Page 244 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Unit 14: Contemporary Issues in Training and Development

Establishment Notes

This is the career stage where one begins the search for work and picks up the first job. It includes
the first experiences on the job, peer group evaluations, personal tensions and anxieties that
confront a person trying to make his mark. This period is characterized by committing mistakes,
learning from those mistakes and assuming increased responsibilities.

Mid Career

Mid career is a stage that is typically reached between the age of 35 and 50. At this point, one may
continue to show improved performance, level off or begin to decline; you are no longer
viewed as a 'learner'. Mistakes committed by you would be viewed seriously and may invite
penalties as well.
Late Career

This is the stage where one relaxes a bit and plays the part of an elder statesperson. For those
who continue to grow through the mid-career stage, this is the time to command respect from
younger employees. Your varied experiences and judgement are greatly valued and your word
will carry weight; undoubtedly, you can teach others and share your experiences with others.
For those who have stagnated or deteriorated during the previous stage, the late career brings
the reality that they are no longer required to run the race and its better to redirect the energies
to family, friends and hobbies.

Decline

During this period a person's attention may turn to retirement. The achievements of a long
career and the frustrations and anxieties that go along with that phase are left behind. Regardless
of whether one is leaving a glorified career or a dismal job, one has to make adjustments and get
along with people and things. To ensure smooth transition many organisations, nowadays,
conduct training programmes for their retiring employees. (About managing finances, coping
with stress, how to use time productively, etc.)

14.3.2 Dual Career Paths

Dual career tracks should not be puzzled with alternative career paths. Creating dual career
paths involves preparing employees to do well and be rewarded without necessarily being on
a management or vertical organization career path. In additional words, “up” is not considered
the single way employees can grow and advance within the company. The establishment of dual
or multiple career tracks has confirmed to be an effective way to retain and motivate valued
employees.

Management can be a striking career alternative for many employees, but it is not for everyone.
This may be principally true for many technical or creative workers. The number of people
managed over and over again distinguishes managerial levels, but under the dual career track
plan, individuals apply their proficiency (like managers) to tasks of greater complexity and
impact within their specialty field.

Example: They may make recommendations in an extensive range of business areas,
participate in high level decisions, and act as mentors to other employees. The attention in dual
or multiple career tracks is likely to grow as more organizations do away with reserved
management titles and establish team structures.

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