Career talk

from Wikipedia, the free encyclopedia

A career interview is a combination of the sub-elements of an employee, personnel development and target agreement interview. In this conversation, the employee's personal development ideas and those of the company are discussed and long-term binding agreements are made. The focus of this selection instrument is therefore the evaluation of the motivation , the ability to develop and the motivation of an employee.

purpose

Through a career interview between the employee and the supervisor, the manager gains knowledge of the employee's development needs. Potential candidates for future management positions can be identified by comparing personal and corporate goals. With this knowledge, targeted, needs-based employee development can be carried out, taking into account the positions to be filled in the company in the future. In addition to monetary factors such as salary and bonus payments, the employee's loyalty to the company can also be increased through appreciation in the form of qualification and training opportunities offered.

features

In the following, characteristics of a career interview are taken up that can help lead to a successful interview.

  • A career interview should take place about once a year. As a rule, this conversation is held between an employee and his or her direct superior.
  • With the help of a catalog of questions tailored to the current starting position of the employee, the mutual preparation of the discussion can be carried out in a more qualified manner. This evaluation sheet should be sent to the employee with a lead time of two to three weeks in order to ensure that the conversation is better structured . The manager can use the personnel file and previous assessments as additional sources of information.
  • The conversation should be conducted without any external interruptions and those involved should not be under any deadline pressure. One to two hours should be set as a guideline for the talk time.
  • The following structuring of the course of the conversation serves the manager as an orientation during the implementation and prevents individual aspects from being neglected.

Analysis of the current situation

First of all, the quality of the execution of the previously assigned tasks should be analyzed and the status quo of the employee's level of development recorded. Inhibiting as well as promoting factors of the performance of the subordinate should be determined.

Needs analysis

The next phase is characterized by the formulation of the employees' goals with regard to their personal development. Through self-reflection , it should be found out in which position the employee sees himself, for example, in 2, 5 or 10 years and by which measures he can achieve this goal.

Development opportunities

This section is characterized by the identification of possibilities and limits on the part of the manager with regard to the career opportunities of the employee. Depending on the company framework and the previous qualifications as well as the existing potential of the employee, further training could be considered, a so-called "education-related" measure. A further component of the discussion includes the concrete deployment planning after the funding, the so-called "job-related" measure.

Concrete support options from the line manager

The manager now shows the employee what options he or she has as a superior to specifically support him, for example through a vertical expansion of activities. One possibility is that the manager gives the subordinate more responsibility ("job enrichment"). Furthermore, the supervisor could recommend him as a “talent” to a higher company level so that targeted promotion of the next generation of managers can take effect. If necessary, the employee could be included in a support group for “high potentials”, to which special importance is assigned within the company.

Target agreements

The future cooperation is described in more detail at the end of the conversation . After prior consultation with the decision-makers, the supervisor can offer specific support measures, while the employee undertakes to meet the specified degree of target achievement. Further discussions may be necessary for the concrete implementation of further educational measures.

Application requirements

Implementation process

In order to use a new instrument sensibly in the company, a successful implementation process through complete acceptance of those involved is of great importance. This development takes place both on the side of the employees and on the side of the superiors . The career interview supports employees in finding out about their career opportunities and further training opportunities. However, it must also be conveyed to him that the career interview is not a compulsory event and the results of the interview are binding. A willingness to perform can arise through defined goals for the advancement of a professional career. The supervisors who are to conduct the career interview must also be included in the implementation process. Therefore, before using the instrument, special training courses are necessary for the superiors, in which they are familiarized with the technique of conducting a career interview.

Corporate structure

In order to be able to carry out long-term career planning within a company, it should have a certain size so that there are appropriate opportunities for advancement. A career interview is possible with small and medium-sized companies, but the internal career opportunities are often limited by the size of the company. In larger corporations, on the other hand, there are different hierarchical structures with their respective career paths. The prerequisites for the promotion of an employee must be made transparent in the context of this, since the previous qualification level of the employee should be in the foreground when deciding who is to be promoted. Therefore, a selection of the most potential and best performing candidates is often made. Conversely, however, this also means that some employees are largely excluded from the career process and have only limited opportunities for advancement. The supervisor must also be aware of this problem of sensitization during the interview, since, depending on the company's assessment criteria, not every employee can have a career.

Financial medium

In order to be able to effectively carry out the measures defined in the career interview, the company needs appropriate financial resources . However, this cost-intensive formation of human capital also harbors the risk that highly qualified employees will leave the company after they have received support. Therefore, a certain contractual commitment of the employee to the company is not uncommon with a corresponding investment. In addition to this requirement, career advancement usually only takes place after a certain probationary period in order to be able to better assess the employee's development potential and loyalty to the company.

Job change

Another important prerequisite for the success of a career interview is the open discussion between the participants. There is a possibility that there is no congruence between the goals of the employee and the company in terms of internal career and development. The employee's ability to better achieve their goals by changing jobs must also be taken into account.

Design parameters and impact hypotheses

Number and composition of the discussion participants

Basically, the career interview takes place between the individual employee and his or her direct superior, who must have the appropriate knowledge and experience for a high-quality interview. The supervisor-employee constellation can, however, be negatively affected by previous differences, so that an objective assessment of the employee by the supervisor is not necessarily given. To reduce these possibly negative influences, it makes sense to expand the discussion group. This could be done through the involvement of a member of the works council, the human resources department or a higher-ranking supervisor, for example a division manager. However, there could be the risk that the intimate atmosphere of the conversation is disturbed by the increase in the number of people by higher-ranking company members , so that the employee feels inhibited in his freedom of expression.

Aptitude diagnostics in the career interview

During the conversation, the procedure for finding the result can be chosen between a range of conversation techniques with the two extreme forms of test character and the employee's free choice of options. The first variant is characterized by a targeted question from the superior to determine the existing potential of the employee (e.g. if a certain position is already planned for him), while the second variant focuses on the directly expressed career aspirations of the employee (if several Questions come into question).

A combination of both forms has proven itself in aptitude diagnostics.

Human capital development

The imparting of skills and knowledge represents a personal development investment. A distinction can be made between two forms of human capital formation (building up knowledge in the company). General human capital of an employee is universal and can therefore also be used in other companies, whereas specifics are only applicable in the current company. Through the target agreements within the career discussion, qualification gaps can be identified, which have to be closed with appropriate support. The two types of education already described above are possible.

  • When promoting general human capital, there is a risk that the employee will become attractive to competing companies after he has been promoted due to the high level of general knowledge and, if necessary, will leave the company . To secure the more cost-intensive general human capital, long-term contractual ties between the employee and the company are a way of securing knowledge. This regulation has a positive effect on employees who are satisfied in the company, as they benefit from the externally financed education and in any case have no ambitions to leave the company. A dissatisfied employee, on the other hand, could regard this contractual regulation as an obstacle to his career , as terminating the contract could be associated with high costs. In this case, it should be taken into account that a refusal by the employee to enter into a contractual relationship can lead to his / her exit from the company on a voluntary or involuntary basis. According to the 1999 study by the IAB Establishment Panel, for example, so-called repayment clauses are found primarily in the banking and insurance sectors
  • In contrast to investing in general skills, the promotion of specific human capital entails lower risks of knowledge leakage for the company, since only internally usable knowledge is conveyed. With frequent use of specific training opportunities, the employability of the employee within the company increases. An internal career is therefore easier. However, these training measures also go hand in hand with a certain personal dependency on the company, since the employee can appear unattractive for other companies due to the dominance of company-specific knowledge.

evaluation

After successful implementation in the company, a career interview can demonstrate a high degree of achievement in terms of employee development, targeted selection of young managers and the creation of a communication culture in the company.

However, a crucial problem lies precisely in the area of ​​introduction and implementation of this instrument. When it is introduced, the sense of the instrument must be recognized and promoted at all hierarchical levels of the company. This includes a detailed description of the internal career paths and development opportunities as well as their access modalities and obligations. This creation of transparency makes it easier for superiors and employees to use this tool and simplifies the comparison of the company goals with the personal goals of the employee. If there is no clear development structure, there is a risk that employees with high potential will leave the company due to a lack of career orientation opportunities. However, it should not be neglected that there are definitely employees who are satisfied with their current position. For these employees, an imposed mandatory mode of career discussions can create pressure to develop. In order to make a good impression on the supervisor , goals are formulated that the employee does not want to represent.

The long-term implementation of career-promoting discussion content requires a certain company structure and size, which offers a variety of internal career paths in the first place. For smaller companies , the development opportunities are very limited due to the structure. In this case, both participants in a career interview must be aware that the company's demand for qualifications may not match the employee’s offer of qualifications. Due to the limited opportunities for advancement, leaving the company may be an option if the employee has a strong career orientation.

bibliography

Individual evidence

  1. ↑ Nicolas Gonin, Daniel Fahrni, Rachel Knecht: Management Development Systems. Assessment process for the selection and development of executives. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, p. 89.
  2. ↑ a b Astrid Eberle, Sabine Racky: Investigation of the acceptance of personnel and target agreement interviews. In: Mannheimer Contributions 1, 2003, p. 21.
  3. ↑ Heinz Schuler , Yvonne Görlich: Determination of success-relevant characteristics of employees through performance and potential assessments. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 235.
  4. ↑ Charlotte Kastenmeyer: Success factors in personnel work in IT companies. Study by People in Process GmbH.
  5. ↑ Daniel F. Pinnow: Leadership: What It Really Matters. Business publisher Dr. Th. Gabler, Wiesbaden 2005, p. 279.
  6. ↑ Ingrid Czulkies: Employee interview as a management tool from personnel management - Initiative Handwerk NRW, Handwerkzentrum Ruhr.
  7. ^ A b Daniel F. Pinnow: Leadership: What It Really Matters. Business publisher Dr. Th. Gabler, Wiesbaden 2005, p. 253 ff.
  8. ↑ a b Heinz Schuler , Yvonne Görlich: Determination of success-relevant characteristics of employees through performance and potential assessments. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 245.
  9. ↑ Eberhard Ulich: Learning and development potential in work. Contributions of industrial and organizational psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 156 f.
  10. ^ Robert Zaugg: Sustainable Personnel Development. From training to competence management. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, p. 23.
  11. ↑ Norbert Thom: Trends in personnel development. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, p. 7.
  12. ↑ Norbert Thom: Trends in personnel development. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, p. 11.
  13. ↑ Ralph Heller, Ingrid Pfanzelt, Holger Schuhmacher: Systematic evaluation and promotion of potential candidates. In: Joachim Gutmann, Karlheinz Schwuchow (Hrsg.): Yearbook Personnel Development and Further Education 2004: Practice and Perspectives. Luchterhand, Munich 2003, p. 212 ff.
  14. ↑ Astrid Eberle, Sabine Racky: Investigation of the acceptance of personnel and target agreement discussions. In: Mannheimer Contributions 1, 2003, p. 21 ff.
  15. ↑ Heinz Schuler , Yvonne Görlich: Determination of success-relevant characteristics of employees through performance and potential assessments. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 244 ff.
  16. ↑ a b Ralph Heller, Ingrid Pfanzelt, Holger Schuhmacher: Systematic evaluation and promotion of potential candidates. In: Joachim Gutmann, Karlheinz Schwuchow (Hrsg.): Yearbook Personnel Development and Further Education 2004: Practice and Perspectives. Luchterhand, Munich 2003, p. 211.
  17. ↑ a b Andreas Krapp, Bernd Weidenmann: Development-promoting design of learning processes. Contributions of educational psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 84 f.
  18. ↑ Ute Leber: Financing of in-company further training and securing your income. A theoretical and empirical analysis with the data of the IAB Establishment Panel 1999. In: Mitteilungen aus der Arbeitsmarkt- und Berufsforschung 33, 2000, p. 232 ff.
  19. ↑ Götz Lederle, Detlef Schneidawind: Human capital as a strategic competitive factor. In: Joachim Gutmann, Karlheinz Schwuchow (Hrsg.): Yearbook Personnel Development and Further Education 2004: Practice and Perspectives. Luchterhand, Munich 2003, p. 16.
  20. ↑ Daniel F. Pinnow: Leadership: What It Really Matters. Business publisher Dr. Th. Gabler, Wiesbaden 2005, p. 253 f.
  21. ↑ Randall K. Filer, Daniel S. Hamermesh, Albert E. Rees: The Economics of Work and Pay. 6th edition, Longman, New York 1996, p. 114 f.
  22. ↑ Ute Leber: Financing of in-company further training and securing your income. A theoretical and empirical analysis with the data of the IAB Establishment Panel 1999. In: Mitteilungen aus der Arbeitsmarkt- und Berufsforschung 33, 2000, p. 236.
  23. ↑ Ute Leber: Financing of in-company further training and securing your income. A theoretical and empirical analysis with the data of the IAB Establishment Panel 1999. In: Mitteilungen aus der Arbeitsmarkt- und Berufsforschung 33, 2000, p. 229.
  24. ↑ Astrid Eberle, Sabine Racky: Investigation of the acceptance of personnel and target agreement discussions. In: Mannheimer contributions 1, 2003, p. 23.
  25. ^ Lutz von Rosenstiel: Development of values ​​and interpersonal competence. Contributions of social psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 110 f.
  26. ↑ Astrid Eberle, Sabine Racky: Investigation of the acceptance of personnel and target agreement discussions. In: Mannheimer Contributions 1, 2003, p. 25.
  27. ↑ Heinz Schuler , Yvonne Görlich: Determination of success-relevant characteristics of employees through performance and potential assessments. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, p. 240.

literature

  • Randall K. Filer, Daniel S. Hamermesh , Albert E. Rees: The Economics of Work and Pay. 6th edition, Longman, New York 1996.
  • Daniel F. Pinnow : Leadership: What really matters. Business publisher Dr. Th. Gabler, Wiesbaden 2005.
  • Tomas Bohinc: Building a career without being a boss. Practical guide for a successful specialist career. GABAL, Offenbach 2008.
  • Astrid Eberle, Sabine Racky: Investigation of the acceptance of personnel and target agreement interviews. In: Mannheimer contributions 1, 2003, pp. 21-27.
  • Regina Fiege, Peter M. Muck, Heinz Schuler : Employee interviews. In: Heinz Schuler: Textbook of Personnel Psychology. Hogrefe Verlag, Göttingen 2001, pp. 433-480.
  • Nicolas Gonin, Daniel Fahrni, Rachel Knecht: Management Development Systems. Assessment process for the selection and development of executives. In: Norbert Thom , Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, pp. 83-100.
  • Ralph Heller, Ingrid Pfanzelt, Holger Schuhmacher: Systematic evaluation and promotion of potential candidates. In: Joachim Gutmann, Karlheinz Schwuchow (Hrsg.): Yearbook Personnel Development and Further Education 2004: Practice and Perspectives. Luchterhand, Munich 2003, pp. 210–217.
  • Andreas Krapp, Bernd Weidenmann : Development-promoting design of learning processes. Contributions of educational psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, pp. 84-107.
  • Ute Leber: Financing of in-house training and securing your income. A theoretical and empirical analysis with the data of the IAB Establishment Panel 1999. In: Mitteilungen aus der Arbeitsmarkt- und Berufsforschung 33, 2000, pp. 229–241.
  • Götz Lederle, Detlef Schneidawind: Human capital as a strategic competitive factor. In: Joachim Gutmann, Karlheinz Schwuchow (Hrsg.): Yearbook Personnel Development and Further Education 2004: Practice and Perspectives. Luchterhand, Munich 2003, pp. 14-19.
  • Lutz von Rosenstiel : Development of values ​​and interpersonal competence. Contributions of social psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, pp. 108-137.
  • Heinz Schuler, Yvonne Görlich: Determination of success-relevant characteristics of employees through performance and potential assessments. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, pp. 235-269.
  • Norbert Thom: Trends in personnel development. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, pp. 3-18.
  • Eberhard Ulich : Learning and development potential in work. Contributions of industrial and organizational psychology. In: Karlheinz Sonntag (Ed.): Personnel development in organizations. 3rd edition, Hogrefe Verlag, Göttingen 2006, pp. 138–176.
  • Robert Zaugg: Sustainable Personnel Development. From training to competence management. In: Norbert Thom, Robert J. Zaugg (Hrsg.): Moderne Personalentwicklung. Recognize, develop and promote employee potential. 2nd edition, Betriebwirtschaftlicher Verlag Dr. Th. Gabler, Wiesbaden 2007, pp. 19-41.

Web links