****** Industry Furniture- * *** ****** ******** ******************* ***************************** ***** ************ industry ********** * *** ****** ******** initiativeIntroductionThe ******** ******* ******* was ** ******** *** ********* * *** career ******** initiative for ****** ******** ********* *** company ***** ****** planning and ******** *********** in *** human ******** department a ********* ***** ********* ***** *********** their career goals *** ********** ***** working ** *** company *** ** process ** the ******* ***** *** managers ***** respond to *** ********** ****** development requests ** order ** **** **** this * ***** ******** professional Jayson ********** ***** ******** ** ********** career development discussions **** *** **** ****** ******* the managers *** ********* *** ******* that *** ********* are ******* *** ******* while ********** * new ****** ******** initiative ** ***** ******** * ****** ******** ***** *** **** ** *** employees ** complete *** **** ***** report aims ** ******* ****** in ****** ******** ********* ********* career *********** *** ******* more suitable ********* ** help ** ********** ****** ************** ******* **** ** *** ****** ** ** ********* *** stages ** ****** ******** *********** understand *** personnel ** *** initiative *** ****** **** ** ************ *** *********** for ****** *********** ********************* company is ******** ********* in ********* *** organization *** ** *********** **** ** ***** include *** ****** ********** ***** ******** department *********** department ********* ********** ******** ********** department supply chain ********* ********** and ******** growth department among ****** *** ******* ** ****** ** ******** *** oversee *** ******* functioning ** the ******* the **** ** **** ********** *** ********* *** **** ******** ** ******** *** company’s *********************** ******* *** **** issues ********* ** *** case study are ********** ****** where the ********* **** ******** **** *** ********** ********** roles *** ******* might be having for them lack of ****** planning and ******** *********** in the ***** resource ********** *** lack ** mechanisms ** *** ******* ***** ********* ***** communicate ** ***** ****** ***** and ********** while ******* in *** ******* *** no ******* ** *** ******* ***** the managers could ******* ** the employees’ ****** *********** ******** ***** was **** an ***** ** ******* ******** promotion ** ******** ********* were introducing ****** *********** *********** that **** **** formal ******* *** ******** *** ********* *** ensuring **** *** ********* were ******* *** program—introducing * *** ****** ******** initiative by ***** ******** * ****** planning guide *** **** of the employees ** ****************** ***************** oneFor ****** ** **** the ********* ****** ***** ********* ***** in *********** ******** ************* *** psychological ******* within their ******* how ***** want ** **** **** the ********* ****** ******* *** employees *** ************* ***** When every ******** has a *** ** ************* goals ** ** **** ** accomplish ******** *** developmental ********** The **** ***** ***** **** the ********* ********* ** *** **** any ************* ***** ********* by *** **** **** **** ** **** ***** ** find ***** *** through work ***** ***** developmental ***** ******* ********* training ******* ** ***** ****** paths ** going ** * career development conference **** ***** **** *** ********* ****** their ****** ***** ****** *** ************** tool ** helping **** ******** ****** ** ********** development **** concerning ***** ****** ***** *** ******* ****** *** ********* goals *** **** *** ******** **** within *** ***** ** ***** careers *** ******* a *** target ***** * ******** time ** ***** **** set up ******** ****** *********** ************* **** *** ************** informal mentoring networking knowledge-sharing *** *** ********* which is essential ********** **** ********* *** ******* *** **** excellent career development ** **** *** no ***** ************ ****** ** ** this case ***** ***** include working **** *** managerial ********* ** the company ** create internal job ************* *** *** ********* **** **** ** ** ************ to *** ********* be **** *** *** employees ** view *** **** a **** ********* for *** *** ***** ******* Jayson ***** **** offer career ******** to employees ** ********* *** **** skills *** ********* ** **** ************* to individuals **** *** **** ****** ****** ********* *** *********** ****** ***** ******* ***** ****** he ***** utilize *** ****** development information **** ** offer ****** ****** checklists *** ****** ********** **************** ********* in *** *********** ** ****** planning initiatives *** *** *********** individual ******* ******** ******** *** ***** ******** ** ****** counseling ** the *********** management processes **** ******* ** ******* *** *********** ** *** ********* **** categories *** ***** ******** ****** ** ** ***** *** employees ****** ** ******* ** explain ***** *********** while *** managers ******* ** **** **** they would ****** ** *** ******** development ******** ***** where *** ********* **** ******** *** ************* **** either their managers ** *** ***** ********* ******* ***** ******* * ******** *********** **** ** **** **** ** *********** and *********** *** ************ *** *************** *********** is *** **** ***** achieved by job *********** ******* ******** ** *** ********* counseling *** ********** them ** their ******** ********* ** association **** *** use ** performance ********** processes *** identifying *** ********** *********** ***** *** next ***** ** *** ********* ***** where a *** ******** employees ** ******** are ******* *** ******* ******** ** *********** ********* to them This **** ** complement learning on *** *** *** **** the ****** and ********* that *** *** needs *** **** of ********* is ** ****** ** **** they **** **** *** job ** *** present *** ****** times *** **** action ****** individually ** **** their ******** in *********** **** ** ** 2019) On *** ***** **** the managers help the employees ****** their short- or long-term *********** goals *** support *** employee *********** ********** stages are ****** ** ** *** ********* six steps; *** assessment ***** *** analyzing *** skills set ************* ***** for ********** *********** ***** ********** ***** ********* ***** and transition stage where ********* *** ********** ** *** ********** ****** ** their careersQuestion ******* *** ****** *** ****** ** implementing *** career ******** ***************** the *********** should ** **** ** conjunction **** *** *********** evaluation ******* In *** *********** ********** process the ************ checks to *** if *** *********** personnel ********* ******** and ********* **** met the ****** ** ********* ************* ***** ****** this evaluation ******* ** ** **** ** ******** ***** in *** ********** *********** that **** to ** ****** on ** ******* company ************ During this ****** ** ***** ** ********* ** ********* * ****** ******** ********** ** **** *** ********* *** *** ******** to ******* ***** ****** positions ********* *** ************* ***** ******* 2021) **** **** *** **** ********** **** ** *** ****** * ***** time as ******* ** first *********** *** *********** ********** process ****** ************ ****** ******** ************** persons *********** *** ****** planning initiatives are *** ******** The ******** **** the employees to ****** their ***** ** long-term development ***** *** support *** ******** *********** ***** **** ******** *********** ********* or ****** abilities and ************ that ********* **** for **** ** be effective in their ********** positions **** **** ******** the specific steps ***** **** to ** ***** ** *** employees *** how to ********** **** ** *** other **** *** ****** **** focuses ** ********* *** *********** clarity in *********** ***** and as **** is not *** **** ********** ********** *** ************ ****** planning ************** *********** ********* *** ********* *** ********* career planning forms ** *** ********* include *** ******** *** *** human ******** ********** *** ******** ******* **** ****** *** employees’ ***** ******* the ******** and development ** ********* help in ******** * ********** ******** ******* **** * ******** ******** ** ******** ****** goals *** ********* ********* *** job-shadowing ********* ***** Hite 2018) ** the other hand *** ***** ******** **** helps ***** *** employees ** the right ********* *** assists **** ** ********** ***** *** ******* ** ***** ***** career destination ***** ***** ***** ****** ** ** *** ********** ****** development *** ****** ******* ** ************ goals ReferencesAli Z ******* * & ******* * ****** ******* ********** ******** ** ******** performance: *** ********* ***** of ****** *********** *** *********** ********* Australian Journal ** Career *********** ***** ************ M ***** ******* * * ****** ****** *********** *********** *** *********** ********** *********** and ********** ** * ***** ********** *** Labour ******* 0258042X221083132McDonald K * ***** Hite * * ****** Conceptualizing *** ******** *********** careers ***** ******** *********** Review ***** 349-372Stone R * *** A ***** Gavin * (2020) ***** ******** management John ***** ***** SonsWerner * * ****** ***** ******** development: talent development Cengage **********

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