Career & Succession Planning.pptx

8/13/2019 Career & Succession Planning.pptx

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Contents

I. IntroII. Career stagesIII. Career planningIV. Advantages of career planning

V. Disadvantages of career planningVI. Career developmentVII. Succession planningVIII. Benefits of SPIX. Challenges of SP

X. SP ModelXI. OutcomesXII. Difference between CP & SPXIII. Conclusion


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Introduction

According to Edgar Schein career planning (Manolescu, 2003)is a continuous process of discovery in which an individualslow develops his own occupational concept as a result ofskills or abilities, needs, motivations and aspirations of hisown value system.

The career planning process involves both the organizationand the individual responsibility

An important aspect of career planning is to establish theextent to which the two parties (individuals and organizations)are responsible in this process.


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Individuals perspective on career

Organization s perspective on career


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Career planning Career planning involves matching an individual's career aspirations with the opportunities

available in an organization. Career pathing is a sequential pattern of the specific jobs associated with those

opportunities. The two processes are intertwined. Career planning involves identifying the means of accomplishing desired results, and in this

regard of career plans, career paths are the means of achieving aspirations.

Although, career planning is still a new practice, most of the organizations are turning to it asa way to protect rather than react to the problems associated with the career. The individual most identify his career aspirations and abilities and then recognize what

training and development are required to follow a particular career path, whereas theorganization must identify the needs and opportunities.

Career planning process spans the entire or a significant portion of one's life. To start with it includes aiming for an occupation, getting necessary and related formal

professional education, choosing a specific profession stream and getting an appropriate job. Next step includes growing in one's job, possibly changing careers before finally, retiring. For some, it may be just once for every phase in career and for others, it may be a more

dynamic process. For the latter, it is more likely to happen several times in their life span asthey first define and then redefine their life time goals.


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Elements of a career planning system

Competency model Performance appraisal system Mentoring and career coaching

Establishing corporate campus Job rotations, job enrichment and job transfers Training and development


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Career stages: Waterloo university model


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Advantages of career planning

A well structured career plan in an organization helps it toretain those employees whom the company wants and tomotivate them fully to use their potentials, talents andcapabilities in the best possible ways.

A good career planning system sends out a message that theorganization believes in providing fairness and equalopportunities to all its employees with transparency.

Since training and development of employees is an integralaspect of career planning, it prepares more competentprofessionals in the organization on an ongoing basis. This isadvantageous to the organization as well as the employees.


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Disadvantages of career planning Rigidity

Planning has tendency to make administration inflexible. Planning implies prior determination of policies, procedures and programmes and a strict adherence to them in all circumstances. There is no scope for individual freedom. The development of employees is highly doubted because of which management might have faced lot of difficulties in future. Planning therefore introduces inelasticity and discourages individual initiative and experimentation.

Misdirected Planning Planning may be used to serve individual interests rather than the interest of the enterprise. Attempts can be made to influence setting of objectives, formulation of plans and programmes to suit ones own requirement rat her than that of whole organization. Machinery of planning can never be freed of bias. Every planner has his own likes, dislikes, preferences, attitudes and interests which is reflected in planning.

Time consuming Planning is a time consuming process because it involves collection of information, its analysis and interpretation thereof. This entire process takes a lot of time specially

where there are a number of alternatives available. Therefore planning is not suitable during emergency or crisis when quick decisions are required.

Probability in planning Planning is based on forecasts which are mere estimates about future. These estimates may prove to be inexact due to the uncertainty of future. Any change in the anticipated situation may render plans ineffective. Plans do not always reflect real situations inspite of the sophisticated techniques of forecasting because future is unpredictable. Thus, excessive reliance on plans may prove to be fatal.

False sense of security Elaborate planning may create a false sense of security to the effect that everything is taken for granted. Managers assume that as long as they work as per plans, it is satisfactory. Therefore they fail to take up timely actions and an opportunity is lost. Employees are more concerned about fulfillment of plan performance rather than any kind of change.

Expensive Collection, analysis and evaluation of different information, facts and alternatives involves a lot of expense in terms of time, effort and money According to Koontz and ODonell, Expenses on planning should never exceed the estimated benefits from planning.

External Limitations of Planning Political Climate- Change of government from Congress to some other political party, etc. Labour Union- Strikes, lockouts, agitations. Technological changes- Modern techniques and equipments, computerization. Policies of competitors- Eg. Policies of Coca Cola and Pepsi. Natural Calamities- Earthquakes and floods. Changes in demand and prices- Change in fashion, change in tastes, change in income level, demand falls, price falls, etc.


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Career development

To make the people grow to their full potential and to retain skilled,competent and talented employees in the organization.

To identify the pool of talent available for promotion and posting,some organizations often restrict career development programs tomanagerial and professional staff, while some other provide it for

both managerial and non-managerial staffs. The relationship between career development and human resource

planning is obvious. Career developments ensure a supply of abilities and talents,

whereas human resource planning projects demand for talents andabilities.

The supportive and integrated effort of top-level management ofthe organization as well as system analyst for effective careerdevelopment and human resource planning are needed formaximizations of both demand and supply of talents and abilities


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Benefits of succession planning

Bench strength Early identification of prospective leaders Success rate for new executives in replacement positions

Employee satisfaction Number of key vacancies Lower rate of turnover


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Challenges in Succession planning

Lack of funding for leadership development Inability to locate or create a pool of active and passive

candidate Lack of assessment tools Lack of career development tools Inability to identify the future talent needs of the organization Lack of interest from senior executives


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Succession planning model


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Outcomes

Retention & development of high potential employees. Builds internal staff capabilities for emerging organizational

demands. Maps various succession options. Facilitates developmental moves across the organization. Establishes a professionally managed organization with the

systems in place to ensure that it will have effective leadersgoing forward.


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Difference between Career management &succession planning

Succession Planning is aprocess that allows theOrganisation to identify andmap staff talent againstcurrent and futureorganisational capabilityneeds. Career Managementis a process that allows staffto identify future career

moves and the skills andknowledge required toprepare themselves to gainthose roles.


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Conclusion In the contemporary business environment, highly competitive, we find that career

management responsibility rests increasingly on the individuals. Organizations also play animportant role; its need to have and maintain a competent staff, considered as the mainsource for obtaining competitive advantage, most advanced companies develop and apply anintegrated management career system, beneficial both for themselves and for theiremployees.

Restructuring of the organizations in the current crisis (marked by mergers, layoffs andrestrictions on activity) and change their strategies make career planning a very importantprocess for both employees and employers.

From the company perspective, the failure to motivate the employees by planning theircareers can lead to hinder the process of filling vacant posts, a decrease of the staffinvolvement and an inappropriate use of the money allocated to training and developmentprograms. From the employees perspective, the lack of career planning can lead tofrustration, feelings of not being appreciated by the company and non identifying the right

position leads to the need of a job change and / or the company (particularly in the currentcrisis).

Career planning is effective when the organizations use fully the skills and knowledge of theiremployees and they are motivated to achieve maximum performance and be satisfied withtheir work, which helps the organization to achieve its objectives. The frequent manifestationof layoffs, especially in the current crisis, requires that employees demonstrate certain skillsand competencies that prove indispensable to the actual or potential employers.


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References

Personal management- C.B. Mamoria and S.V. Gankar Popescu Neveanu, A. (2003) Planning and career

management in organizations, Journal of OrganizationalPsychology, 3(4)

Mathis, R.L. et al. (1997) Human Resource Management, 4thEdition, The Economic Publishing House, Bucarest, p.141

http://upet.ro/annals/pdf/20100202.pdf http://www.gms.state.ga.us/pdfs/sp/sp.guidelines.pdf
http://upet.ro/annals/pdf/20100202.pdfhttp://www.gms.state.ga.us/pdfs/sp/sp.guidelines.pdfhttp://www.gms.state.ga.us/pdfs/sp/sp.guidelines.pdfhttp://upet.ro/annals/pdf/20100202.pdf


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Documents

Career & Succession Planning.pptx