Career Development Service Assessment

Career Development Service Assessment 1
CAREER DEVELOPMENT SERVICE ASSESSMENT
By
Student’s Name
Course Name
Professor’s Name
Affiliation
Date

Career Development Service Assessment 2
Career Development Service Assessment
A. Prepare a critical analysis of the above results
This career development service tailored towards disengaged youths aged between 17 and 25
years in Melbourne is considerably effective in its outreach mission. However, the program does
have short comings when it comes to the provision of quality services due to misperceptions held
by case workers and consortium management on career development services. Secondly, the
results indicate that the caseworkers and other team members are dedicated to helping client
secure long-term employment; nevertheless, the team is plagued by time wastage issues and poor
professional skills related to career development theories (Bičkovska, 2016). Overall, the
program could realize better result given quick access to new and updated information, improved
training programs/workshops for caseworkers and consortium managers.
B. Strategies needed to implement for continuous improvement and monitoring for a
quality career service
There are five key strategies that can be implemented for continuous improvement in service
quality. The first strategy is the institution of comprehensive, mandatory, and immersive training
programs for all team members. This strategy will ensure that the caseworks and other
stakeholders are equipped with the relevant skills and information to effectively help their
clients. The second strategy focuses on the creation of a decentralized leadership hierarchy that
allows different regions in Melbourne to operate independently (Kapur, 2018). This form of
delegation of duties will allow for quicker implementation of action plans.

Career Development Service Assessment 3
The third strategy involves the creation of duty rosters and goal milestones; the purpose of
this provision is to mitigate time wastage and the overall attitude of unproductivity amongst
caseworkers. The fourth strategy focuses on creation of career growth opportunities and
succession guidelines (Shaito, 2019). This strategy is meant to specify how employees can move
from one level of employment to the next and the criteria that nee d to be fulfilled for a person to
be granted a vacant position (Staff, 2016). The last strategy is dedicated towards the development
of a success measurement metric that will provide a clear representation of how the disengage
youths in Melbourne have been uplifted through the program.
C. Workforce planning and ongoing professional learning required to maintain a
quality career service
There are three problem areas that can be addressed for a quality career service. The first is
position description for workers and creation of succession policies that determine how
retirement related vacancies are handled. The second area that can be improved is the provision
of updated information to trainers on CICA professional standards as a way to better the services
they provide to clients (Staff, 2016). Finally amendments can be made to career teams to ensure
that coordination can be emphasized for the purpose of ensuring that all staff members are
updated on new career development theories and innovations.
D. Provide an Action Plan that addresses the following:
Identify areas
for
Actions to be taken
to address gaps
Personnel/stakeholders
involved
Resources
needed
Completion
dates