Abstract
Managing career development across various industries constantly changes to address varying employees’ needs and it became more difficult with the career disruptions caused by the demands to deal with the environmental conditions, globalization, and output expectations. To keep up with these challenges, this study aims to propose a strategic career development model that will address the need to come up with a framework that will guide human resource management practitioners in identifying appropriate activities that will cater to the interest of employees.
Highlights
Cultivating an organizational climate plays an important role to institutions to become adaptive to uncertainties and rapidly changing working environment caused by economic, political, and cultural changes
The Career Development in a Pandemic Survey conducted by Doodle (2020) reported that forty-one percent (41%) of the respondents indicated that their career development was stalled while nine percent (9%) believed that their careers have regressed
The July 2020 Labor Force Survey of Philippine Statistics Authority shows that 17.3% or 7.1 million employees are stated to be underemployed, which refers to persons who desire to work for additional hours, additional job or to have a new job to support their needs
Summary
Cultivating an organizational climate plays an important role to institutions to become adaptive to uncertainties and rapidly changing working environment caused by economic, political, and cultural changes. According to Wright et al (2018), the models, methods, and theories on career development have not kept pace with the new conditions characterized by flexible work arrangements, career disruptions, and career options and expectations, which should have guided the organizations today This poses challenges on how to mitigate impact of changing work conditions the employees as they are susceptible to career shift and disruption due to lack of knowledge, opportunities, and resources to support basic needs. Career adaptability was introduced by Savickas (1997) as a proposed central construct to replace career maturity in Donald Super’s life-space theory on career development He defined it as an ability and readiness of a person to adjust and respond to unpredictable changes in the work transitions and working conditions. In a study conducted by (Koekemoer & Crafford, 2019), generation Y employees from an IT company are attracted to companies that provide opportunities for learning and development, job varieties and career opportunities, and competitive salaries
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