Career guidance. Why ?

The explicit message of theories for career guidance is that people who lead organizations should take into account the differences when organizing their human resources. Management practices that treat everyone equally, which at a superficial look seem the most honest thing, inevitably treat some people unsatisfactory and remove their work efficiency. Valuing the differences in career guidance is a very appropriate way to capitalize the DIVERSITY.

Senior managers who create HR policies and practices sometimes mistakenly assume that all reasonable employees prefer largely the same things as themselves. As a result, they create a system of rewards and promotions that conflict with the career orientations of others. Those who find their satisfaction in the technical and functional aspects of a profession, will find that they need to leave their technical positions and accept managerial roles if they want to have higher material compensation, status and influence within the company.

The absence of a technical non-managerial route to prestige and higher rewards bring a dilemma to these people. If they choose to remain with the technical work they love, they are going to feel inequality and they can decrease their efforts or start looking for another company to treat them in what they consider a fair manner. The manager (with managerial motivation) does not really understand how an employee who refuses a "good" promotion may feel treated unfairly.

This situation derives from misunderstanding the individual differences and the assumption that "people are either like me or are weird".

On the other hand, if the person with technical motivation falls to the temptation of accepting a managerial post, the result will be his/her own dissatisfaction and low performance potential in the new job, despite the additional rewards. Putting employees in such dilemmas does not only incur human costs, but also organizational, associated with diminished motivation and human resources mismanagement.

To treat differently people with different needs not only that gives satisfaction to those involved, but also helps the organization to achieve its goals.

Therefore, the following steps should be taken:

  • Understanding and identifying the key individual differences that shape the employees' reactions to the so-called opportunities
  • Identifying the key positions and the situational factors that are congruent with each of these features
  • Developing ways to accommodate the people to the congruent professional environment factors