We have had a number of top-level managers complain to us recently that their direct reports were expecting them to manage their careers. This highlights an interesting conundrum about managing your career in the early 21st century – who’s responsibility is it?
Up until the 1990s employees would have had a belief that their manger was heavily involved in developing their career progression; or maybe an internal mentor. In the last couple of decades this consensus no longer holds and there is quite a large variation in models of career development in the organisations we come across.
In the main, we find a great many companies believe career management has simply become an individual responsibility for each employee. We still hear plenty of stories of mentors taking an active role, HR offering career management programs and the person’s direct manager taking a leading role in guiding and shaping careers. But, understandably, the primary belief is each individual should be in the driving seat of their career.