CAREER AND SUCCESSION PLANNING. The concept of career A career comprises of a series of work related activities, that offer continuity, order and meaning.

CAREER AND SUCCESSION PLANNING

The concept of career

A career comprises of a series of work related activities, that offer continuity, order and meaning to a person’s life.

The underlying idea behind a career is that a person can shape his destiny through a number of well planned and well timed, positive steps.

The success of one’s career, therefore, depends on the individual more than anything else.

Career: Important features

A career develops over time

The success of one's career depends, most often, on one's own careful planning and timely steps taken at a right time

The important element in one's career is experiencing psychological success.

The typical career of a person today would probably include many positions and transitions.

Career stages

A career includes many positions, stages and transitions just as a

person’s life does. High

L o w 25 35 50 60 70

Per

form

ance

Exploration Establish- M id career Late career Declinement

From college First job W ill performance The elder Preparingto wo rk and being increase or s tatespe rson fo r

accep ted begin to retirementdecline?

Age

Exploration: the transition that occurs in mid-twenties as one looks at work after college education, seeking answer to various questions about careers from teachers, friends etc.

Establishment: this is the stage where one begins the search for work,picks up the first job, commits mistakes and learns thereafter.

Mid-career: Between 35 and 50 one is typically confronted with a plateaued career, where your maturity and experience are still valued but there is the nagging feeling of having lost the initial fire in the belly

Late career: This is the stage where one relaxes a bit and plays an elderly role, offering advice to younger ones as to how to avoid career mistakes and grow continually.

Decline: This is the stage where one is constantly reminded of retirement, after a series of hits and misses.

Career stages

How to get off to a flying start in your new job?

According to William Ellis, the following strategies help a person get off to a flying start in a new position.

Make yourself visible early: Try a novel tactic, use a stunningly different strategy or follow a route that’s generally avoided by most others. Try anything so as to get noticed.

Overkill that first assignment: In your first assignment, set impossible targets for yourself – which others can’t even think of in their wildest dreams and deliver results faster than others.

Get the lay of the land: Get as much information as possible about people, processes and activities in your work spot – at an amazing speed and become a quick and authoritative information source.

Say “sure” and figure out how later: Management values the new employee who grabs a challenge and runs with it. Try to get over the hurdles somehow – through a painful process of trial and error and come back with winning solutions

Cont…

Accelerate your enthusiasm: An enthusiastic newcomer can spark a whole department. Yet some days your enthusiasm will run low. There is a remedy, however; if you want to be enthusiastic, act enthusiastic. Inner enthusiasm

follows, and it will have an echo effect on colleagues and bosses. Even cynical old hands want to help an enthusiastic new person.

Dare to Change the Entrenched Method: Try to challenge the traditional old ways of doing things. Stretch yourself to find those creative ways that save lot of organisational time, energies and resources.

The greatest advantage of the fast start on a new job is the early creation of a winning mystique. Even if you were a little slow in the beginning, nothing says, you can’t go to work tomorrow morning and act as if it was your first day on a new job. Better late than never?

Source: W. Ellis, “Get off to a fast start in your new Job,” Reader’s Digest, Win@Work, 2001.

How to get off to a flying start in your new job?

Career anchors

These are distinct patterns of self-perceived talents, attitudes, motives and values that guide and stabilise a person’s career after several years of real world experiences.

More about eight career anchors Managerial competence

Technical competence

Security

Creativity

Autonomy

Dedication to a cause

Pure challenge

Life style

Career planning

Career planning is the process by which one selects career goals and the path to achieve those goals. Career planning, it should be noted here, is a prerequisite to effective human resource planning.

Why career planning? Career planning seeks to meet the following objectives

Attract and retain talent

Use human resources properly and achieve greater productivity

Reduce employee turnover

Improve employee morale and motivation

Meet the current and future human resource needs of the organisation

Identify individual needs and aspirations

Analyse career opportunities

Align employee needs with available career opportunities

Develop action plans

Carry out periodic review

The process of career planning

Career Development

Career development consists of the personal actions one undertakes to

achieve a career plan. The actions for career development may be initiated

by the individual himself or by the organisation

Individual career development: Some of the important steps that could help

employees achieve their career goals could be listed thus;

Performance

Exposure

Networking

Leveraging

Loyalty

Mentors and sponsors

Key subordinates

Expanding capabilities over time

Individual career development

Organisational career development: organisations could help promote

individual careers through a series of well planned moves. These include:

Organisational career development

1 Self assessment tools such as holding a career planning workshop, circulation of a career work book in advance etc.

2. Individual counselling

3. Information services

job posting system

skills inventory

career ladders and career paths

career resource centre

Career Development

Cont…

4. Employee assessment programmes

Assessment centres

Psychological tests

Promotability forecasts

Succession planning

5. Employee developmental programmes

6. Career programmes for special groups

Career Development

Career Management

Career management includes both organisational actions and individual efforts aimed at setting career goals, formulating and implementing strategies and monitoring the results.

The career management model

Individual C areerP lann ing

Assess needsAnalyse career opportunitiesSet career goalsDevelop action plans

O rganisat iona l C aree rP lann ing

Assess human resourcerequirementsCareer paths for each personIn te g ra te c a re e r go a ls a n dorganisational needsInitiate career development efforts

C a re e rD ev e lopm e n t

How individuals can reach the top?How organisations can help?Self-assessment toolsIndividual counsellingInformation servicesAssessment programmesDevelopment programmesProgrammes for special groups

The Goal: Matching Individual and Organizational Needs

Individual and Individual and Organizational GoalsOrganizational Goals

Individual and Individual and Organizational GoalsOrganizational Goals

The Employee’s RoleThe Employee’s RoleThe Employee’s RoleThe Employee’s Role The Organization’s RoleThe Organization’s RoleThe Organization’s RoleThe Organization’s Role

Career Career ManagementManagement

Career Career ManagementManagement

HR’s Role in Career DevelopmentHR’s Role in Career Development

The Organization’s Role: Establishing a Favorable Context Management

Participation Provide top management

support Provide collaboration

between line managers and HR managers

Train management personnel

Setting Goals Plan human resources

strategy

Changing HR Policies Provide for job rotation Provide outplacement

service

Announcing the Program Explain its philosophy

Balancing Individual and Organizational NeedsBalancing Individual and Organizational Needs

Identifying Career Opportunities and Requirements Competency Analysis

Measures three basic competencies for each job: know-how, problem solving, and accountability.

Job Progressions The hierarchy of jobs a new employee might

experience, ranging from a starting job to jobs that require more knowledge and/or skill.

Career Paths Lines of advancement in an occupational field

within an organization.

Typical Line of Advancement in HR ManagementTypical Line of Advancement in HR Management

Alternative Career Moves

The Plateauing Trap

Career Plateau Situation in which for either organizational or

personal reasons the probability of moving up the career ladder is low.

Types of Plateaus Structural plateau: end of advancement Content plateau: lack of challenge Life plateau: crisis of personal identity

Successful Career-Management Practices

Placing clear expectations on employees.

Giving employees the opportunity for transfer.

Providing a clear and thorough succession plan

Encouraging performance through rewards and recognition.

Giving employees the time and resources they need to consider short- and long-term career goals.

Encouraging employees to continually assess their skills and career direction.

Internal Barriers to Career Advancement

Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development.

Rigid job specifications, lack of leadership support for career management, and a short-term focus.

Lack of career opportunities and pathways within the organization for employees.

Career Management: Developing Talent over Time 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

Career Development Initiatives Career Planning Workbooks

Stimulate thinking about careers, strengths/ limitations, development needs

Career Planning Workshops Discuss and compare attitudes, concerns, plans

Career Counseling Discussing current job activities and

performance, personal and career interests and goals, skills, and career development objectives.

Workforce Investment Act of 1998

Determining Individual Development Needs Fast-track Program

A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

Career Self-Management Training Helping employees learn to continuously gather

feedback and information about their careers. Encouraging them to prepare for mobility.

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 organizations

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)

Succession Planning is the Process of identifying and developing suitable Team Members who are able to replace Key Positions as and when required.

In nutshell Strategic Planning will help :-

1. To prepare Team Members for leadership roles and make them ready for new roles as & when need arises.

2. To plan Career Path for talented Team Members.

3. Risk Management.

PerformanceManagement

TalentManagement

RewardsManagement

Recruitment &Selection

Career Management

Succession Planning

Senior ManagementDevelopment

BU

SIN

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TR

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EG

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BU

SIN

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SR

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Integrated ApproachIntegrated Approach

Training&

Development

Objective

Foster a process of building leadership capability across the lines of business / support functions

The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction

Identify the key leadership success factors

Outcomes

Retention and development of high potential

employees

Builds internal staff capabilities (bench strength) for the

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 leaders going forward