Career management using job trees: charting a path through the changing organization.: An article from: Human Resource Planning

This digital document is an article from Human Resource Planning, published by Human Resource Planning Society on December 1, 1994. The length of the article is 5416 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the author: The traditional hierarchal career paths for many jobs have been eliminated through changes in the job market, organizational restructuring, and the 'downsizing' of middle management in many organizations. The next job has become a moving target for many employees. While academics and practitioners alike advocate lateral moves and internal transfers as ways to gain and keep employee skills, specific ways to make this happen have been lacking, particularly when the jobs cross functional lines. This article describes a technique to help line managers, human resource specialists, and interested employees identify previously uncharted career paths for internal transfers using a technique called Job Trees. These combine some traditional skill identifications with organizational unit characteristics, work flow patterns, and other data representing how the organization operates. An example Job Tree is shown, and data collection techniques and implementation issues are discussed.

Citation Details
Title: Career management using job trees: charting a path through the changing organization.
Author: Robert H. Vaughn
Publication:Human Resource Planning (Refereed)
Date: December 1, 1994
Publisher: Human Resource Planning Society
Volume: v17 Issue: n4 Page: p43(13)

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