Any strategy requires a clear set of roles and accountabilities, and career strategies are no different. The role of line managers, HR professionals, career coaches and mentors are all explored in some detail. Line managers for example, have many tensions in their role that can prevent some of the intentions behind career strategies from being effectively implemented.
Many of the talent management occurring in organizations focus strongly on the identification of talent and establishment of pools of people with potential. Often, however, it is not clear what the company plans to do with these newly identified groups and how individuals should grow their careers. Online MBA contrasts growth opportunities which stem from role changes, such as secondment and overseas assignments, with opportunities which run alongside the job, such as projects or action learning.
In current uncertain world, many companies are keen to encourage their employees to take control of their own careers and take responsibilities for seeking out opportunities to grow and develop future. One year executive MBA looks explains how you can encourage this self- reliance on careers in companies and what sort of tools you might need to make available to support this approach.
The range of self- help tools and resources are explored, as well as how theories on individual career development, such as career life stages, contribute to people’s own understanding of their careers.
Online MBA courses are designed in such a way to be interest to senior and line management looking to enhance their talent and motivate their own teams in their careers.

One Reply to “Developing Career Self- Reliance Amongst Your Talent”

Leave a Reply

Your email address will not be published. Required fields are marked *