Career Path and Ladder: Planning Career Development for Employees
On
one hand, the space that the employee promotes in enterprises becomes smaller,
along with the flattening of the enterprise hierarchy. On the other hand, the
employee, as the individual, pursues representing human performance more and
more. Moving from “career plateau” and looking for the new career development
space is the reason of professional managers’ frequent “job-hops”. Career
planning seems to become eternal “wound” for human resource department.
Correspond to this, at present, discussion about the career question such as
“career plateau” and “Peter principle” is emerging constantly. From personal
factor, organize factor and family factor, some scholars analyze the reason of
appearance of “career plateau” and put forward the corresponding
countermeasure. In fact, in order to solve career crisis in enterprise really,
we must, at first, make clear and solve the following problems. What is the
real career development on earth? What is the objective measurement standard of
entering “career plateau”? Does “career plateau” mean totally unhealthy?
Whether to implement the same career planning programmer to all staff in enterprises?
How to design length, width and frequentness of the staff's career development
ladder in enterprises to prevent the emergence of the so-called “career
plateau” rationally? With exploring and analyzing the problems described above,
the career management perhaps is not an unbreakable “solid ice”.
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