Career Planning

1
Career Planning

• A career is a sequence of positions held by a
  person during the course of a lifetime. It
  comprises of a series of work related activities
  that provide continuity, order and meaning to a
  persons life.

2

• Bring out the nature and importance of career
  planning and development.

3
Career Planning

• 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.

4

• Career planning is the process of identifying an
  individuals strengths, weaknesses, aptitudes,
  inclinations, aspiration and attitudes and
  designing his job responsibilities to take
  maximum advantages of positive traits and
  minimizing the effect negatives traits.

5
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.

6
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.

7

• 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 programmes . Such an appraisal would
  help reveal employees who need further training,
  employees who can take up added responsibilities,
  etc.

8

• 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.

9

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

10
Need for Career Planning

1. 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.

11

• 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.

12

• 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. Organisations, 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.

13

What is Career Development?

• 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

14

• 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 cant 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.

15
Succession planning

• Succession planning is The process of ensuring
  a suitable supply of successors 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
  organisations needs and the individuals
  aspirations.

16

• 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.

17

• 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

18
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.

19

• 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.

20

• 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.

21

• 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.

22
Challenges of HRM in Indian Industry

• Globalisation
• Corporate reorganisation
• New organisational forms
• Changing demographics of workforce
• Changed employee expectations
• New industrial relations approach
• Renewed people focus
• Weaker sections interest
• Managing the managercontribution to the success
  of the organisation

23
Challenges faced by HR Manager

• Retention of employee
• Selection of employees
• Managers need to change their attitudes
• Equity in rewards
• Meetings at least once a month
• Non poaching agreements
• Salary hike
• Work life balance
• Exit interviews