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Variables considered while providing career Assessment advice

The previous section indicates the need to expand the career assessment field to include concepts that will help job seekers match up with the employers and jobs they will find conducive to their success and satisfaction given the constraints of the current labor market. Most Career development research explores the links between individual’s skills, abilities interests and potential careers. We believe career assessment activities should be related in some statistical sense to future job performance and /or satisfaction. We categorize these job performance and satisfaction domains based on four different considerations. Each of these is discussed separately and each should be considered when evaluating career direction.

 

 

(a)?   Technical Fit.

This is the most common area of career assessment and is the basis of most assessment of interests, skills, abilities, aptitudes and knowledge. The coerstone of a good career assessment measure should be an understanding of what a person likes to do and how well he or she will perform in that area. Career assessment professionals should continue to assess people based on their technical fit but also be willing to expand their assessment work into the following three domains.

 

 (b)  Personal Fit

This category of career assessment is based on measures of normal personality .Measures of normal personality don’t conce a person’s ability to perform a job rather they tell us about how a person will interact in the work place, if he/she is motivated to do a good job, and how well that person will get along with others, How well he/she will perform under stress and whether he/she wants to lea and expand his/her capabilities past current boundaries. This careers assessment category can be evaluated using most well developed measures of normal personality. The relationship between these measures of normal personality .The relationship between these measures and potential job performance are very strong and can be used to help individuals develop the characteristic associated with successful job performance in a chosen field or choose alteate fields that are more compatible with their characteristic.

(c) Management fit

The Management fit category has largely been overlooked by the career assessment profession because there are few measures available to assess management fit prior to employment. The Popularity of This category has increased as companies try to find their “diamonds in the rough ’’and incorporate successions planning and placement procedure into their organization. There are two points about management fit measures. First, these measures should be used in conjunction with technical and personal fit measures to provide the most compressive list of management/ non management career options.

 

Second , it is very important that career assessment professionals work with organizations to define alteative career path for potential individual contributors .A well validated measure of management fit can be used to predictmany job related behaviors associated with management success and failure.

 

 

(d)  Organization fit.

Although organizational fit has been overlooked as a career assessment category, it add a unique dimension to the career assessment field .As a job market titans and fewer good people to hire available to hire, it become important for individuals and employers to share similar values and be motivated to pursue the same goals the links between shared values employee performance, satisfaction and retention have been well documented. Further more , tuover is extremely expensive and organization understand that it is it far easier to recruit and retail people whose values fit those of the organizationthen it is to change the organization to meet employees needs organization fir measures also assess characteristic known as organizational citizenship behavior are known to be associated wit enhanced performance . Career assessment professionals should understand how we to use this satisfaction category to make career recommendation.

Conclusions as the 21st century begins, Career assessments professionals are at a cross road with the respect to the direction and influence of their profession in the world job market place. Based on existing research and our understanding of job satisfaction and performance, we suggest the following conclusions.First, the career assessment filed should evolve to meet the changing demands of both future employees and organization, as dictated changes in technology and global economy

Second, career assessment should not be one time look at an individual potential career avenue; rather it should be an ongoing continuing task.

Third, organization will increasingly seek outside assistance to develop alteative career paths, and career assessments professionals are the prime candidate for this undertaking.

This is a further expansion of the role of the career assessment professional but one that should be embarrassed enthusiastically. Finally in order fully to meet the need of organization and individuals, Career assessments professionals shouldevaluate Personal fit , Management fit, Organizational fitin additionto Technical fit in order to help people make optimal career decision.