Editing Career development (section)

==Career development perspectives: individual versus organizational needs==
An individual's personal initiatives that they pursue for their career development are primarily concerned with their personal values, goals, interests, and the path required to fulfill these desires. A degree of control and sense of urgency over a personal career development path can require an individual to pursue additional education or training initiatives to align with their goals.<ref name="McDonald 2016" />{{Rp|16–17}} In relation, John L. Holland's 6 career anchors categorizes people to be investigative, realistic, artistic, social, enterprising, and conventional, in which the career path will depend on the characteristic that an individual may embody.<ref>{{cite web |title=Hollands Occupational Personality Types |url=https://www.hopkinsmedicine.org/fac_development/_documents/lisa_heiser_faculty_development_handout.pdf |access-date=December 14, 2020 |website=HopkinsMedicine.org }}</ref>

The factors that influence an individual to make proper career goal decisions also relies on the environmental factors that are directly affecting them. Decisions are based on varying aspects affecting work-life balance, desires to align career options with their personal values, and the degree of stimulation or growth.<ref name="McDonald 2016" />{{Rp|19–20}}

A corporate organization can be sufficient in providing career development opportunities through the Human Resources functions of Training and Development.<ref name="McDonald 2016" />{{Rp|38–44}} The primary purpose of Training and Development is to ensure that the strategic planning of the organizational goals will remain adaptable to the demands of a changing environment.<ref  name="McDonald 2016" />{{Rp|38–41}} Upon recruiting and hiring employees, an organization's Human Resource department is responsible for providing clear job descriptions regarding the job tasks at hand required for the role, along with the opportunities of job rotation, transfers, and promotions.<ref name="McDonald 2016" />{{Rp|46}} Hiring managers are responsible for ensuring that the subordinates are aware of their job tasks, and ensure the flow of communication remains efficient.<ref name="McDonald 2016" />{{Rp|40–46}} In relation, managers are also responsible for nurturing and creating a favorable work environment to work in, to foster the long term learning, development, and talent acquisition of their subordinates. Consequently, the extent to which a manager embraces the delegation of training and developing their employees plays a key factor in the retention and turnover of employees.<ref>{{cite journal |last1=Barbose de Oliveira |first1=Lucia |last2=Cavazotte |first2=Flavia |last3=Dunzer |first3=Rodrigo Alan |date=2019 |title=The Interactive Effects of Organizational and Leadership Career Management Support on Job Satisfaction and Turnover Intention |url=http://dx.doi.org/10.1080/09585192.2017.1298650 |journal=The International Journal of Human Resource Management |volume=30 |issue=10 |pages=1583–1603 |doi=10.1080/09585192.2017.1298650 |s2cid=157077109 |via=Routledge, Taylor and Francis Group |url-access=subscription }}</ref>