12262011104614AM7-Career_Planning

8/3/2019 12262011104614AM7-Career_Planning

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Career ManagementProcesses and Strategies


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Career Management

Careers are no longer viewed as anupward linear progression but

reinvented constantly as work

environments change

CompanysEmployeeslong-term

interestsHuman

resourceactivities


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Challenges to HR

How can organizations help

How can people develop their owncareers

What types of organizational

cultures support careerdevelo ment?


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Career Planning Process

Self-

Assessment

- determine

career interests,

a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997

IRWI

N


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Reality

Self-

Assessment - feedback on

- determine

career interests,

s s, now e ge


IRWI

N


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Goal

Reality

Setting

- devise short-

Self-


-

developmental

plans

- determine

career interests,

s s, now e ge


IRWI

N


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Career P lanning Process

Action

Goal

Plans

Reality

Setting

- devise short-

Self-


and ong-term

developmental

plans

- determine

career interests,

skills, knowledge


IRWI

N

va ues, ap u es


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Career Anchors

" "

perceived areas of competence, motives,and values relatin to rofessional workchoices.

Career Anchors help people uncover theirreal values and use them to make better

.


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Types of Career Anchors

.

individuals prefer to use their technical or functionalskills rather than management skills. However, theywould be prepared to accept managerial responsibility

.

Managerial Competence. For some people, theexercisin of mana erial res onsibilit is an end initself and technical/functional jobs are just one way ofgetting there.

ecur y an a y. ose peop e w s careeranchor will do whatever the organization wants ofthem in order to maintain job security.


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.

career anchor always want to extend themselves andget involved in new projects.

Autonomy and Independence. Some individuals donot wish to be limited by organizational constraints.The usuall work alone or in a small firm.

Basic Identity. People with this career anchor aredriven b the need to achieve and sustain an

occupational identity. These people tend to beemployed in lower-level jobs where their role isrepresented visually by a badge or uniform.


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.

the need to help others e.g. teachers and doctors.

, .may be separate from the managerial career anchoror a part of it. People with this career anchor mayursue olitical careers teachin or medicine etc. i.e.

jobs in which they will have control over other people.

Variet . Some eo le constantl seek variet . This is

particularly relevant for individuals who have a widerange of talents that they wish to exercise.


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areer eve opmen

An on oin and formalizedeffort that focuses on

capable workers.


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The Career DevelopmentProcess

Assessment Directionase ase

Phase


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The Assessment Phase of Career

Self-Assessment Self-assessment is increasingly important for companies

that want to empower their employees to take control oftheir careers

-,assessment usually involves doing skills assessmentexercises, completing an interests inventory, and clarifying

values.

Some of the tools traditionally used by organizations inselection are also valuable for career development. Amongthese are:

Assessment centers Performance appraisal

Promotability forecasts

Succession planning


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-

Career workbooks

Career-planning

Psychological testing

Promotability forecasts

Succession lannin


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The Direction Phase of CareerDevelopment

In ivi ua areer ounse ing

This refers to one-on-one sessions with the goal of

Information Services

Information services provide career developmentinformation to employees.

Job-posting systems

Career paths

Career resource center


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The Develo ment Phase of CareerDevelopment

Mentoring relationships generally involve advising, rolemodeling, sharing contacts, and giving general support.

Coaching

Employee coaching consists of ongoing, sometimesspontaneous, meetings between manages and their

employees to discuss the employees career goals and.

Job Rotation

Job rotation involves assigning employees to variousobs so that the ac uire a w ider base of skills.

Tuition Assistance Programs

Organizations offer tuition assistance programs tosupport their employees education and development.


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Career Development Systems: Linking

Organizational Individual Career

What are the organizationsmajor strategic issues over

Needs

How do I find career

Needs

Issue:

most critical needs &challenges that the

organization will face over the

opportunities within the

organization that:

Use my strengths

Are employeesdeveloping

themselves in a way that-

Critical skills, knowledge,and experiencewill be needed to meet

developmental needs

Provide challenges

Match my interests

links personal effective-ness and satisfactionwith the achievement ofthe organizations

What staffing levels willbe required?

Does the organization have

atc my va ues Match my personal stylestrategic objectives?

meet the critical challenges?


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Careers and Aspirations


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Suggestions for Self-Development

Create your own mission statement.

Take responsibility for your own growth.

Make enhancement your priority, not

advancement.a to peop e n pos t ons to w c you asp re;

get suggestions on how to proceed.

.


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Suggestions for Advancement

Performance in work role is importantbut interpersonal skills are critical

Set priorities

Provide solutions, not problems Be a team player

Be customer - oriented

Act as if what youre doing makes adifference


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Career Self Assessment

Does what youre doing at work matchyour values?

a wor o you n mean ng u

How does your organization treat you?

s y ur a a r su r car rgrowth?

life?


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The Employers Role

Career management practices include:

openings

Formal education

u

Retirement

Career-orientedperformance

Successionlannin

appra sa s Management

Lateraldevelopment


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Career Development: BestPractices

Career P lanning Workshops Apple Computer and Sun Microsystems hold on-site

workshops where employees learn to take charge of theircareers, beginning with assessing their abilities, interests,

and values.

the organization's needs to determine possible futureoptions and how to prepare for them.

Then the are read for roductive career discussions with

their managers.

Conducting Career Coaching Workshops for


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Establishin Em lo ee Career Centers

Companies such as Advanced Micro Devices,IBM, and Motorola have set up internal careercenters where employees can come for self-assessmen

Services include computerized programs that

incorporate 360-degree feedback, competency, ,management and resilience training, lunch-and-learn seminars, and information about internalopportunities.

Chase Manhattan Bank maintains a list ofemployees w ho are w illing to beshadowed by those interested in moving

r w r .


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Maintainin Internal Job and Talent Banks

Microsoft has created an on-line service whereemployees can learn about open positions and the skillsrequired for them.

Microsoft also places large amounts of careerinformation on what it calls its "electronic campus,"

including a "resource and referral" section with lists of, , , ,articles, and other information recommended bycoworkers.

Called Career Partnershi Center Advanced Micro

Devices maintains a data bank of employee skills thatcan be accessed by managers looking for internal talent.The company also integrates the career developmentp ans o a emp oyees n o s ong-range wor orceplanning process.


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Hewlett-Packard, Texas Instruments,Charles Schwab Ford Motor Com anErnst & Young, Quaker Oats Company,IBM, Georgia-Pacific, Ceridian, J. C.

, ,

Companies with successful mentoringprograms report that having the CEO

and senior managers actively involved inmentoring and supporting the programsis im ortant


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- -database that mentees can use to search for mentorswith specific areas of expertise.

They can even interview potential mentors and submite r c o ces n or er o pre erence.

It uses written mentoring agreements that establishthe ground rules for the partnership, and thecom an conducts half-da trainin sessions formentors and mentees.

Other companies have appointed internal humanresources staff as "retention managers" or "career

"all employees, especially the difficult-to-replacetalent.


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Link Organizational /

In iv i ua Nee s

Offer career opportunities that focus on strengths

a ress eve opmen a nee s provide challenges

match values


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Making Career Development an

rgan zat ona r or ty

Stress commitment to career growth and development in

formal communications with employees.

Make career development a priority at all levels of theorganization, starting at the top.

Provide managers with the people skills they need to

develop their subordinates. Emphasize that career development is a collaborative effort

and that the employee must take primary responsibility forhis or her own career.

Require managers to meet wit t eir su or inates regu ar yto review personal career goals and objectives.


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Making Career Development an

.

anagers o ou ne emp oyee ac evemen s an

strengths when conducting an appraisal review session. Encourage managers to collaborate with subordinates to

.

Emphasize that part of the managers job is helpingemployees develop career action plans.

education and other development activities.

Require managers to develop collaborative rather thanto -down control-oriented workin relationshi s with

their subordinates.


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Career Development: SomePractices

ever tire of a career in software development, you are

always welcome to join our other divisions ,. All thedoors of L&T are open to you,A M Naik, Chairman L&T

When Anand Mahindra first recruited Rajesh Jejurikar ,now managing director of Mahindra Renault, it was at a

time when the auto industry was at a low ebb. Rajeshsa e was o n ng us ecause e en oye e c a engeand also because we were a conglomerate. He knew hecould join any other group company if the ventureflopped, recalls Mahindra.

When I bring someone in, I tell them they are aresource for the whole group. There are real advantagesto being a conglomerate. Anand Mahindra


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Career Development: Some Practicesfrom Indian Conglomerates

Ex t r a ct f r o m Ec on o m i c Ti m e s 1 0 t h Aug 07


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, ,always used the wide spectrum of career choices itoffers as a talent bait. While recruiting fresh MBAsinto its Tata Administrative Services ro ramme forexample, it stresses the fact that recruits get achance to train in a number of Tata companies and

can choose one that suits them best. We leverage this in our recruitment because its

important to young people , who say they dont wantto be trapped in one company , We tell them, you

some new sector. - Satish Pradhan, executive vice president,group human resources, Tata Sons.


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,

250 people of the rank of vice-presidentand above between group companies - nota par cu ar y arge num er , cons er ngthe group employs over three lakh people .

But as Pradhan says, These transfers havevery high visibility and hence high impact.

ey g ve peop e a sense o poss y.


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ross- us ness rans ers are a

useful strategy for retaining talent,

management levels. But its less

,acts as a like to have feature.-


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.

stability for excitement. Theyre seeking tomove from old sectors to new sectors, frommanu ac ur ng o serv ces, rom rura ourban locations and from India to

overseas.- Santrupt Misra, Director HR, Aditya Bir la Group

The Aditya Birla group executed 160 cross-

these were to its new-found retail business.


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, ,talented executives from its liquor business toKingfisher Airlines . Of course, this has created itsown roblems since a ob at Kin fisher carries with itthe major perk of free air travel, making it moreattractive place to work than United Breweries.

- Sudhir Goyal UB group HR head

Goyal is currently busy creating a core group of UBstop 100 executives, who may be moved to head new

continues on his acquisition spree.

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