CAREER PLANNING, DEVELOPMENT AND

SUCCESSION PLANNINGPRESENTED BY:

ROHINI B. AGRE

CAREER PLANNING AND CAREER DEVELOPMENT PROCESSINTEGRATION OF CAREER DEVELOPMENT PROCESS WITH FAMILY ISSUESDEVELOPING CAREER PATHS COMPATIBLE WITH CHANGING NEEDS

STEPS IN CAREER PLANNINGPreparing Personnel Skills Inventories

Developing Career Paths

Put Right Man AT the Right Place

Impart Training

Review and Counselling

SUCCESSION PLANNING

• A deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement.

STEPS IN SUCCESSION PLANNING

Prepare the management

resource inventory

Develop a good

performance appraisal system

Ensure congenial organizational

environment to retain the

desired managerial personnel

Staffing and development

Prepare and develop a

management staffing plan, for all anticipated

needs in different time

frames

IMPORTANCE OF SUCCESSION PLANNING

• Accelerating employees’ career development along with talent retention• Supports the ongoing needs for manpower replacement & accordingly,

facilitate in developing suitable training and development programs• Helps in increasing talent pool• Adds value to the strategic plans• Makes career development opportunities available for all employees of the

organization• Motivates employees and improves their morale• Values diversity

MODELS OF SUCCESSION PLANNING

Succession planning by “Position”

•This model has operational simplicity as identification is on the basis of performance and qualifications•Cheapest and quickest method

Succession planning by “Creating Pools”

•Creating pool of potential individuals by the task force•Less biased as the selection is based on the recommendation of cross-functional team members

“Top-Down” succession planning•Also known as “bottom-up” succession plan•Future mapping of competencies based on the organizational requirements and relating the same to the presently available competencies•Complete transparency

MANAGEMENT DEVELOPMENT PROGRAM (MDP)

• Scientific training process for managers and executives to enrich their knowledge and skills, so as to make them competent to manage their organizations effectively

CHARACTERISTICS OF MDP

• Continuous process• Knowledge updating activity• Vehicle for attitudinal change• Stimulant to higher competence• Deficiency improver• Self-development process

COMPONENTS OF MDP

• Selection• Intellectual conditioning• Supervised training

STEPS OF MDP

• To look at the organization’s objectives• To ascertain the development needs• To appraise the present performance of managerial staff• To prepare manpower inventory• To plan for individual development programs• To establish training and development programs• To evaluate different programs as above

OBJECTIVES OF MDP

• Primary objective: to make the executives and managers vis-à-vis the organizations socially responsive and managerially competent to survive in an atmosphere of uncertainty

• For top-management

1. Improve the thought process and analytical ability

2. Broaden the outlook (role, position, responsibilities) in and outside the organization

3. Think through the problems (present & future)

4. Understand economic, technical and institutional forces to solve business problems

5. Acquire knowledge about the problems of Human Resources

CONTD…

• Middle-level management

1. Establish clear picture of executive functions & responsibilities

2. Bring an awareness of broad aspects of management problems, and an acquaintance with and appreciation of interdepartmental relations

3. To develop the ability to analyze problems and take proper actions

ORGANIZATIONAL DEVELOPMENT (OD)

• Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge

CHARACTERISTICS OF “OD”

• Planned organization change• Planned intervention• Top management commitment to OD• Social philosophy as a norm of change

GOALS OF “OD”• To emphasize the need for changing from close system to open system by inculcating various changes in

the organization

• To supplement authority and hierarchical role with knowledge and skills, to create a more congenial work environment

• To build mutual trust and confidence in the organization for managing people and reducing conflict

• To change structure and roles inconsistent with accomplishment of goals

• To encourage sense of ownership & pride in the organization

• To decentralize decision making close to the source of activity

• To emphasize on feedback, self control and self-direction

• To develop the spirit of cooperation, mutual trust and confidence

• To develop reward system based on achievement of goals and development of people

ROBERT BLACK & JANE S. MOUTON (1963)’S 6-PHASE APPROACH TO “OD”1. Investigation by each member of the organization of his own managerial

styles

2. Examination of boss subordinate relationship

3. Analysis of work team action

4. Exploration of coordinated issues of interrelated terms

5. Identifying and defining major organizational problem areas

6. Planning for executing agreed upon solutions that result in changes in the organization

STEPS IN “OD” Identification and diagnosis of problem

Developing strategy

Implementing the program

Reviewing the progress of the program

THANK YOU