Career Planinng and Development

7/30/2019 Career Planinng and Development

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TALENT MANAGEMENTBY: MONICA KAPURIA


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CONSIDER..

..at any one time 59% of employees will be open toworking elsewhere

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What is Talent Management?

Comply Automate

Align

A set of processes that allow a company to increase value provided

by their human capital.

It is an automated end-to-end process of planning, recruiting,

developing, managing & compensating employees throughout

organization.

Key processes Goal alignment Candidate selection

Performance management

Employee development

Rewards delivery

Workforce is more:

Suitable

Engaged / Committed

Flexible / Adaptive

Productive

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CHARACTERISTICS OF GOOD TALENT

MANAGEMENT

Ownership and involvement

Business objectives permeate every aspect of the system

The system is measured in real business terms and results areacted upon

Hire the right people.

Acclimate new employees

Discuss career interests with employees

Identify developmental opportunities

Identify training opportunities Offer appropriate rewards and recognition

Help employees to advance

Create a workplace that has meaning and purpose

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MANAGING TALENT EFFECTIVELY

Identify key roles

Take an inventory of your talent management

skillsMeasure the right things

Set up a process-wide feedback

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THE DEVELOP-DEPLOY-CONNECT MODEL

Alignment: Connecting people to work that is motivating.

Commitment: Providing coaching and mentoring.

Capability: Developing critical skills to ensure success.

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TALENTMANAGEMENTISCENTRALTO

KEYBUSINESSDRIVERSINTHEORGANIZATION

Industry

Technology

Workforce

Dynamics

LegislationCorporate

Culture

Competitive

Strategy

Growth

Plans

Business

Climate

CustomerExpectations

Talent

Management

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CAREER PLANING &DEVELOPMENT

Its OUR future. WE need to make our

career decision!!


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What is career planning ?

Glimpse of career planning process

How important is career planning

Career planning done by : Individuals

Organizations

Guidelines

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WHATISCAREER??

Job vs. Career

JobWhat can I do now to make money?

CareerChosen Profession for your life. Requires awillingness to get the training needed to build yourskills for the future.

A career is the work a person does. It is the

sequence of jobs that an individual has heldthroughout his or her working life E.g.occupation of nursing.




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CAREER STAGES

EXPLORATION

ESTABLISHMENT

MID CAREER

LATE CAREER

LATE STAGE/DECLINE

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CAREERPLANNINGWHATSTHAT??

Career planning consists of activities and actions that

you take to achieve your individual career goals

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DEEPERINSIGHT

It is the life- long process a person goes through to

learn about himself such as purpose,

personality

interests

skills

talents

Develop a self- concept, learn about careers, and

work situations

Make a career choice, while developing and coping

social skills




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CAREERPLANNING : AN ONGOING

PROCESS

Here You

Explore your interests andabilities

Strategically plan yourcareer goals

Create your future worksuccess by designing

learning and action plans tohelp you achieve yourgoals.




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CONTD..

The major focus is matching personal goals and

opportunities that are realistically available.

Career planning is building bridges from ones

current job/career to next job/career.Well-conceived career plan is flexible to

accommodate changing opportunities for

development




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HOWIMPORTANTISCAREERPLANNING?

People leave an organisation due to lack ofcareer growth

Deeper focus on an employees aims and

aspirationsDegree of clarity

Helps in identifying handicaps & the blind spotsto overcome

Significant motivatorKey retention tool

Critical human resource strategy




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CONTD

High-level vision and goals of company are

clearly made known to employees

Growth of an organisation is intrinsically linked

with the growth of an individualMatching organization vision & employees

aspirations is must




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The top management

view it as a

tool for

succession planning

The manager

sees career

planning

as a retention

And

motivational

tool

A typical

Employee

views a career

planning

Programme

as a path toupward

mobility

Win-Win situation

for all




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WHOSERESPONSIBLEFORPLANNINGONES

CAREER??

Individual


PLANNING

Organization

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Self Assessment

Academic/ Career

options

Relevant /Practical

Experience

Job Search

Individual career

planning process




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1. SELF- ASSESSMENT

Aware of the interrelationshipbetween self and occupationalchoice

Start by:

Learning interests, abilities, skills,and work values

Listing accomplishments

Understanding physical andpsychological needs

Assessing aspirations andmotivation level

Deciphering personal traits andcharacteristics

Personality

Interests Abilities

Values

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1. SELF- ASSESSMENT

Competency Areas

Gain self-awareness

Improve self-confidence Understand time and stress

management

Develop

personal/professionalmanagement skills

Strategies For Gaining

Competencies

Take exploratory classes

Identify personality style

Identify work values

Demonstrate skills in

overcoming self-defeatingbehaviors

Identify symptoms of stress

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2. ACADEMIC / CAREEROPTIONS Investigate the world of work in greater depth,

narrow a general occupational direction into aspecific one

Start by:

Learning academic and career entrancerequirements

Learning related majors and careers toone's interests

Investigating education and trainingrequired

Learning skills and experience required Planning academic and career alternatives

Learning job market trends




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2. ACADEMIC /

CAREEROPTIONS

Competency Areas Gain research and investigative

skills

Practice decision-making, problemsolving and critical thinking skills

Increase understanding of how

abilities, interests, and valuesmatch career/academicrequirements

Strategies For GainingCompetencies

Read occupational resources

Get assistance from a counselor

Talk to people who work in yourareas of interest

Attend Job/Career Fairs and/orCareer Panels

transferable skills should be be

gained

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3. RELEVANT / PRACTICALEXPERIENCE

Gain practical experience through internships,

cooperative education etc..

Start by:

Testing new skills and try diverse experiences

Deciding the type of organization in which to

volunteer or work

Assessing likes and dislikes of work values, skills,

work environments,

Assessing if additional/different coursework or skills

are needed for your targeted career goals




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3. RELEVANT / PRACTICALEXPERIENCE

Competency Areas

Gain an appreciation forworking with individualsfrom diverse cultures

Understand and practiceethical behavior

Gain supervisory/leadership/

teamwork skills

Enhance self-managementskills

Obtain work related,transferable skills

Develop conflict resolutionskills


Attend relevant conferences andseminars

Become familiar with work settingsand job descriptions

Practice making decisions bysupervising a group of people

Talk to alumnus/a about your careergoals

Work part-time or during summer

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4. JOB SEARCH

Start by:

Learning how to prepare resume and cover letters, and

complete employment applications

Learning and implementing job search strategies Learning and practicing interviewing skills

Narrow your choices




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4. JOB SEARCH

Competency Areas Ability correspondent in a

coherent, professional manner

Communicate verbally in aclear, concise manner

Effectively use networking,problem-solving, anddecision making to reachcareer goals

Develop budgeting skills inrelation to the job search,travel, and relocation


Register with CareerPlanning & PlacementServices

Review resume with a careercounselor

Receive referrals

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Direction

Career Time

Transitions

Career planning options

Projected Outcome

ORGANIZATIONALCAREERPLANNING

PROCESS




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ORGANIZATIONALCAREERPLANNING

PROCESS

1. Direction Assessing employee wants and organizational needs

common goal setting

2. Career time

Relates to distance & speed of an employee

How far & how fast can employee move on career path??

3. Transition

Relates to changes expected to a career goal

Analyzing transition factors

Setting goals and a timetable




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CONTD

4. Career planning options

Advancement.

Lateral

Change to Lower Grade Mobility.

Job Enrichment

Exploratory Research

5. Projected Outcome

Calculate the risks attached

How well will it pay off?




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SOMEIMPORTANTGUIDELINES

Employees

Discuss any concerns regarding career or professional

development with supervisor

Its your career, take all necessary initiative

Supervisors/ Managers

Make career planning an ongoing process

Explain employees importance of growth, need for change

Personal commitment




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CONTD

Acquire skills to be a good developer

Give essential feedback to employees

Provide a work environment that is conducive

Supportive and motivational atmosphere

Organizational

Existence of supportive organizational structure

suitable to employees needs Provide resources dollars and time




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CAREER PLANNING PROCESS



Identifying

individualneeds &

aspirations

Analyzingcareeropportunities

Aligningneeds &opportunities

Action plans& periodicreview


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IDENTIFYING CAREER OPPORTUNITIESAND

REQUIREMENTS

Competency Analysis

Measures three basic competencies for each job: know-how,

problem solving, and accountability.

Job Progressions

The hierarchy of jobs a new employee might experience,

ranging from a starting job to jobs that require more

knowledge and/or skill.

Career Paths

Lines of advancement in an occupational field within anorganization.




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TYPICAL LINEOF ADVANCEMENTIN HR MANAGEMENT

TAL

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TALENT MANAGEMENT &

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CAREER ANCHORS

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CAREER CONNOTATIONS

Recognized profession

Occupational life well structured

Steady advancement in profession

career how an individuals work life develops over

time and how it is perceived by that person




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CAREER ANCHOR-DEFINITION

A Career anchor is a combination of perceived

areas of competence, motives and values that one

would not give up; it represents ones real self

Are the basic drives that give the urge to take up a

certain type of career.

Provide security & stability of career, autonomy &

independence of action, & facilitate creativity & risk

taking in individuals.




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INTERNAL CAREER AND ITS

ANCHORS

Standards measuring success different fromperson to person and society at large

Every occupation/organisation maintains hierarchy /

system of ranks and titles




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CAREER MOVEMENTS

Horizontal

Vertical

Lateral

GM

AGM - Fin AGM-Mkting AGM - HR

Branch Manager

Asst. Manager

Mgt. Trainee

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CAREER ANCHOR

Describes Self Images within the internal career




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TYPES OF CAREER ANCHORS

8 Types


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TECHNICAL/FUNCTIONAL

COMPETENCE




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Competence in some technical or functional areas

Seeks chance to apply specialist expertise

Happy when permitted or challenged in these areas

Continue developing those skills

Not interested in general management jobs as they will

have to leave their areas

Eg:- Computer programmers, specialist engineers,

technical specialists




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GENERAL MANAGERIAL

COMPETENCE




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Manage across functions at a high level

Seek prestige, power, high remuneration

Want to be responsible and accountable for total results

Technical/functional necessary learning experience

Ambition generalist jobs

No interested in a high managerial level in a function

Eg: - Administration, Division heads, Zonal heads etc




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AUTONOMY / INDEPENDENCE




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Define work in his/her own way

Wants freedom to define work

Jobs that allow flexibility

Cannot tolerate rules, restrictions

Turn down opportunity for promotions or advancement to

retain autonomy

Eg:- Consulting, Free lancing, Independent work




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SECURITY / STABILITY



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Most important employment security/ tenure of job

Financial security (pension and retirement plans)

Sometimes willing to trade personal loyalty

not concerned with content of work

Build entire self image around management of security

and stability

Eg:- Government jobs




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ENTREPRENEURIAL

CREATIVITY



D f i d i b i


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Dreams of running and owning business

Organisation/ enterprise built on their own abilities

Willing to take risks / overcome obstacles

Prove to the world

May work for others initially

Want their enterprise to be financially successful

All successful businessmen who started out on their own



SERVICE / DEDICATION TO A


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SERVICE / DEDICATION TO A

CAUSE



Contributing to the greater good is fundamental


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Contributing to the greater good is fundamental

Pursue works that achieves something of value.

Solving environment problems, harmony among people,

helping the downtrodden, tribal, underprivileged, workingfor a social cause

Fulfill values do not accept positions that take themaway

Eg: - Social workers, human rights activists,environmental activists etc.

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PURE CHALLENGE


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Thrive on novelty, variety and difficulty

Find solutions for unsolvable problems

Win over tough opponents

To do the impossible People in challenging environments

Eg: - successful sportspersons


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LIFESTYLE


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a holistic approach to work/life balance (family,

friends, leisure etc.)

Work towards integrated whole

Sacrifices career

Definition of success is not career success


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SUCCESSION PLANNING


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SUCCESSION PLANNING

A system for filling the organizations most

important positionsnow and in the future.

Preparation for

Voluntary and involuntary terminations

Expansion and reorganization

Preparing for the creation of new positions


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MORE DEFINITIONS

Strategic, systematic and deliberate effort to develop competencies in

potential leaders through proposed learning experiences such as targeted

rotations and educational training in order to fill high-level positions without

favoritism (Mathew Tropiano, 2004)

Deliberate and systematic effort by an organization to ensure leadership

continuity in key positions and encourage individual advancement (St-

Onge, Mercer)

A structured process involving the identification and preparation of

potential successors to assume a new roles


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WHAT IS SP?

Constant change planning

An organizational journey, not a project

Ensuring continuity of leadership

Identifying gaps in existing talent pool

Identifying and nurturing future leaders

Why SP?

Organization supersede Individuals

visionaries are those who groom their young ones to take the lead

position and to take the cause of organization forward


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SUCCESSION MANAGEMENT :


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SUCCESSIONMANAGEMENT :

THE FUNDAMENTALS

Creation of a system

to track internal talent

Education

Experience Performance

Potential

Aspirations

Development needs

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Position Requirements

Technical

Leadership

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BALANCING INDIVIDUAL AND


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BALANCING INDIVIDUAL ANDORGANIZATIONAL NEEDS

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THE CHANGING CAREER


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THE CHANGING CAREERPARADIGMS

OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers

Change in jobs based onfear Promotion highly tenure

based

NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers

Change in jobs based ongrowth Promotion highly

performance based

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THE PSYCHOLOGICAL CONTRACT

The overall set of expectations held by an individual with respect towhat he or she will contribute to the organization and what theorganization will provide in return.

Contributions from

the Individual

Effort

Ability

Loyalty Skills

Time

Competencies

Inducements from

the Organization

Pay

Job security

Benefits Career opportunities

Status

Promotion opportunities

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THANK YOU..!!!!!!

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Documents

Career Planinng and Development