Module 9

CAREER PLANNING AND

DEVELOPMENT

Session 1
Understanding Career Planning and
Management System
 What is a “Career”?
• The property of an organization or occupation
• Progression and increasing success
• Status of a profession
• Involvement in one’s work
• Stability of person’s work pattern

2
Career Planning and Development
Definitions
• Career - General course that a person
chooses to pursue throughout his or her
working life
• Career planning - Ongoing process
whereby an individual sets career goals
and identifies the means to achieve them
• Organizational career planning - Firm
identifies paths and activities for
individual employees as they develop
 Career Planning and Development
Definitions (Continued)
• Career path - Flexible line of movement
through which an employee may move
during employment with a company

• Career development - Formal approach

used by the organization to help people
acquire the skills and experiences needed
to perform current and future jobs
 HRD and Career Development

• Understanding employee careers

• Influencing those careers
• Changing KSAOs to reflect changes in
environment
• Assist employees in preparing for new work
and enhance their employability
 HRD Professional’s Responsibility
• Includes career development professional
• Recognize individual's career ownership
• Be a broker for career development (CD)
• Develop expertise in CD and assessment technologies
• Create support and info for individual efforts
• Promote work planning over career planning
• Promote learning through work
• Be interventionist
• Promote mobility and lifelong learner
• Use existing resources

6
Changing Employment Relationship

• OLD • NEW
– If competent and reliable, job – No promise of
for life
• Survivability
– “Entitlement” mentality
• Nonacquisition
– Paternalistic companies
• Room for promotion
– Loyalty expected up and
• Job until retirement
down
• Money for your pension
• Undying loyalty up or
down

7
 Job Security Versus
Career Security

• Job security - Protection against job

loss within company
• Career security - Development of
marketable skills and expertise that
helps ensure employment within a
range of careers
 Job Security Versus Career
Security (Continued)
• Job security implies security in one
job, often with one company
• Career security results from ability
to perform within career
designation even when working for
more than one organization
• Employability doctrine
 Two-Way Support: Career Development/HR
Performance Appraisal
Career Path

Individual Information

Recruitment/Transfer/Promotio
and Planning
Skills Inventories
Succession Planning
Forecasting
Strategic Planning

Planning
Information and
Organizational

Job Descriptions
Career
Development
Process

Job Posting

n Policies
Development and Reward

Training, Development,
and Education
Compensation and Benefits
The Career Development Program
Who is Responsible?

Organization Employee

Partnership
 The Career Development Program

MATCHING INDIVIDUAL
AND
ORGANIZATIONAL NEEDS

ORGANIZATIONAL INDIVIDUAL NEEDS

NEEDS • Making career/job choice
• Staffing • Making contributions
• Development • Fitting into organization
• Leveling off • Using experience
• Restaffing
Determine Employee Potential
• Career Planning Workbooks
– Stimulate thinking about careers,
strengths/limitations, development
needs
• Career Planning Workshops
– Discuss and compare attitudes,
concerns, plans
• Career Counseling
– Discuss job, career interests, goals
• Web-based Career Development
– Products, services, and confidentiality
 Creating Favorable Conditions for
Career Development
• Management Participation
– Provide top management support
– Provide collaboration between line managers and HR managers
– Train managerial personnel
• Setting Goals
– Plan human resources strategy
• Changing HR Policies
– Provide for job rotation
– Provide outplacement service
• Announcing Program
– Explain its philosophy
 Session 2

Career Stage and Career

Anchors
Factors Affecting Career Planning

• Career impacted
life stages
• Career anchors
Career-Impacted Life Stages

• Growth
• Exploration
• Establishment
• Maintenance
• Decline
11-4 Career stages
A career includes many positions, stages and transitions just
as a person’s life does.
High
Exploration Establish- Mid career Late career Decline
ment
Performance

From college First job Will performance The elder Preparing

to work and being increase or statesperson for
accepted begin to retirement
decline?

Low 25 35 50 60 70
Age
Exploration Stage
•Task Needs:
–Experiencing varied job tasks
–Self assessment
–Job choice

•Social-emotional needs
–Occupational self-image
–Settling down
Establishment Stage
•Task needs
–Learn the ropes
–Get challenging jobs
–Increase competence
–Be innovative

•Emotional needs
–Deal with competition, failure, conflicts
–Develop autonomy
Maintenance Stage
•Task needs
–Technical updating
–Coaching skills
–Continue to rotate into new areas
–Develop broad view of career

•Social-emotional needs
–Express midlife feelings
–Rethink work, family
Late Career Stage
•Task needs
–Remain productive
–Plan for retirement
–Shift role from power to guidance
–Identify successors
–Develop outside interests

•Social emotional needs

–Re-envision work
–Develop outside identity
 Levinson’s Eras or Seasons of Life

23
Source: Levinson, et al (1978)
 Career anchors (Schein)
• Career Anchor is something that develops over time and
evolves into a self-concept, shaping an individual's
personal identity or self-image and includes:
• Talents, skills and abilities - the things that we believe
we are good at, and not so good at.
• Motives and needs - what is important to us and take
the form of goals, e.g. money, status, challenge,
autonomy.
• Attitudes and values - the kind of organization that we
feel comfortable with, one that matches our own values
and beliefs.
11-10

8 Career anchors (Schein)

 Technical competence
 Managerial competence
 Security
 Creativity
 Autonomy
 Dedication to a cause
 Pure challenge
 Life style
 Technical and Functional Competence
• 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
 Managerial competence
• 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
 Security/Stability
• 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
Creativity/Entrepreneurship
• 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
 Autonomy/Independence
• 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
 Dedication to cause/Service
• 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, working for a
social cause
• Fulfill values – do not accept
positions that take them away
• Eg: - Social workers, human rights
activists, environmental activists
etc.
 Pure challenge
• 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
 Life style

• A holistic approach to
work/life balance (family,
friends, leisure etc.)
• Work towards integrated
whole
• Sacrifices career
• Definition of success is not
career success
 Session 3

Individual Career Planning

Economic Factors affecting Career Planning

• Equal Employment
• Right-sizing
• Restructuring
• Promotion Competition
• Technology and Innovation
• Layoffs/Firings
 Career Planning

• A deliberate process of:

– Becoming aware of
• Self
• Opportunities
• Constraints
• Choices
• Consequences
– Identifying career-related goals
– Working to attain career goals

36
 Career Planning

• Individual career planning

and self-assessment
• Career assessment on the
Web
• Organizational career
planning
• Career planning objectives
Spectrum of Career Development Activities

38
Source: Hall (1986)
Career Planning and Development
Methods

• Discussion with
knowledgeable individuals
• Company material
• Performance appraisal
system
• Workshops
• Personal development plans
• Software packages
• Career planning websites
Individual Career Planning Self-Assessment

• Learning about oneself

• Strength/weakness balance
sheet
• Likes and dislikes survey
Career self assessment instrument
Career self assessment instrument
Career self assessment instrument
Career self assessment instrument
Strength/Weakness Balance Sheet

• A self-evaluation procedure, developed

by Benjamin Franklin, that assists people
in becoming aware of their strengths and
weaknesses
• List your strengths and weaknesses as
you perceive them
• Draw a line down the middle of a sheet
of paper
 Strength/Weakness Balance Sheet
(Continued)
• Label left side Strengths and the
right side Weaknesses
• Typically, a person’s weaknesses
will outnumber strengths in the first
few iterations
• Ultimately some weaknesses will be
recognized as strengths
 Likes and Dislikes Survey
• Assists individuals in recognizing
restrictions they place on
themselves
• All factors that could affect an
individual’s work performance are
listed
 Career Assessment on the Web

• Numerous tests and assessment sites

available on Web
• John Holland’s Self-Directed Search
Website
• The Keirsey Character Sorter
• Information on Web about organizations
that best suit each individual
A Model of Career Management

49
Source: Greenhaus, et al (2000)
Summary of Career Management Activities

• Career exploration
• Awareness of self and environment
• Goal setting
• Strategy development
• Strategy implementation
• Progress toward goal
• Feedback from work and nonwork sources
• Career appraisal

50
 Session 4

Organizational Career Planning

Organizational Career Planning

• Begins with
placement into entry-
level job at
orientation
• Ongoing process
• Must closely parallel
individual career
planning
 Organizationally Oriented Career
Management Models
• Pluralistic approach (Brousseau et al.) – aligning
individual and organizational interests.
• Systems view (Nicholson):
– People system
– Job market system
– Management and information system
• Team-based career development (Cianni & Wnuck)

53
 Roles in Career Management

• Who is responsible for career development?

– Individual
– Manager
– HRD professional/career counselor
• For all, it is a cyclical and continuing process

54
 The Individual’s Role
• Knowing What
• Knowing Why
• Knowing Where
• Knowing Whom
• Knowing When
• Knowing How

55
 Manager’s Responsibilities

• Coaching
• Appraising
• Advising
• Referring

56
Organization Potential Assessment
• Assessing individuals to ensure they are available and
qualified to fill key positions when they become vacant
• Assesses promotability of employees
– Managerial
– Professional
– Technical
• Assessments of organizational potential
– Potential ratings
– Assessment centers
– Succession planning

57
11-21

Career Development Strategies:

Examples
Ernst & Young (India)
The global consulting firm uses the same career development
methodology in India that it uses elsewhere. Primarily,
it seeks to align individual aspirations with organisational, business and
functional goals, using the formal assessment system to check for skill
gaps and career potential.
While designing training tools, things that are given serious attention
are past performance, future potential, the individual skill sets and
competencies of each manager, and the need of the company.
The firm often takes the assistance of professional trainers brought in
from E&Y offices worldwide, or relevant institutions to design specific
training programmes for different categories and levels of managers.
Cont…
11-22 Career development strategies: Some Examples
Hyundai Motor (India)
Most executives working for this South Korean car-maker, which started operations in
India relatively recently, are middle-level recruits from different industries who have
been chosen on the basis of their track record—a factor whose influence pervades the
company’s career development system.
The company aims to convert these managers into ‘achievers’ for Hyundai, with
attributes like mental toughness, professional competence, and an ambition to
advance.
The HR department devises interventions keeping these goals in mind. The HR
functionaries are expected to look at the development process holistically. The
company also conducts a three-day process lab where the system is discussed using
case studies.
Seagram (India)
The Canadian liquor major has a career development system that hinges on speedy
induction.
Among the inputs given during the induction programme, fitting in with the
organizational culture is critical. The aim is to enable the new entrant to hit the ground
running in terms of performance.
The programmes also includes sessions on the history of the organization, product
portfolio, and operations. The programme includes visits to markets and bottling units
and sessions with each functional head.
11-23
Career Management Model
Career management includes both organisational actions and
individual efforts aimed at setting career goals, formulating and
implementing strategies and monitoring the results.

Individual Career
Planning Career
 Assess needs Development
 Analyse career opportunities
 Set career goals  How individuals can reach the top?
 Develop action plans  How organisations can help?
 Self-assessment tools
Organisational Career
 Individual counselling
Planning
 Information services
 Assess human resource  Assessment programmes
requirements  Development programmes
 Career paths for each person  Programmes for special groups
 Integrate career goals and
organisational needs
 Initiate career development efforts
Career Management for Organizations
•Developing career paths
•Internal staffing issues
–Promotions
–Transfers
–Demotions
–Separations
 Career Planning Objectives
• Effective development of available talent
• Self-appraisal opportunities for employees
• Career paths developed cutting across
divisions and geographic locations
• Demonstrates commitment to EEO and
affirmative action
 Career Planning Objectives
(Continued)

• Satisfies employees’ specific

development needs
• Improves performance
• Increases employee loyalty and
motivation
• Determines training and development
needs
 Organizational Career Development
Practices and Activities
• Internal labor market information
– Job posting
– Career paths
– Skills inventory
 Organizational Career Development
Practices and Activities
• Developmental programs
– Job rotation
– Mentoring
– Assessment centers (used for both evaluating
potential and developing employees)
 Adding Value to Your Career

• Workers view themselves as

independent contractors who must
constantly improve their skills
• Workers are managing own careers
• Only tie that binds worker and
company is commitment to mutual
success and growth
 Demotion

• A more realistic option today

• Some workers have no desire
to change as technology
changes
• Might open up clogged
promotional path
• Senior employee can escape
unwanted stress without
being a failure
 Session 5

Issues in Career Development

and Succession Planning
 Current Issues in Career Development
• Developing career motivation (M. London):
– Career resilience – the ability to resist career barriers or disruptions
– Career insight – realistic perceptions about one’s career goals
– Career identity – the extent to which people define themselves by
their work
• Career plateaus:
– The likelihood of future advancement or promotion is very low
– Important to look at the individual’s perceptions of being plateaued –
i.e., how they feel about their situation (G. Chao)
– Can one be “successfully plateaued?”
• Enrichment – Career development without advancement:
– Build additional expertise into an employee’s current area of work –
e.g.,
• Retraining
• Certification programs
• Mastery paths
• Job transfer or rotation (without a promotion)
 Career Paths

• Traditional career path

• Factors leading to decline of traditional
career path
• Network career path
• Lateral skill path
• Dual career path
• Adding value to your career
• Demotion
Traditional Career Path

• Employee
progresses vertically
upward in
organization
• Straightforward
• Becoming somewhat
rare
Network Career Path

• Both vertical job sequence

and horizontal
opportunities
• Recognize experience
interchangeable at certain
levels and broad
experience at one level
needed before promotion
to next level
Network Career Path (Continued)

• Vertical and horizontal options

lessen probability of blockage in
one job
• More difficult to explain to
employees
Lateral Skill Path

• Lateral moves within company

• Employee becomes revitalized
and finds new challenges
• No pay or promotion involved
• Opportunity to develop new
skills
• Employee rewarded by
increased job challenge
Dual Career Path

• Technical specialists
contribute expertise
without becoming
managers
• Increasingly popular
• Used in higher
education
Developing Generation X
Employees
• Label for workers born
between 1965-1976
• Widely misunderstood
phenomena facing HR
professionals today
• Xers careers not founded
on relationship with any
one employer
Developing Generation X Employees
(Continued)
• Think of themselves as free agents in
mobile workforce
• Expect to build career security, not job
security
• Organization must provide opportunities
for them to learn new skills, processes
and technologies
 Developing the New
Factory Worker
• Life on factory line requires more brains
than brawn
• Workers are going back to school
• Company loyalty + strong back + showing
up on time  no longer guarantees decent
paycheck or job security
• More companies recognize they must
develop employees
Generation Y -- As Future Employees

• Children of baby boomers;

born between 1979-1994
• Leading edge of generation
that will be richest,
smartest and with the most
savvy
• Largest group since the 72
million baby boomers
 Generation I -- As Future
Employees
• Bill Gates, chairman of Microsoft
Corporation, referred to children born
after 1994 as Generation I
• First generation to grow up with Internet
• Internet will change Generation I’s world
as much as television transformed world
after World War II
Career Planning for Men & Women
•Some research findings
•The glass ceiling
•The mommy track
•The dual career couple track
Some Research Findings
•Men benefit more than woman from training
•Men benefit more than women from being married
and having children
•Women benefit more than men from coaching and
encouragement
•Women have fewer developmental opportunities than
do men
Glass Ceilings & Mommy Tracks
•Glass ceiling: A barrier ( usually not an
obvious one) that prevents women from
reaching top management.
•Mommy tracks: Career paths which give
more time flexibility to allow women to fulfill
family commitments.
Dual Career Couples
•The Family Friendly Workplace
•flexible work arrangements
–child care arrangement
–support for transfers and relocations
–managers who understand dual career couples
11-26

Succession Planning

The basic purpose of succession planning is to identify and develop people

to replace current job holders in key positions.

Through succession planning organisations ensure 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 should be noted here that career planning (which covers executives at all
levels), by its very nature, includes succession planning (which covers key
positions at higher levels)
Replacement Chart: Visual representation of
who will replace whom
Department : Finance Date:
Prepared By :

Replacement Summary for ‘Senior Equity Analyst’

Senior Equity Analyst Job holder : Raja Ram Age : 59
Opening : In 3 Years Reason : Retirement
Raja Ram (59)
Salary Grade : 25,000-35,000 Experience : 12 Years
A1 Rajat Gupta (44)
Candidate 1
B1 Shyam Lal (38)
Name : Rajat Age : 44 Years
Chart for 2 positions

Designation : Equity Analyst Experience : 6 Years

Performance : Outstanding Reason : ‘Star’ in the dept.
Grade : 18,000-25,000 Promot- : Ready now for
ability promotion
Candidate 2
Name : Shyam Lal Age : 38 Years
Bond Specialist
Designation : Equity Analyst Experience : 3 Years
Nirmala (31) Performance : Outstanding Reason : Needs more
experience
A 1 Balraj Singh (26) Grade : 13,000-18,000 Promot- : Can wait for
B 1 Neelam (28) ability 2 Years

Explanations:
A. Ready for promotion 1. Outstanding performance
B. Needs more experience 2. Acceptable performance
C. Not suitable for job 3. Poor performance
11-28

Succession Management

Succession management focuses attention on creating and stocking

pools of candidates with high leadership potential. It assures that key
people are not just identified but also nurtured and developed into
future leadership roles

Steps in succession management

 Identifying the shortage of leadership skills and defining the requirements
 Identifying potential successors for critical positions
 Coaching and grooming the 'star performers'
The case of BAJAJ AUTO
 Arm your successor
 Begin at the edges
 Start succession early
 Prepare the organization.