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This analytical treatise will establish the explicit benefits of a formalized career development system at individual and organization levels.
Benefits at the individual level
The formalized career development system facilitates the efforts of an individual towards achieving his or her professional and personal development goals. Therefore, the individual will have the capacity to determine future growth plans within a specific career.
Such individuals will be in a position to “take personal responsibility and accountability for their career development, acquire or enhance the skills they need to stay current in their roles” (DeCenzo and Robbins, 2007, p. 43). Since the formalized career development plan motivates an individual to achieve personal growth, the elements of motivation and appreciation for personal efforts will make the work environment sustainable and healthy.
The system may also offer an individual the benefit of choice and direction of career development. For instance, the individual may have control over the decision on the direction of career and change the decision whenever the environmental dynamics surpasses personal gains. In the end, such an individual will be a proactive, flexible, and strategic in role execution (DeCenzo and Robbins, 2007).
A formalized career development system may be helpful to an organization in terms of setting the expectations and reviewing the success through competencies and learning objectives. For instance, at the organizational level, supervisors or managers may be in a position to constantly and effectively review the feedback from employees. This system makes the relationship between the management and employees a mutually beneficial engagement (DeCenzo and Robbins, 2007).
The formalized career development plan provides, “an administrative mechanism for identifying and tracking development needs and plans in an organization” (DeCenzo and Robbins, 2007, p. 47). Moreover, such an organization may be empowered to plan for development and training requirements effectively. The organization may also use the system to “align employee training and development efforts with its mission, goals, and objectives” (DeCenzo and Robbins, 2007, p. 51).
Since training engages in an active process of learning through skill evaluation, facilitation, and rewarding collective learning, the ideal module for organizational success relies on the scope of the formalized career development plan. The three building blocks of success evaluation include learning intrapersonal performance, learning processes, and practical leadership to reinforce performance. Better performance of employees will translate into organization efficiency, especially when the system is continuously implemented (DeCenzo and Robbins, 2007).
Naturally, employees wish for motivation through mutual consent, empowerment, and appreciation, as contained in the formalized career development plan. Empowerment unleashes plenty of energy and motivation. Reflectively, the motivational and energy aspects of appreciation functions simultaneously at micro and macro levels to facilitate optimal productivity in role execution (DeCenzo and Robbins, 2007).
Empowering employees ensures a stable and sustainable win-win situation since employees are motivated to work without much supervision from their supervisors. When the formalized career development system is properly incorporated within and without different departmental segmentation of an organization, as an active component of the goals and vision, the complete interaction between the management and other employees will contribute to value addition, good performance, and healthy working environment.
Conclusively, a formalized career development system facilitates the success of an individual towards achieving his or her professional and personal development goals. Besides, it promotes efficiency in performance and growth at an organizational level.
DeCenzo, D., & Robbins, S. (2007). Fundamentals of human resource management (9th ed.). Hoboken, NJ: John Wiley & Sons.