By Gary W. Carter
Chapter 1 creation (pages 1–22):
Chapter 2 A Conceptual Toolkit for developing occupation Paths (pages 23–32):
Chapter three a realistic Toolkit for developing occupation Paths (pages 33–67):
Chapter four Integrating profession Paths into expertise administration platforms I: Recruitment, Hiring, Retention, promoting, and worker improvement (pages 69–90):
Chapter five Integrating occupation Paths into expertise administration platforms II: Strategic team making plans, the Early id and improvement of government expertise, and Succession administration (pages 91–105):
Chapter 6 increasing good fortune past the person association – and financial improvement views (pages 107–128):
Chapter 7 trying to the longer term (pages 129–137):
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Additional resources for Career Paths: Charting Courses to Success for Organizations and Their Employees
Formality: The degree to which career paths are made explicit Formal <___________> Informal • Are career paths studied and understood? • Are career paths described by illustrative examples, a set roadmap, anecdotes, etc.? • Given the characteristics of the organization, occupation, or industry, does it make sense to develop set roadmaps, illustrative examples, or something in between? Expertise: The degree to which specialized expertise is needed; variance in terms of breadth versus depth of expertise Broad <___________ > Narrow • Are the expertise requirements of paths understood, and are developmental activities targeted to both short- and long-term development requirements?
While the EPC, Inc. career paths were designed to support several human resource systems, the main focuses were on workforce planning and succession management as the organization prepared for rapid international expansion. If your organization is developing career paths primarily to support recruitment, hiring, promotion, retention, or employee development programs, refer to Chapter 4 for a detailed look at how you can integrate career paths into those programs. If the emphasis of your effort is on strategic workforce planning, succession management, or high-potential talent programs, read Chapter 5 to learn how you can integrate career paths into those programs.
The following chapters focus on specific ways in which you can describe, understand, and manage career paths. To set the stage for these chapters, let’s first consider what career paths mean from an organizational perspective. First and foremost, career paths represent the long-term value or equity proposition that organizations offer to employees. 1 From this perspective, career value propositions should be systematically designed, thoughtfully managed, and effectively marketed for maximum impact.