Introduction
Organizational development is the act of changing people and organizations for growth. It can take a number of forms of activities ranging from team building, organizational assessment, career development, training, electronic learning, coaching, innovation, leadership development and talent management. In organizational management, the study of career development can be analyzed in two broad perspectives.
The first perspective is a career development that looks into career development within and between organizations. The second aspect is leadership development that bridges the routine, policy and science of leadership development by highlighting the importance of enhancing both physical and social capital in organizations (Anderson, 2001, p. 34).
Discussion
Career planning and development dimensions ensure availability of resources, tools and processes need by organizations to help them plan and achieve their career objectives. Career planning involves choosing jobs, occupations and organizations at every stage of their career. Research shows that employees grows through four major, career stages as they develop and gain experience (Golding, 2006, p. 45).
Each stage has a different concerns, requirements and challenges. The first stage is the foundation stage, which comes at the onset of a career. Here, employees are uncertain. They may find hard times in fulfilling their job competencies and capacity. They rely on their bosses and more experienced employees for support and guidance.
The second stage is advancement period, where employees graduate from dependence to an independent state. Here, employees focus on achieving and advancing their careers. It is also characterized by the need to clarify the scope of long-term career objectives. The third stage is the maintenance level. This stage involves leveling off and focusing on the career success with serious concerns in recruiting inexperienced staffs.
This stage can be complicated and depressing for those dissatisfied with their career advancement. The fourth stage is the withdrawal stage, which involve withdrawal from a career. It involves taking a retirement from an organization. Here, the employee’s significant contributions are sharing the experienced knowledge with others in the organization (Golding, 2006, p. 45).
Leadership development programs help in the development of talent and enhancement of employee’s retention. It focuses on strengthening employee’s skills, socializes leaders and equips leaders with strategic leadership roles.
Examples of these leadership development programs include; federal express, protector and Gamble, PepsiCo, IBM, Cisco Systems and Microsoft certification. Leadership development majors in molding the organization’s management and executive talent.
Leadership Development Interventions and Career Development Interventions
Career development intervention and leadership development interventions are both human resource interventions performed by human resource specialist. These two interventions assist in enhancing the organization’s capacity to develop and retain a competitive workforce. Career planning involves assisting people pick jobs, occupations and organizations at different stages of their career development.
This private and confidential process involves assessing one’s interest, values, strengths and weaknesses in relation to the career objectives. It also involves examining alternative career and making appropriate decisions. Career development enables employees attain organization’s career objectives. It involves activities like, linking corporate business and objectives, human resources requirements and employee’s personal needs.
Leadership development interventions help in developing and building leadership skills in line with an established set of standards. Based on the social aspect, it socializes managers and leadership in a set of values that are vital to the organization’s success. Leadership development intervention also plays a significant role in executing strategic change agendas (Anderson, 2001, p. 34).
There is a wide overlap between these two interventions. Leadership development interventions focus on developing skills and knowledge that will help the organization achieve its long-term objectives.
Examples include in-house training programs, external education opportunities, and action learning projects among other activities. Career development interventions focus on building skills and knowledge required by different professional teams to quip them for future career of preference. Examples include realistic job preview, assessment centers, job rotation and consultative roles. (Anderson, 2001, p. 32)
Conclusion
Leadership development and career development interventions are both significant human resource management interventions that focus on managing organizational talents. They give an indication of both organizational and individual improvement in self-awareness, setting and achieving goals and working across organizational boundaries.
References
Golding, L. (2006). Continuing Professional Development for Clinical Psychologists. 6th ed. Oxford: Blackwell Publishing.
Anderson, M. (2001). Executive Coaching. Consulting Psychology Journal, 53: 2001. 205-208