Management and employee development will become much more a
process of initial selection based on competency profiles that will have
been built up from actual work histories. Socialization and training will
fall much more on the individual and will be designed as learning
exercises rather than teaching or training programs. Organizational culture
will be acquired by self-socialization, observation, mentoring and
coaching. Career pathing and career development will become a more
negotiated process between the individual and members of project teams
rather than a corporate centralized activist (1997).At the same time his employer would definitely appreciate his value and would
welcome his actions as long as they are in line with his work related responsibilities.
According to Bhatia and professor Singh, career planning has become the concern of the
organizations in order to retain competent employee (2000).This has been explained by
Gillie and Gillie as-
As with most social phenomena, it is neither possible to grasp all of the
inputs of the career development process nor all of the outputs. It may not
be possible to generalize returns from one audience to another. The
number and intensity of interventions vary as do the professionals who
apply the interventions. (2003, p. 8)Sometimes back the career development path/pattern could easily be traced within
one and the same organization where the individual has entered his professional life, but
now in the ever changing business environment the nature of employment is not the
same. According to Holbeche it usually happens that when an individual joins a firm they
are thought to be responsible for managing their careers (1999). Organizational re-
engineering, contingent work force and temporary contractual services has resulted in
highly inconsistent career paths and therefore, the process of career development is now