Career Planning and Career Planning and Succession PlanningSuccession Planning

Career planning is the process by which one Career planning is the process by which one selects career goals and the path to these goals.selects career goals and the path to these goals.

Career Planning is the formal process through Career Planning is the formal process through which someone becomes aware of his or her which someone becomes aware of his or her personal skills, personal skills,

interests,interests, knowledge,knowledge,

motivations and motivations and

other characteristics, acquires information about other characteristics, acquires information about opportunities and choices, identifies career-related goals, opportunities and choices, identifies career-related goals, and establishes action plans to attain specific goals.and establishes action plans to attain specific goals.

The Goal: Matching The Goal: Matching Individual and Individual and

Organizational NeedsOrganizational 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

Employer Career Efforts today Employer Career Efforts today HR Activity Traditional Focus Career Development

Focus

Human Resource Planning

Analyzes jobs, skill, tasks-present and future. Projects need. Uses statistical data

Adds information about individual interests, preferences, and the like to replacement plans.

Recruitment and selection

Matching organization's needs with qualifies individuals.

Matches individual and jobs based on variables including employees’ career interests and aptitudes.

Training and development

Provides opportunities for learning skills, information and attitudes related to job.

Provides career path information. Adds individual development plans.

Performance Appraisal

Rating and/on rewards Adds development plans and individual goal setting.

Compensation and benefits

Rewards for time, productivity, talent, and so on.

Adds study reimbursement plans, compensation for non-job related activities

Objectives of Career Objectives of Career PlanningPlanning

Attract and retain talent by offering careers, not Attract and retain talent by offering careers, not jobs.jobs.

Use human resources effectively and achieve Use human resources effectively and achieve greater productivitygreater productivity

Reduce employee turnoverReduce employee turnover

Improve employee morale and motivationImprove employee morale and motivation

Meet the immediate and future human resource Meet the immediate and future human resource needs of the organization on a timely basis.needs of the organization on a timely basis.

Figure Figure HR’s Role in Career HR’s Role in Career DevelopmentDevelopment

Figure Figure Balancing Individual and Organizational Balancing Individual and Organizational NeedsNeeds

Figure 5.A1Figure 5.A1 Combinations of Career Combinations of Career Interests and SkillsInterests and Skills

ExploreExplore PursuePursue

AvoidAvoid DevelopDevelop

INTERESTS

Low High

Lo

wH

igh

SK

ILL

S

Figure 5Figure 5–9 –9 Stages of Career DevelopmentStages of Career Development

Stage 5: Late Career (ages 55–retirement):Stage 5: Late Career (ages 55–retirement):Remain productive in work, maintain self-esteem, prepare for effective Remain productive in work, maintain self-esteem, prepare for effective retirement.retirement.

Stage 5: Late Career (ages 55–retirement):Stage 5: Late Career (ages 55–retirement):Remain productive in work, maintain self-esteem, prepare for effective Remain productive in work, maintain self-esteem, prepare for effective retirement.retirement.

Stage 4: Midcareer (ages 40–55):Stage 4: Midcareer (ages 40–55):Reappraise early career and early adulthood goals, reaffirm or modify goals, Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.make choices appropriate to middle adult years, remain productive.

Stage 4: Midcareer (ages 40–55):Stage 4: Midcareer (ages 40–55):Reappraise early career and early adulthood goals, reaffirm or modify goals, Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.make choices appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 25–40):Stage 3: Early Career (ages 25–40):Learn job, learn organizational rules and norms, fit into chosen occupation Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.and organization, increase competence, pursue goals.

Stage 3: Early Career (ages 25–40):Stage 3: Early Career (ages 25–40):Learn job, learn organizational rules and norms, fit into chosen occupation Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.and organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 18–25):Stage 2: Organizational Entry (ages 18–25):Obtain job offer(s) from desired organization(s), select appropriate job based Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.on complete and accurate information.

Stage 2: Organizational Entry (ages 18–25):Stage 2: Organizational Entry (ages 18–25):Obtain job offer(s) from desired organization(s), select appropriate job based Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.on complete and accurate information.

Stage 1: Preparation for Work (ages 0–25):Stage 1: Preparation for Work (ages 0–25):Develop occupational self-image, assess alternative occupations, develop Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.initial occupational choice, pursue necessary education.

Stage 1: Preparation for Work (ages 0–25):Stage 1: Preparation for Work (ages 0–25):Develop occupational self-image, assess alternative occupations, develop Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.initial occupational choice, pursue necessary education.

Process of Career PlanningProcess of Career Planning

Identifying individuals

needs and aspirations

Analyzing career

opportunities

Aligning needs and

opportunities

Action plans and

periodic review

Step 1

Step 2

Step 3

Step 4

Career Anchors Career Anchors Five anchors are:Five anchors are:

Managerial competenceManagerial competence Technical – functional competenceTechnical – functional competence SecuritySecurity CreativityCreativity Autonomy independenceAutonomy independence

Tools used for career Tools used for career developmentdevelopment

Self-assessmentSelf-assessment Individual counselingIndividual counseling Information servicesInformation services Employee assessment programmesEmployee assessment programmes Employee development programmesEmployee development programmes Career programmes for special Career programmes for special

groupsgroups

Succession PlanningSuccession Planning

““The process of ensuring a suitable The process of ensuring a suitable supply of successors for current and supply of successors for current and future senior or key jobs arising from future senior or key jobs arising from business strategy, so that the business strategy, so that the careers of individuals can be planned careers of individuals can be planned and managed to optimize the and managed to optimize the organizations needs and the organizations needs and the individuals’ aspirations.”individuals’ aspirations.”

Succession Planning is a systematic Succession Planning is a systematic approach to :approach to :

Building a leadership pipeline/talent pool to Building a leadership pipeline/talent pool to ensure leadership continuityensure leadership continuity

Develop potential successions in way that best fitr Develop potential successions in way that best fitr their strengths.their strengths.

Identifying the best candidates for categories of Identifying the best candidates for categories of positions.positions.

Concentrating resources on the talent Concentrating resources on the talent development process, leading to greater ROI.development process, leading to greater ROI.

BenefitsBenefits Prepare current employees to understand key role.Prepare current employees to understand key role.

Develop talent and long term growth.Develop talent and long term growth.

Improves workforce capabilitities and overall performanceImproves workforce capabilitities and overall performance

Improve employee commitment and therefore retentionImprove employee commitment and therefore retention

Meets the career development requirement of existing employees.Meets the career development requirement of existing employees.

Improves support to employees throughout their employment.Improves support to employees throughout their employment.

Counters the increasing difficulty of recruiting employees externally.Counters the increasing difficulty of recruiting employees externally.

Focuses on leadership continuity and improved knowledge sharingFocuses on leadership continuity and improved knowledge sharing

Provides more effective monitoring and tracking of employee Provides more effective monitoring and tracking of employee proficiency levels and skill gaps.proficiency levels and skill gaps.

Several factors critical for the Several factors critical for the success of Succession planningsuccess of Succession planning Management is involved in the processManagement is involved in the process

Management holds themselves accountable for growing Management holds themselves accountable for growing leaders.leaders.

Employees are committed to their own self developmentEmployees are committed to their own self development

Succession planning is based on a business case for Succession planning is based on a business case for long term needs.long term needs.

Succession is linked to strategic planning and Succession is linked to strategic planning and investment in the future.investment in the future.

Process of Succession Process of Succession mgmt.mgmt.

Identify the shortage of leadership skills and defining the requirement

Identify potential successors for critical positions

Coach and Groom the STARS

Secure top mgmt’s commitment and support

Succession Planning ModelSuccession Planning Model

1. Determine the functions & when the position will be available

2. Identify initial competencies required for each position 3.

Competency Gap Analysis

4. Design Developmental Oppportunities for each set of Competencies

6. Research & Track overall Program and maintain skill Inventory

5. Develop and maintain a talent pool

Step 1: Determine the functions and when position will be available.Step 1: Determine the functions and when position will be available.

– Review the associated functions and anticipated future work requirements.Review the associated functions and anticipated future work requirements.

– Fully understand how real and anticipated change in functions and new technologies will Fully understand how real and anticipated change in functions and new technologies will impact the future job requirements.impact the future job requirements.

Step 2 : Determine initial competencies required for each positionStep 2 : Determine initial competencies required for each position

• Determine the skill, Knowledge, ability, aptitude, values, motivation, initiative, self Determine the skill, Knowledge, ability, aptitude, values, motivation, initiative, self control, work styles and attitudes that contribute to exemplary job performance.control, work styles and attitudes that contribute to exemplary job performance.

Step 3: Competency Gap analysisStep 3: Competency Gap analysis

– Identify the job competencies that will be required for future position in thee organsiationIdentify the job competencies that will be required for future position in thee organsiation

– Determine the type of tools used to gather data on whether current employees possess the Determine the type of tools used to gather data on whether current employees possess the competencies that will be required for the identifies positions.competencies that will be required for the identifies positions.

– Analyze the difference between current employee competencies and future organisation Analyze the difference between current employee competencies and future organisation needsneeds

– Document the finding. Document the finding.

Step 4 Design developmental opportunities for each set of competenciesStep 4 Design developmental opportunities for each set of competencies

– Tailor opportunities to develop each competency and future work requirement Tailor opportunities to develop each competency and future work requirement

Step 5: Develop and maintain a talent PoolStep 5: Develop and maintain a talent Pool– Acquire volunteersAcquire volunteers– Conduct individual gap analysisConduct individual gap analysis– Prepare individual development plansPrepare individual development plans– Reassess and track individual progressReassess and track individual progress

Step 6: Reassess and track overall progress and maintain a skills inventory.Step 6: Reassess and track overall progress and maintain a skills inventory.

– Continually monitor kills and needs to determine any gaps, and develop plans to Continually monitor kills and needs to determine any gaps, and develop plans to meet deficiencies.meet deficiencies.

– Track individual progress overtime to use for reporting and determining, adding or Track individual progress overtime to use for reporting and determining, adding or changing developmental opportunities.changing developmental opportunities.

– Maintain an inventory of current and future needs along with the information for Maintain an inventory of current and future needs along with the information for individual and group developmentindividual and group development

Pros and Cons of Disclosing Pros and Cons of Disclosing succession planningsuccession planning

Unrealistic expectation and implied contracts

Retention Strategy

High Performers may leave the organization, unsure of their future

Allows flexibility as business needs change

TELL

DO NOT TELL

DISADVANTAGES ADVANTAGES