Organizational career management is defined as the process of ensuring the career development of employees in line with the needs of the organization and managing the progress of the organization in the horizontal and vertical hierarchy levels. However, it should be noted that it would not be a correct approach to consider organizational career management only in line with the needs of the organization. As explained in individual career management, it should be taken into account that employees also have goals related to their own careers. For this reason, in organizational career management, the needs of the employees as well as the needs of the organization should be taken into consideration. In the light of the information in question, it can be stated that the purpose of organizational career management is to match and integrate the needs of the organization with the needs of the people.
Organization size is also directly related to organizational structure. Accordingly, it can be stated that there is a trend towards hierarchical structure as the number of employees increases. It is seen that there are fewer hierarchical levels in small organizations compared to large organizations. It is also noteworthy that small enterprises have a more flexible and more informal structure. Accordingly, the needs of organizations differ depending on the size and structure of the organization. The financial situation of the organization may also cause different needs to arise. Accordingly, it is argued that organizations with strong financial status can allocate a budget to organizational career management more easily. The conditions of the market in which the organization is located also differentiate the needs of the organizations. Market conditions express the structure, limits and speed of development of the market. Market conditions also affect the growth or shrinkage decisions of organizations. According to this, organizations can grow by adding new goods and services, entering new markets or adding new operations to their production processes. In addition, they can go on the path of growth by increasing their existing goods and services, existing markets or existing production processes. Growth often brings with it recruitment. Downsizing can occur in different ways. Accordingly, downsizing may occur in the form of an incentive for early retirement. It is stated that this constitutes the first phase of downsizing. Another type of downsizing may occur in the form of a product or withdrawal from the market. Accordingly, the department belonging to that product or market will be closed and the people working in that department will either be transferred to other departments or be dismissed. Similarly, downsizing can be accomplished by reducing the number of employees throughout the organization without closing any departments. In this case, the same job will be performed with fewer employees. Another way of downsizing is step-down. Decreasing the level, which means shortening the distance between the lowest level and the top level of the organization and reducing the number of levels in between, is usually carried out by removing various jobs and functions in the middle level of the organization. Decrementation also leads to the use of external resources in the realization of many activities that are not at the center of the basic functions of the organization. As it can be understood from its definitions, downsizing brings with it the dismissal of employees, unlike growth. Increasing labor productivity is an important issue, especially due to increasing labor costs.
Accordingly, the needs of organizations that want to increase labor productivity will be shaped accordingly. In labor productivity, labor turnover and absenteeism issues should be taken into account. Workforce turnover is defined as a phenomenon created by employee entry-exit (hiring and dismissal/leaving) movements that occur in a certain period in an organization. High labor turnover rate is undesirable as it increases costs and negatively affects productivity. Absenteeism indicates that employees are not at work at the scheduled time. When it comes to absenteeism, it should not be understood only not coming to work at all. According to this, coming to work late, leaving work early, and not being at work during working hours are also considered as absenteeism. The high rate of absenteeism is seen as an undesirable situation, as it increases costs and negatively affects productivity, just like in the workforce turnover. In addition to explaining the needs of the organizations, the needs of the employees should also be emphasized. As can be seen in Figure 2, the needs of employees, which organizations should consider in organizational career management, can be examined at two levels as personal and professional. The issues that are important in examining the needs of the employees at the personal level are listed as the support of the spouse if married and family responsibilities. The issues that come to the fore in examining the needs of the employees at the professional level are career stage, education, desire for promotion and job performance. Spousal support and family responsibilities if married, which are at the personal level of employees’ needs, will be outlined. Accordingly, if the person is married, it should be taken into account that his needs may differ depending on the support of his spouse, and his needs may also change according to the family responsibilities he undertakes. Career phase, education, desire for promotion and job performance, which are at the professional level of the needs of the employees, will also be explained in general terms. Accordingly, it can be stated that people’s needs will differ according to the stage of their careers, their education, their desire for promotion and their job performance.
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