Career Planning & Development.pptx

© 2008 Thomson/South-Western. All rights reserved.

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Careers and Career Planning

• Career

• The series of work-related positions a person occupies through life.

• Career Paths

• Represent employees’ movements through opportunities over time.

Career versus Job

• Career Planning must link individual needs and aspirations with organizational needs and opportunities, evaluating, advising and informing its staff on career planning, individual development efforts with training and development programs.

• Career planning is the process by which one selects career goals and the path to these goals. The major focus of career planning is on assisting the employees achieve a better match between personal goals and the opportunities that are realistically available in the organization.


Objectives

• Career planning seeks to meet the following objectives:• Attract and retain talent by offering careers,

not jobs.• Use human resources effectively and achieve

greater careers, not jobs.• Reduce employee turnover.• Improve employee morale and motivation.

Careers and Career Planning (cont’d)

• Organization-Centered Career Planning

• Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.

• Individual-Centered Career Planning

• Focuses on an individual’s career rather than in organizational needs.

Organizational and Individual Career Planning Perspectives

Individual Career Planning Components

Individual Career Management

Self-Assessment

Feedback on Reality

Setting of Career Goals

Individual Career Choices

Career Choice

Interests Self-ImagePersonalit

y

Social Backgroun

d

General Career Periods

Portable Career Path


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Individual Career Development

• Job Performance• Exposure• Networking• Resignations• Organizational Loyalty

• Mentors and Sponsors• Key Subordinates• Growth Opportunities• International Experience


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Process

• Career planning process involves the following steps:• Identifying individual needs and aspirations: most individuals so

not have a clear cut idea about their career aspirations, anchors and goals. The human resource professionals must, therefore, help an employee by providing as much information as possible showing what kind of work would suit the employee most, taking his skills, experience, and aptitude into account.

• Analyzing career opportunities: Once career needs and aspirations of employees are known, the organization has to provide career paths for each position. Career paths show career progression possibilities clearly.

• Aligning needs and opportunities: This process consists of two step: first, identify the potential of employees and then undertake career development programme. Such an appraisal would help reveal employees who need further training, employees who can take up added responsibilities, etc.

• Review from Time to time. After initiating these steps, it is necessary to review the whole thing every now and then. This will help the employee know in which direction he is moving, what changes and likely to take place, what kinds of skills are needed to face new and emerging organizational challenges.

• From an organizational standpoint also, it is necessary to find out how employees are doing, what are their goals and aspirations, whether the career paths are in tune with individual needs and serve the overall corporate objectives, etc.

• Career planning is a process of integrating the employee’s need and aspirations with organizational requirements.

Need for Career Planning1. Every employee has a desire to grow and scale new heights in his

workplace continuously. If there are enough opportunities, he can pursue his career goals and exploit his potential fully.

2. He feels highly motivated when the organization shows him a clear path as to how he can meet his personal ambitions while trying to realize corporate goals. Unfortunately, as pointed out by John Leach, organizations do not pay adequate attention to this aspect in actual practice for a variety of reasons.

3. The demands of employees are not matched with organizational needs, no effort is made to show how the employees can grow within certain limits, what happens to an employee five years down the line if he does well, whether the organization is trying to offer mere jobs or long-lasting careers, etc.

3. when recognition does not come in time for meritorious performance and a certain amount of confusion prevails in the minds of employees whether they are ‘in’ with a chance to grow or not, they look of greener pastures outside.

4. Key executives leave in frustration and the organization suffers badly when turnover figures rise. Any recruitment effort made in panic to fill the vacancies is not going to be effective.

5. New employees mean additional selection and training costs. Bridging the gaps through short-term replacements is not going to pay in terms of productivity.

6. Organizations, therefore, try to put their career plans in place and educate employees about the opportunities that exist internally for talented people. Without such a progressive outlook, organizations cannot prosper.

Career development is an ongoing process, one that you should be focused on as you approach a career and progress through it.Career development helps you take stock of who you are and where you want to go in life. In order to achieve growth, continue learning, and achieve momentum in your career you must

What is Career Development?

• Career progress and development is largely the outcome of actions on the part of an individual. Some of the important steps that could help and individual cross the hurdles on the way ‘up’ may include:

1. Performance: Career progress rests largely on performance. If the performance is sub-standard, even modest career goals can’t be achieved.

2. Exposure: career development comes through exposure, which implies becoming known by those who decide promotion, transfers and other career opportunities. You must undertake actions that would attract the attention of those who matter most in an organization.

3. Networking: networking implies professional and personal contacts that would help in striking good deals outside (e.g., lucrative job offers, business deals, etc.) For years men have used private clubs, professional associations, old-boy networks, etc., to gain exposure and achieve their career ambitions.

Stages of Career Development

• Stage 1: Preparation for Work (ages 0–25) • Stage 2: Organizational Entry

(ages 18–25)• Stage 3: Early Career (ages

25–40)• Stage 4: Mid-career (ages 40–

55)• Stage 5: Late Career (ages

55–retirement)

Succession planning

• Succession planning is: “ The process of ensuring a suitable supply of successor for current and future senior or key jobs arising from business strategy, so that the careers of individuals can be planned and managed to optimize the organization’s needs and the individuals’ aspirations. “

A typical succession planning involves the following activities:• 1. Analysis of the demand for managers and professionals

by company level, function and skill.• 2. Audit of existing executives and projection of likely future

supply from internal and external sources.• 3. Planning of individual career path based on objectives

estimates of future needs and drawing on reliable performance appraisals and assessments of potential.

• 4. Career counseling undertaken in the context of a realist understanding of the future needs of the firm as well as those of the individual.

• 5. Accelerated promotions with development targeted against the future need of the business.

• 6. Performance related training and development to prepare individuals for futures roles as well as current responsibilities.

• 7. Planned strategic recruitment not only to fill short term need but also to fulfill long term needs

Need for succession planning

• The purpose of succession planning is to identify and develop people to replace current jobholders in key positions. Through succession planning, compares assure a steady flow of internal talent to fill important vacancies.

• Succession planning encourages ‘hiring from within’ and creates a healthy environment where employees have careers and not merely jobs.

• It helps in identifying human resource shortages and skill shortages before openings occur. Thereafter, it becomes easy to groom qualified candidates for future vacancies. The organization is thus assured of continuity of operations and better-qualified incumbents.

• Preparing a schedule for succession is critical to the success of a company, especially at the top level. When the baton changes over a period of time, disruption and dislocation are minimized. Indeed, when a new CEO is meant to consolidate on past successes, a slow shift is ideal.

• If qualified candidates are not available within the company, outsiders can be considered readily for possible openings. Complete dependence on succession from within or from outside is not desirable. Internal candidates require a ‘pat on the back’ when they do well. External candidates are needed for injecting flesh blood into the company.

• The absence of a succession plan can seriously hamper the growth prospects of an organization. Imagine the disastrous consequences when there is a sudden vacuum at the top level. There is no one to steer the ship.

• Critical plans needing immediate action get postponed. The organization remains headless and directionless for a while.

• Suitable candidates may not be available internally, as no one has been groomed in the past, keeping such an eventuality in mind.

• Bringing in outsiders may mitigate the crisis temporarily but the long-term impact is bound to be negative. Internal forces may start a rebellion and create tug-of-war situations.

Succession Planning Process

HR’s Role in Succession Planning

Identifying development needs of the workforce

Assisting in identifying needed future job skills

Noting employees who might fill future positions

Communicating the succession planning process to employees

Tracing and regularly updating succession plan efforts

Succession Planning

Succession Planning (cont’d)

Succession Planning Considerations

“Make or Buy” Talent

Succession Planning Skill

Areas

Electronic/Web-Based

Succession Planning

Areas for Planning “Succession”

Traditional career stages

• Exploration stage—involves identifying interests and opportunities.• Establishment stage—involves

creating a meaningful and relevant role in the organization.

• Maintenance stage—involves optimizing talents or capabilities.• Disengagement stage—the individual begins to gradually pull away

from work and develop other interests.

Career Transitions and HR

Entry Shock for New

Employees

Supervisors Feedback Time The Work

Alternative Career Moves

Special Individual Career Issues

Special Individual

Career Issues

Technical and Professional

WorkersDual Career Ladders

Women and Careers

SequencingGlass Ceiling

Dual-Career Couples

Family vs.CareerRelocation

Global Career Concerns

RepatriationGlobal Development

Common Concerns• Do company training programs help my chances

for a promotion?• How do I advance my career?• Why hasn’t my boss given me career counseling?• Aren’t most promotions based on luck and

knowing the right people?• Do I need a degree for that job?• With all the talk of downsizing, how secure is my

job?

HR can increase planning awareness by

• Holding seminars•Workshops• Speeches• Newsletters• All of these items can help to

increase interest in planning• Senior management backing is

a must

Development vs. Training

Developing Human Resources

Employee Development Needs Analysis Methods

Assessment Centers

Psychological Testing

Performance Appraisals

HR Development Approaches

Possible Means for Developing Employees in a Learning Organization

Management Lessons Learned from Job Experience

Management Development

Supervisor Development

Leadership Development

Executive Education

Management Mentoring

Management Modeling

Management Coaching

Management Development

Methods

Stages in Management Mentoring Relationships

Problems with Management Development Efforts

Common Problems in Management Development

Failing to conduct an adequate needs

analysis

Trying out fad programs or training

methods

Substituting training instead of selecting qualified

individuals

Failing to address organizational factors

that result in encapsulated development

In retrospect…

Documents

Career Planning & Development.pptx