Gaining Commitment To Change through Career Coaching.
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| Title: | Gaining Commitment To Change through Career Coaching. |
|---|---|
| Language: | English |
| Authors: | Stevens, Paul, Centre for Worklife Counselling, Sydney (Australia). |
| Peer Reviewed: | N |
| Page Count: | 6 |
| Publication Date: | 1998 |
| Document Type: | Opinion Papers |
| Descriptors: | Administrator Role, Adults, Career Development, Career Planning, Employee Responsibility, Employer Employee Relationship, Employment Practices, Foreign Countries, Futures (of Society), Management Development, Staff Development |
| Geographic Terms: | Australia; New South Wales |
| Abstract: | With employees in many organizations now expected to act as if they are self-employed in order to preserve their employability, managers need to assume new responsibilities to provide career coaching. Some outputs of career coaching are education of staff in career self-management, guidance of staff in the use of career analysis and planning methods, staff taking career enrichment initiatives, and information input by staff into their manager's succession planning. Managers' roles in career support include the following seven activities: (1) being available for both informal and informal discussions with employees about their careers; (2) appraising employees' performance and providing advice regarding their strengths and development needs; (3) guiding employees through their career planning process; (4) providing information that will assist employees to develop career plans or access information they need in order to understand what options are available to them; (5) making employees available for planned career moves that will help the organization to meet its resourcing requirements; (6) ensuring that the appropriate skills are developed within the organization to meet current and future needs; and (7) tracking the trends within the industry and employees' occupations in order to provide meaningful advice and guidance. In order to be effective coaches, managers must learn how to do their own career planning first. Career coaching processes are most successful when they originate from employees and are respectful of their needs. The more that managers can educate and support their employees to take responsibility for their own careers, the more likely they are to develop productive and motivated work teams. (KC) |
| Journal Code: | RIEJUL2000 |
| Entry Date: | 2000 |
| Accession Number: | ED437534 |
| Database: | ERIC |
| FullText | Text: Availability: 0 CustomLinks: – Url: https://eric.ed.gov/contentdelivery/servlet/ERICServlet?accno=ED437534 Name: ERIC Full Text Category: fullText Text: Full Text from ERIC |
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| Items | – Name: Title Label: Title Group: Ti Data: Gaining Commitment To Change through Career Coaching. – Name: Language Label: Language Group: Lang Data: English – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Stevens%2C+Paul%22">Stevens, Paul</searchLink><br /><searchLink fieldCode="AR" term="%22Centre+for+Worklife+Counselling%2C+Sydney+%28Australia%29%2E%22">Centre for Worklife Counselling, Sydney (Australia).</searchLink> – Name: PeerReviewed Label: Peer Reviewed Group: SrcInfo Data: N – Name: Pages Label: Page Count Group: Src Data: 6 – Name: DatePubCY Label: Publication Date Group: Date Data: 1998 – Name: TypeDocument Label: Document Type Group: TypDoc Data: Opinion Papers – Name: Subject Label: Descriptors Group: Su Data: <searchLink fieldCode="DE" term="%22Administrator+Role%22">Administrator Role</searchLink><br /><searchLink fieldCode="DE" term="%22Adults%22">Adults</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Development%22">Career Development</searchLink><br /><searchLink fieldCode="DE" term="%22Career+Planning%22">Career Planning</searchLink><br /><searchLink fieldCode="DE" term="%22Employee+Responsibility%22">Employee Responsibility</searchLink><br /><searchLink fieldCode="DE" term="%22Employer+Employee+Relationship%22">Employer Employee Relationship</searchLink><br /><searchLink fieldCode="DE" term="%22Employment+Practices%22">Employment Practices</searchLink><br /><searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Futures+%28of+Society%29%22">Futures (of Society)</searchLink><br /><searchLink fieldCode="DE" term="%22Management+Development%22">Management Development</searchLink><br /><searchLink fieldCode="DE" term="%22Staff+Development%22">Staff Development</searchLink> – Name: Subject Label: Geographic Terms Group: Su Data: <searchLink fieldCode="DE" term="%22Australia%3B+New+South+Wales%22">Australia; New South Wales</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: With employees in many organizations now expected to act as if they are self-employed in order to preserve their employability, managers need to assume new responsibilities to provide career coaching. Some outputs of career coaching are education of staff in career self-management, guidance of staff in the use of career analysis and planning methods, staff taking career enrichment initiatives, and information input by staff into their manager's succession planning. Managers' roles in career support include the following seven activities: (1) being available for both informal and informal discussions with employees about their careers; (2) appraising employees' performance and providing advice regarding their strengths and development needs; (3) guiding employees through their career planning process; (4) providing information that will assist employees to develop career plans or access information they need in order to understand what options are available to them; (5) making employees available for planned career moves that will help the organization to meet its resourcing requirements; (6) ensuring that the appropriate skills are developed within the organization to meet current and future needs; and (7) tracking the trends within the industry and employees' occupations in order to provide meaningful advice and guidance. In order to be effective coaches, managers must learn how to do their own career planning first. Career coaching processes are most successful when they originate from employees and are respectful of their needs. The more that managers can educate and support their employees to take responsibility for their own careers, the more likely they are to develop productive and motivated work teams. (KC) – Name: CodeSource Label: Journal Code Group: SrcInfo Data: <searchLink fieldCode="JC" term="%22RIEJUL2000%22">RIEJUL2000</searchLink> – Name: DateEntry Label: Entry Date Group: Date Data: 2000 – Name: AN Label: Accession Number Group: ID Data: ED437534 |
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| RecordInfo | BibRecord: BibEntity: Languages: – Text: English PhysicalDescription: Pagination: PageCount: 6 Subjects: – SubjectFull: Administrator Role Type: general – SubjectFull: Adults Type: general – SubjectFull: Career Development Type: general – SubjectFull: Career Planning Type: general – SubjectFull: Employee Responsibility Type: general – SubjectFull: Employer Employee Relationship Type: general – SubjectFull: Employment Practices Type: general – SubjectFull: Foreign Countries Type: general – SubjectFull: Futures (of Society) Type: general – SubjectFull: Management Development Type: general – SubjectFull: Staff Development Type: general – SubjectFull: Australia; New South Wales Type: general Titles: – TitleFull: Gaining Commitment To Change through Career Coaching. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Centre for Worklife Counselling, Sydney (Australia). – PersonEntity: Name: NameFull: Stevens, Paul IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 01 Type: published Y: 1998 |
| ResultId | 1 |
