change
14 - 15 49 - 50 SR. SPECIALIST DIVISION . Loss Control Mgmt.
ENGINEER HEAD . Finance for Non
Finance
Dual Career Path

. HRD for Line
For D3 Leavers 12 - 13 44 - 45 SPECIALIST
ENGINEER
SITE
MANAGER
. Management Dev.3
. Leadership
(Technical) People Management

. Hazard Analysis &
Risk Assesment
10 - 11 39 - 40 SUPERINTEN- Leading A Team

JR. SPECIALIST
DANT . Modern Safety Mgmt.
. Management Dev.2
. Effective Presentation
. Team Building
. Counselling
8-9 32 - 33 SR. . Industrial Safety

SUPERVISOR . Management Dev.1
. Further Education or
Master Degree
. Coaching
6-7 27 - 28 . Risk & Loss Control

SUPERVISOR
. Time Management
. Problem Solving &
Decision Making
5 22 - 23 JR. . Basic Supervisory

SUPERVISOR . Integrated Safety

JOB AGE REQUIRED
TRAINING
12 - 13 SENIOR SITE . Team Building

ENGINEER MANAGER . Managing Change
People Management
ENGINEER SUPERINTENDANT Leadership/Leading A Team

PROD. / SAFETY/ PROD. / SAFETY/ . Hazard Analysis &
10 - 11 51 - 52 MAINTENANCE MAINTENANCE Risk Assesment
. Managing People
Dual Career Path . Finance for Non
Finance
For High School 9 46 - 47 SR. SUPERVISOR

PRODUCTION/SAFETY/
. HRD for Line
. Management Dev.3
Leavers MAINTENANCE . Industrial Safety

. Time Management
(Technical) 8 42 - 43 SUPERVISOR
PRODUCTION/SAFETY/
. Management Dev.2
. Acredited Safety Audit
MAINTENANCE . Counselling
7 37 -38 JUNIOR SUPERVISOR . Presentation Technique

PRODUCTION/SAFETY/ . Akamigas III
MAINTENANCE . Management Dev. 1
. Modern Safety Mgmt.
6 32 - 33 CHIEF . Risk & Loss Control

OPERATOR/TECHNICIAN/ . Advance Supervisory
SAFETY FOREMAN . Couching
. Akamigas II
5 27 -28 SENIOR . Offshore Fire Safety

OPERATOR/TECHNICIAN/ . Basic Supervisory
SAFETY FOREMAN . Problem Solving &
Decision Making
4 22 - 23 OPERATOR / . Industrial Fire Safety

TECHNICIAN / . Operguid
SAFETY FOREMAN . Akamigas I
3 18 - 19 JUNIOR . Work Permit

OPERATOR/TECHNICIAN . Integrated Safety
SAFETY FOREMAN
CAREER MODEL (Schein) *
• Career cone
• Vertical moves
• Horizontal moves
• Radial moves

CAREER STAGES (age based)
Age Group Career Stage Career Tasks Psychological Issues
19 - 24 Pre-Career Exploration 1.Finding the right career 1.Discovering one’s own

2.Obtaining the appropriate 2.Developing a realistic
education self-assessment of one’
abilities
25 – 29 Early career Trial 1.Obtaining a viable first job 1.Overcoming the

2.Adjusting to daily work insecurity on inexperience;
routines and supervisors developing self-confidence
2.Learning to get along
with others in a work
setting

30 – 34 Early Career 1. Choosing a special are of competence 1. Deciding on level of professional
2. Becoming an independent contributor to and organizational commitment
Establishment the organization 2. Dealing with feelings of failure
of first independent projects or
challenges
35 – 39 Middle career Transition 1. Reassessing one’s true career abilities, 1. Reassessing one’s progress
talents, and interests relative to one’s ambitions
2. Withdrawing from one’s own mentor 2. Resolving work-life personal-life
and preparing to become a mentor to conflicts
others
40 – 44 Middle career Growth 1. Being a mentor 1. Dealing with the competitiveness

2. Taking on more responsibilities of and aggression of younger
general management persons on the fast track up the
organization
2. Learning to substitute wisdom-
based experience for immediate
technical skills.

Age Career Stage Career Tasks Psychological Issues
Group
45 – 49 Late Career 1.Making strategic 1.Becoming primarily concerned with the
Maintenance decisions about the organization’s welfare rather than one’s own
future of the business career
2.Becoming concerned 2.Handling highly political or important
with the broader role of decisions without becoming emotionally
the organization in civic upset
and political arenas
50 – 54 Late Career 1.Selecting and 1.Finding new sources of life satisfaction

Withdrawal developing key outside the job
subordinates for future 2.Maintaining a sense of self-worth without
leadership roles a job
2.Accepting reduced
levels of power and
responsibility

CAREER STAGES
(family based)
Age Group Life Stages Family Stage Psychological Issues
15 - 22 Adolescence Single adult 1.Developing a self-identity
separate from parents and teachers
2.Balancing the need for total
independence with need for
emotional support from adults
22 – 30 Young-Adulthood Married adult 1.Balancing one’s own needs with

Transition those of another person in an
intimate relationship
2.Making commitments to spouse
about life style, family values,
child-rearing
30 – 38 Young Adulthood Parent of young children 1.Adjusting to the emotional

demands of parenthood
2.Maintaining intimate relationship
with spouse in light of children’s
demands

CAREER STAGES
(family based)
38 – 45 Mid-Life Transition Parent of adolescents 1. Reassessing current values and
commitments; feeling this
might be the last chance to
make major changes in life
2. Dealing with ambivalent
feelings of love and anger
toward adolescent children
45 – 56 Middle adulthood Parent of grown children 1. Building a deeper relationship

with spouse, not focused on
children
2. Dealing with feelings of loss
when children leave home and
parents age or die

CAREER STAGES
(family based)
55 – 62 Late-Life Adulthood Grandparent of young 1. Developing new hobbies,
Transition children activities, and friendship that
will be more appropriate
with a declining work role
2. Helping children cope
financially and emotionally
with their new family
responsibilities
62 - 70 Late Adulthood Grandparents of adolescents; 1. Dealing with increased

widow/widower awareness of death, perhaps
brought on by illness or
death of spouse
2. Coming to terms with one’s
life choices

LIFE & CAREER STAGES (Levinson)*
1. Exploration: Searching for information about oneself and about areas of
interest in which to work, a period when one is open to a wide range of
alternative work future.
2. Trial: Trying out a type of work to test one’s interest and reactions. This could
take the form of a summer job, a part-time job, an internship, a project, volunteer
work, or some other temporary involvement.
3. Establishment: Choosing an area in which to work and settling in. Learning
the ropes and establishing mastery of the work. Becoming seasoned.
4. Advancement: Growth and development of one’s skills and attitudes in
relation to one’s chosen field. This growth could take the form of promotion or
increased performance and achievement within a level.
5. Maintenance: A period of stability or plateauing, once one has achieved a
high level of proficiency. Because of one’s expertise, it generally takes less effort
to achieve a given level of output.
6. Disengagement: Phasing out of this field of work and reducing one’s
psychological involvement in it. This could be start of a transition into another
field or into retirement.
WHO ARE YOU ?
• Specialist - you must excel in something.
• Generalist - you must have enough knowledge of the
business so that you are able to multi-skill and take on
other responsibilities in related businesses.
• Team player - you must have the ability to work well
with your team mates, and communicate effectively with
management, peers, subordinates and clients.
• Be independent - you have the ability to work alone if
the need arises, and are able to take responsibility for
yourself in the various aspects of organizational life.

CAREER ROADS
(Andrew Mayo)
• DISCOVERY
• CONSOLIDATION
• MATURITY

TIPS MANAGING YOUR CAREER
• Seek personal satisfaction
• Master your job and do excellent work
• Set goals
• Learn and grow
• Be flexible
• Develop network
• Don’t just look vertically, look horizontally
• Understand your company
• Evaluate your career regularly
• Look before leap

CAREER S.W.O.T.
A. Analisa Internal
> Strength (kekuatan):
• Pengalaman kerja, Pendidikan termasuk nilai tambah yang diambil,
• Pengetahuan teknikal yang kuat di bidang anda seperti hardware, software dan language
programming.
• Ketrampilan khusus seperti keahlian di komunikasi, kerjasama dan kepemimpinan.
• Karakteristik personal seperti: disiplin, kreativitas, dapat bekerja dibawah tekanan, optimis
dan lain-lain.
• Mempunyai jaringan yang kuat dan bagus
• Mempunyai hubungan dengan organisasi professional
> Weakness (kelemahan):

• Pengalaman kerja minim
• Nilai indeks prestasi yang rendah, tidak memenuhi syarat yang ditentukan. Salah ambil
jurusan atau yang tidak sesuai yang diinginkan.
• Tidak ada tujuan yang dicapai, kurangnya pengetahuan dan ketrampilan pada bidang
tertentu.
• Lemah di ketrampilan teknikal.
• Lemah pada kepemimpinan, hubungan antar personal, komunikasi, dan kerja kelompok.
Personal yang tidak sehat seperti;kurang disiplin, terlalu emosional, pemalu, dan kurang
motivasi.

CAREER S.W.O.T.
B. Analisa Eksternal
> Opportunities(Kesempatan):
• Trend yang positif pada bidang anda yang menciptakan banyak
lapangan kerja seperti pertumbuhan ekonomi, globalisasi, kemajuan
teknologi.
• Memperluas wawasan di bidang yang anda tekuni.
• Lapangan kerja yang mengandalkan keahlian yang anda miliki.
• Kesempatan untuk memperbesar yang anda punyai melalui pekerjaan
yang spesifik.
• Kesempatan untuk memajukan di bidang anda.
• Kesempatan untuk mengembangkan professional di bidang yang anda
miliki.
• Jenjang karir yang anda pilih menyediakan kesempatan yang unik.
• Jaringan yang kuat.

CAREER S.W.O.T.
> Threats (Ancaman):
• Negatif trend dibidang anda seperti pengurangan pegawai, rekstrukturisasi.
• Kompetisi dengan teman anda sendiri dari satu kampus
• Kompetisi dengan yang mempunyai keahlian dan pengetahun yang lebih tinggi
• Kekurangan pelatihan atau pengetahuan di bidang yang anda geluti.
• Pesaing dengan lulusan dari universitas yang mempunyai reputasi baik.
• Bidang anda hanya dipakai untuk waktu yang pendek.
• Perusahaan tidak memakai keahlian yang anda punyai.
Dari kekuatan yang anda punyai, anda dapat bekerja dengan senang. Dalam menangani kelemahan
anda, anda harus bisa tahu dimana kelemahan anda dan harus bisa memperbaiki kekurangan
anda.
Dari analisa SWOT ini anda mempunyai arah dimana kekuatan anda , mengetahui kekurangan anda,
mendapat keuntungan untuk mencari kesempatan dan menghindari ancaman yang menghalangi
anda.

Identifying Employees with
Performance & Potential*
High potential
– higher reps. in 1-2 yrs
– fast learner, flexible, creative High Pot High Pot High Pot
– takes personal initiative to learn
Low Perf Avg Perf High Perf
Average potential
– higher reps. in 2-3 yrs
– Fairly good in learning new things & ideas Avg Pot Avg Pot Avg Pot
– Keen to learn & take on new things
Low Perf Avg Perf High Perf
Low potential
– Unlikely for higher resp. in 3-4 yrs. Low Pot Low Pot Low Pot
– Not creative, inflexible, lacks initiative to
learn Low Perf Avg Perf High Perf
Low Average High

Performance Performance Performance
– Below job – meets job – exceeds job
expectations expectations expectations

Career Strategy Matrix
Low Performance Average Performance High Performance
High Potential 5. High Potential 2. High Potential 1.
Misfits – attitudinal or job fit issues Prince-in-waiting – more time needed Stars – ready to fly
Close monitoring and regular counseling Stress-test with more challenging assignments Promote
Urgently reassign or redesign job scope Increase scope of experience Constantly expand job scope & provide greater
Manage expectations challenge
Specialized training for gaps in job skills

Average Potential 7. Average Potential 4. Average Potential 3.
Critical List – Needs salvaging Cadre – the typical employee Eagles – delivers consistently
Close monitoring and regular counseling Set challenges to sieve out this group Manage expectations
Re-look at skills and job scope Mentor and train Consider for promotion for related areas
Test for capability outside core competence

Low Potential 9. Low Potential 8. Low Potential 6.
No hopers – pull in the plug Foot Soldiers – monitoring needed Workhorses – keeps the show going
Why are they still in the organization? Set clear performance targets Recognize achievements and motivate
Plan exit Monitor performance closely Train to update skills

A PERSONAL PLAN
The biggest obstacle to career growth a lack of opportunity;
it’s inertia *
* LATERAL MOVEMENT
* JOB ENRICHMENT
* VERTICAL MOVEMENT
* EXPLORATION
* REALIGNMENT & DOWNSHIFTING
* RELOCATION

LATERAL
Lateral movement in an organization
involves a change on job position
but not necessarily a change in status or
pay. A lateral move can provide you with
LATERAL an opportunity to broaden your base of
knowledge and skill across a specific
function. It can give you breadth
of experience which could be critical for
MOVING ACROSS success later on.
* List three of your skills that are most transferable.
* Discuss with a colleague three ways lateral move

could reposition you for the future.

ENRICHMENT
Enrichment is a process in which you seek to

expand or change the responsibilities
ENRICH- of your current job in order to provide
MENT
growth experiences for yourself.
Enrichment is focused in making your
current job better by increasing the autonomy,
skill variety, and challenge of the job itself.
GROWING IN PLACE
* List two skills that would make you a
more valued contributor in your current job.
* Name a task or project in which you can

develop those two skills.

VERTICAL
Vertical goals usually focus on one or two levels above
the current position.
Anything higher is usually too distant to be able to
V develop effective action plans for.
E
R Vertical movement is usually achieved as a reward
T for excellence in the
I
C current position and as a result of having
A
L demonstrated performance equal
to that required in the higher level position.
MOVING UP
* Discuss with a higher-level employee the new learning.
* Requirements of his or her job.
* Identify two future trends that could help or hinder your
promotional opportunities.

EXPLORATORY
The exploratory option involves seeking the
answers to such questions as “What else can I
EXPLORATORY
do” and “Where else can I go?”
Identifying other jobs that require the skills
you have and also tap your interests and
values is the heart of exploration.
LOOKING AROUD
* Conduct an informational interview to learn about the

most desirable new skill in your profession.
* Volunteer for a project that offers opportunities to learn

from people who are pacesetters in your profession.

REALIGMENT
Realignment involves a downward move in the
R organization’s hierarchy.
EA
LI For example, the technical expert who
G
N
M is promoted into a management position
EN but is dissatisfied with the new assignment may
T
opt to move back into his or her old position
MOVING DOWN
* Consults with someone who has made a downward move

to find out the benefits.
* List two benefits of a downward move that your current

position doesn’t provide.

RELOCATION
Relocation involves moving out of

particular
RELOCATION
division of an organization - or out
of the organization totally.
MOVING OUT
* Join a professional association that would expand your

professional network.
* Name a local organization in which you think that your

professional would fit with its core.

CAREER LEVERAGE INVENTORY SCORING SHEET
RE-
ALIGNMENT
4 ____
9 ____
ENRICHMENT 14 ____
2 ____
7 ____ 19 ____
12 ____ 24 ____
17 ____ 29 ____
22 ____ 34 ____
27 ____
32 ____ TOTAL____ RELOCATION
TOTAL_____
5 ____
10 ____
15 ____
20 ____
25 ____
30 ____
35 ____
TOTAL ____
LATERAL VERTICAL
3 ____
8 ____
13 ____
18 ____
1 ____ 23 ____
6 ____ 28 ____
11 ____ 33 ____
16 ____
21 ____ TOTAL____
26 ____
31 ____
RY
TOTAL ___
ATO Note, that if two, or more of your option
O R
XPL totals are equal or very close (1 to 2 points
E apart), it could mean that you need also to
consider the EXPLORATORY option

Step by Step Design
• Create the task force to design the Career Model which is
consisting of line managers, HR and top management (invite
consultant – if necessary)
• Review the confirmed Organization Design Model and its structure
(how many layers ?) and anticipate the organization evolution on
the near future (3 to 5 years)
• Decide the level of Job Group (Director level, General Manager
level, Manager Level, Supervisor level, Staff level, etc.)
• Identify the competencies profile of each Job Group (including the
competencies measurement level)
• Do a benchmarking (if necessary)
• Mapping the employee career needs through some surveys and
SWOT Analysis

Step by Step Design
• Review the Salary Band/Level/Grade and correlate with the Job
Group (try to satisfy the employee condition and organization
situation)
• Identify the number of movement possibility (job rotation) from
each Job Level (vertical, horizontal/lateral, downshifting, etc.)
• Make some career movement pattern (eg : to reach Key Position in
the organization)
• Asses the employee’s competencies on each job group and identify
their competencies gaps (competencies test, performance
appraisal, 360 degree, assessment center, etc.)
• Establish the Career Matrix for employee’s status & positions
based on their performance and potential
• Prepare Individual Development Plan (IDP) for each selected
employee and get top management commitment
• Monitor the IDP implementation and do some evaluations.

good luck & success!
If you need further assistance,
please contact me at
08121055000
Or sending e-mail to :
Pungki.purnadi@yahoo.com

Reference Books Managing Career
Development
• Career Management Handbook 2005 by
Mary Fuller, published from ASC
• Career Stages and Life Stages by Daniel C
Feldman

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1

The Theory & Approach to satisfy employee’s perspective

By : Pungki Purnadi M.W.

Integration of maintaining & retrenchment

Retaining Dynamic HR Cycles

Compensation & Benefits Strategy

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Aktivitas Perencanaan Karir

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Aktivitas Perencanaan Karir

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

• Berbagai tanggung jawab pekerja

Aktivitas Manajemen Karir

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Aktivitas Manajemen Karir

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

PERENCANAAN KARIR ORGANISASI

PERENCANAAN KARIR INDIVIDU

Pengalaman Pelatihan Pengharapan

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Individual Career Management

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Supervisors Feedback Time The Work

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

8-9 27 - 28 . Risk & Loss Control

6-7 23 - 24 JR. . Integrated Safety

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Dual Career Path . Management Dev.3

. HRD for Line

10 - 11 34 - 35 SR. Leading A Team

9 29 - 30 . Risk & Loss Control

8 24 - 25 JR. . Time Management

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Dual Career Path

(Technical) People Management

10 - 11 39 - 40 SUPERINTEN- Leading A Team

8-9 32 - 33 SR. . Industrial Safety

6-7 27 - 28 . Risk & Loss Control

5 22 - 23 JR. . Basic Supervisory

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

12 - 13 SENIOR SITE . Team Building

ENGINEER SUPERINTENDANT Leadership/Leading A Team

For High School 9 46 - 47 SR. SUPERVISOR

Leavers MAINTENANCE . Industrial Safety

7 37 -38 JUNIOR SUPERVISOR . Presentation Technique

6 32 - 33 CHIEF . Risk & Loss Control

5 27 -28 SENIOR . Offshore Fire Safety

4 22 - 23 OPERATOR / . Industrial Fire Safety

3 18 - 19 JUNIOR . Work Permit

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

19 - 24 Pre-Career Exploration 1.Finding the right career 1.Discovering one’s own

25 – 29 Early career Trial 1.Obtaining a viable first job 1.Overcoming the

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

40 – 44 Middle career Growth 1. Being a mentor 1. Dealing with the competitiveness