Organizational career management consists of integrating organizational career management with the needs of the organization, determining career paths, informing employees about career opportunities, evaluating employees and providing developmental feedback, integrating organizational career management with the needs of employees and presenting career development activities.
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. As explained in detail in the section above, the needs of organizations vary according to the size of the organization, its structure, financial situation, market conditions, growth and downsizing decisions, and labor productivity. The needs of organizations on these issues should be integrated with organizational career management. In terms of organizational size and structure; it is generally seen that there are no formal and professional policies on career-related issues in small organizations. As the size of the organization increases, the probability of formal fulfillment of activities related to organizational career management also increases. When analyzed in terms of financial situation, it is claimed that organizations with strong financial situation can allocate budget to organizational career management more easily. However, another important factor here is the support of the top management. Accordingly, the support of the top management is needed for the success of organizational career management. Considering the conditions of the market in which the organization is located, for example; If the market in which the organization is located requires the use of a new technology, the issue to be decided in terms of organizational career management will differ in terms of hiring new employees who will use this new technology or training existing employees. The growth decisions of the organization will reveal the need for workforce. Issues such as the decision to meet the said workforce need from within or outside the organization, and on what basis the promotion or transfer decisions will be made are important in organizational career management. Decisions to downsize the organization may similarly lead to layoffs. Rank reduction studies are directly related to organizational career management. Accordingly, the decisions to be made regarding the middle level managers who are most affected by the reduction activities should be integrated with the organizational career management. The organization’s decisions to increase workforce productivity may require career development activities to be brought to the fore.
Career path, with its most general definition, is explained as listing the job positions in an organization. In order to determine career paths in an organization, job analysis must be done first. Job analysis is defined as the study of determining the duties, responsibilities and working conditions of the jobs. Thus, with job analysis, similarities and differences between jobs are also revealed. With job analysis, it also tries to determine the knowledge, skills and abilities that people who will do these jobs should have. Jobs whose similarities and differences are revealed as a result of job analysis are brought together in line with their similarities and job families are formed. The next step is to decide how to progress within and between business families. Thus, career paths are determined.
