Organizational Career Development Versus Employee's Career Needs in Hungary

Brigitta Szabó-Bálint
2019 Proceedings of the 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management   unpublished
The aim of the study is to prove that individuals still need the help of their employer to develop their career. Therefore, the paper investigates what kind of career support the employees expect from their employers and compare them what they actually receive from the organization. The focus is on the career development tools applied by the organizations. Using quantitative research methods via an online survey of 1000 Hungarian employees, this study explores the extent of career development
more » ... chnic usage. It explores the solutions which are preferred by the individuals and also demonstrates the tools used by the organizations. Furthermore, the expected and perceived career support from different actors (managers, HR representatives, mentors, colleagues or external consultant) of the career process is measured and the perceived career opportunities are also evaluated. The most frequently applied tools are special work tasks, project work, networking opportunities, training opportunities and performance appraisal as a basis for career planning, as well as mentoring and coaching. The most often used career management solutions are applied mostly by the most employees therefore we can conclude that these are the most popular career interventions. All career management solutions were rated as useful by the respondents on average. However, the efficiency order set by respondents is different from the frequency of use. Career management tools that are evaluated most effective by employees are the following: training opportunities, projects to stimulate learning, networking opportunities, special tasks and promotion, succession planning. On average, respondents were partially informed and career prospects partly meet their expectations. Majority of the workers would expect help in developing their careers, but only few of them actually get support. In conclusion the employers should consider to apply certain career management tools more often as they do or they should involve in it more workers. For more effective cooperation, it would be worth to inform better their employees about career opportunities and give them more career support because they would require it.
doi:10.46541/978-86-7233-380-0_35 fatcat:pam3zkrysfhrvl2t5gsupud6da