Blog 11: Chp 15

The corporate world offers opportunities for career counselors; however, these they are limited (Brown, 2012). The business may employee one of their own (i.e. manager) to develop, imply, and asses a career development program.  A benefit of this is that the employee has a better idea and understanding of what the company wants because he or she is part of the infrastructure; whereas, a career counselor would have to spend considerable time developing an understanding of the business in order to best serve their clients.  The context the client functions in is a key element to understanding how career counseling can be the best use to them (Blusetin, McWhirter, & Perry, 2005; Brown, 2012).  Moreover, an employee within the company delivering a career counseling program is more accessible than a career counselor from an outside agency.  Similarly, Brown (2012) suggested in a previous chapter that schools could bring in previous students, whom graduated, to talk with current students about careers.  Thus, demonstrating the positive attributes of using in-house employees as “career counselors”.   Although, a major pitfall cultivates for obvious reasons:  the employee is not a career counselor.

There are several problems when a business decides to use an employee as a facilitator of the career development program.  Employees and managers are not certified career counselors and did not go to school for that profession which could result with the manager developing negative preconceived notions about employees.  The second, issue arises with confidentiality.  For example, a manager whom is giving career development assistance may break confidentiality with fellow managers, employees, and bosses.  How do employees perceive the manager in terms of being trustworthy or untrustworthy?  From business to business the answer to this question can be starkly different; therefore, a corporation would need to assess the perceptions of their employees before deciding to use a career counselor or manager (Brown, 2012).  Lastly, most businesses see career development programs as a way to enhance their bottom dollar (Brown, 2012).  A major focus would be on how the company benefited from the career development program but not necessarily how each employee seeking the services benefited.  In the world of counseling the individual seems to be of utmost importance, typically superseding the needs of the group.  In the case of an employee not benefiting from the corporation’s career development program, he or she may not seek or return to career counseling?  And the career development program that only allows for career information within the company and internal resume building surely is doing a disservice to their employees.

Career development programs can be quite useful for businesses and employees (Brown, 2012).  Nevertheless, there are risk for the business and employee.  These risks should be made salient to the employee by explaining the services they will receive and those that they will not receive (Brown, 2012).  Informing employees of the purpose of each step in the development of a career program will benefit both parties.  Moreover, information on receiving career counseling (outside of the corporation) should be made available.

Bluestin, D. L. , McWhirter, E. H., & Perry, J. C.  (2005).  An emancipatory communitarian approach to vocational development theory, research, and practice.  Counseling Psychologist, 33, 141-179

Brown, D. (2012).  Career information, career counseling, and career development (10th ed.). New York: Pearson Education, Inc.