Career Planning Dev

8/8/2019 Career Planning Dev

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INTRODUCTION

Effective HRM encompasses career planning, career development and succession planning. Even

though in this era of rapid technological changes, organizations are besieged with the problem of

manpower redundancy, organizations are equally concerned with the problem of retention of

manpower. While one way to increase retention is by extrinsic motivational reinforces, the other

way obviously is to address to the need of employees, which centers on individual career

planning and career development. From an organizations point of view also, these initiatives

reinforces their strategic plans and make their goals and objectives achievable. An organization

without career planning and career development initiatives is likely to encounter the highest rate

of attrition, causing much harm to their plans and programmers. With the increases scope for job

mobility and corporate race for global headhunting of good performers, it is now a well-

established fact that normal employment span for key performers remains awfully short. At times

it is even shorter than three years. This again strengthens the need for effective career planning,

career development.

Organizations have realized that the only way in which they can retain their top talents is by

offering the prospect of growth. Hence organizations are spending more and more time in

planning, designing and modifying their employees careers. An individual with potentials joins

a firm not for job but for career development. An organization has to provide better opportunities

to its employees in their career planning and development and also use their efficient services forthe benefit of the organizations. A proper linking between career of an employee and the

organizational needs is essential. This gives benefit to employees and the organization.

MEANING OF CAREER (WHAT IS CAREER?):-

A career is a sequence of positions/jobs held by a person during the course of his working

life. According to Edwin B. Flippo a career is a sequence of separate but related work activities

that provide continuity, order and meaning to a persons life. Career of an employee represents

various jobs performed by him during the course of his working life.

As a literate definition of career focuses on an individually perceived sequence, to be more

accurate, career may be either individual-centered or organization-centered. Therefore, career is


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often defined separately as external career and internal career. external career refers to the

objective categories used by society and organizations to describe the progression of steps

through a given occupation, while internal career refers to the set of steps or stages which make

up the individuals own concepts of career progression within an occupation. For such two

different approaches, in organisational context, career can be identified as an integrated pace of

vertical and lateral movement in an approach is intended to minimize diversity of hopes and

expectations of employees matching individually perceived career with organization-centered

career.

The concept of career involves much more than simply looking at promotion opportunities. It

also covers the experience of the individual within the organization and how he responds to this.

Career consists of changes in values, attitude and motivation

that occurs as a person grows older.

Gone are those days where you could depend on continuous employment and job security. With

minimal planning, your career happened naturally. Consequently, we are unaware of today's

career challenges. In a todays competitive environment the level of uncertainty has increased.

Even the question, "what's my future?" bothers to most confident individuals. And the answers

are not quickly forthcoming.

Employees (of all categories) want to grow in their careers as this provides more salary, higher

status and opportunity to use knowledge, education and skills effectively. An individual with

potentials joins a firm not for job but for career development. An organization has to provide

better opportunities to its employees in their career development and also use their efficient

services for the benefit of the organization. Seeking opportunities, gain higher status, increase in

job satisfaction, improve working conditions ----are all the events linked with career

development.

CAREER PLANNING & GROWTH OPPORTUNITIES

Manpower planning is an important of business planning or corporate planning. There cannot be

effective manpower planning if there is ineffective career planning in the organization. Career

planning is an integral part of manpower planning. Career planning is choosing an occupation,


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keeping in view one's resources and environmental conditions. Career planning is not an event or

an end in itself, but a process which requires continuous examination of the goal; the strategies to

be chosen ; the resources and limitations and the part of the individual the organization and the

environment.

This is aimed at - to improve the performance of subordinates in their present job in terms of

results to be accomplished; to prepare employees to accept increasing responsibility in their

present job; to help subordinates to grow and develop for higher level jobs. Career planning is

basically an individual's responsibility. However, in the organisational context, it is the

organisation's responsibility to guide and direct the employees to develop and utilize their

knowledge, abilities and resources towards organisation development and effectiveness.

Employee's goals have to be appropriately integrated with organisational goals. The organisation

must provide career counseling services.

MEANING OF CAREER PLANNING

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

Career development is those personal improvements one undertakes to achieve a personal career

plan. Career management is the process of designing and implementing goals, plans and

strategies to enable the organization to satisfy employee needs while allowing individuals to

achieve their career goals. So, due to this career planning and development is necessary to each

and every employee in an organization. The need of career planning and development is felt in

each and every organization of todays global world.

. From the point of view of an organization, career planning and development have become

crucial in management process. An organization has to provide facilities/opportunities for the

career development of individual employees.

If the organizations want to get the best out of their employees, they must plan regularly the

career development programmes in their organizations. Such programmes offer benefits to

employees and also to the organizations. The employees will develop new skills will be available

to the organization. In brief, career planning refers to the formal programmes that organizations

implement to increase the effectiveness and efficiency of the human resources available. Career


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planning and development is the responsibility of the HR department of the organization. As

already noted, every person joining an organization has a desire to make career as per his

potentiality, ability, skills and so on.

From organization point of view

` It means helping the employees to plan their career in terms of their capacities within thecontext of organizations needs.

` It involves designing an organizational stage to the retirement stage. Individuals who canfill planned future positions are identified and prepared to take up these positions.

` It is a managerial technique for mapping out the entire career of young employees. Itrequires discovery, development, planned employment and reemployment of talents.

` The term career planning and development is used extensively in relation to businessorganizations. It is argued that if the organizations want to get the best out of their

employees, they must plan the career development programmes in their organization

effectively. Such programmes offer benefits to employees and also to the organizations.

The employees will develop new skills will be available to the organization. This type of

career planning can be described as organizational career planning.


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Career Planning within Organizations: Corporate and HR Responsibility

y While each individual on his job in an organization will start planning out his careergrowth path and crossing the mile stones along the path to finally reach his goals,

organization where he works is also responsible to support or to proactively carve his

career progression.

y Therefore, the organizations should keep a track on the performance and progress of allthe professionals working in the organization.


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y Organizations should enable their people with the knowledge of the existing and futureopportunities and growth avenues that can be pursued and achieved within.

y Organizations should also let their people know about what kind of systems andinterventions the organizations have to support the attainment of these growth

possibilities.

y While organizations at the corporate level will be concerned about the career planning oftheir professionals even as a corporate strategy, it may finally be human resources

departments' responsibility to execute this function.

y It is considered an important function of HRM but it is true also that it is one of the mostthe most neglected and least developed functions in large number of organizations.

y HR departments should chalk out well-structured system of career planning in theirorganizations.

WHO'S RESPONSIBLE FOR PLANNING YOUR CAREER?

You have the lead responsibility for planning your career. Supervisors, managers, and your

agency can provide you with meaningful assistance in this process.

The following are examples of career planning actions:

Employees:

y Decide what you want from your career now and in the future.y Take actions individually or with your supervisor to assess your individual interests,

strengths, and areas for development. ( See Steps to Career Planning )

y Develop a yearly Employee Development Plan with input from your supervisor,including current job development and long-term career objectives as part of the

performance management process.

y Work with your supervisor to identify on-the-job learning and training opportunities,continued education, and/or avenues for professional development.


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Managers:

y Identify the job-related knowledge, skills, abilities, competencies and experience thatemployees need to be effective in their positions.

y Help employees define short and long-term development needs that support agencyobjectives and employee career goals.

y Support Employee Development Plans by indicating specific steps that need to betaken and by whom to accomplish the learning goals.

Agencies:

y Provide a job and compensation structure that supports the agency's goals and allows forindividual development and growth.

y Provide time and available funding for development activities.y Utilize the knowledge, skills and abilities of each employee to support agency objectives

and meet future staffing needs.

Keep in mind that factors outside of the employee and agency's control may affect the outcome

of career actions. But one thing is true it is important to perform well in one's current position.

Consistent, high quality performance, along with thoughtful career planning, will help ensure

continued career success.

Overall, career development involves being aware of one's personal goals and values as well as

work goals. It involves continuously learning and applying new knowledge, taking advantage of

opportunities, and taking risks in order to help the agency be productive and effective while

achieving one's career and personal goals.

CAREER STAGES:-


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Education is thought of in terms of employment. People go for school and college education

and prepare for their occupation. Very few people stick to the same job throughout their life.

Most of them switch job either within the organization or in some other organization. Chances

are they change jobs, depending on available opportunity, several times before retirement. Where

opportunity is restricted they continue with the same job. They go through the following stages:

1) EXPLORATION:-

Almost all candidates who start working after college education start around mid-

twenties. Many a time they are not sure about future prospects but take up a job in

anticipation of rising higher up in the career graph later. From the point of view of

organization, this stage is of no relevance because it happens prior to the employment.

Some candidates who come from better economic background can wait and select a

career of their choice under expert guidance from parents and well-wishers.

2) ESTABLISHMENT:-

This career stage begins with the candidate getting the first job getting hold of the right

job is not an easy task. Candidates are likely to commit mistakes and learn from their

mistakes. Slowly and gradually they become responsible towards the job. Ambitious

candidates will keep looking for more lucrative and challenging jobs elsewhere. This may

either result in migration to another job or he will remain with the Same job because of

lack of opportunity.


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Exploration Establishment Maintenance Disengagem

Developmental

tasks.

Identify

skills,

interests.

Develop

lifestyle,

growth,

security.

Update skills. Retirement

planning.

Activities. Helping,

learning,

following

directions.

Making

independent

contributions.

Training,

sponsoring,

policy-

making.

Phasing ou

work.

Relation with

others.

Apprentice. Colleague. Mentor. Sponsor.

Age. < 30 yrs. 30-45 yrs 45-60 yrs > 60 yrs

Years on job. < 2 yrs 2-10 yrs > 10 yrs > 10 yrs

3) MID-CAREER STAGE:-

This career stage represents fastest and gainful leap for competent employees who are

commonly called climbers. There is continuous improvement in performance. On the

other hand, employees who are unhappy and frustrated with the job, there is marked

deterioration in their performance. In other to show their utility to the organization,

employees must remain productive at this stage. climbers must go on improving their

own performance. Authority, responsibility, rewards and incentives are highest at this

stage. Employees tend to settle down inn their jobs and job hopping is not common.


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4) LATE CAREER:-

This career stage is pleasant for the senior employees who like to survive on the past

glory. There is no desire to improve performance and improve past records. Such

employees enjoy playing the role of elder statesperson. They are expected to train

younger employees and earn respect from them.

5) DECLINE STAGE:-

This career stage represents the completion of ones career usually culminating into

retirement. After decades of hard work, such employees have to retire. Employees who

were climbers and achievers will find it hard to compromise with the reality. Others may

think of life after retirement.


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AIMS AND OBJECTIVES OF CAREER PLANNING:

Career Planning aims at matching individual potential for promotion and individual aspirations

with organizational needs and oppurtunities. Career Planning is making sure that the

organization has the right people with the right skills at the right time. In particular it indicates

what training and development would be necessary for advancing in the career altering the career

path or staying in the current position. Its focus is on future needs and oppurtunities and removal

of stagnation, obsolescence, dissatisfaction of the employee .

In the process it opens avenues for growth to higher levels of responsibilities for each and every

employee of the organization through hierarchy of position and training and development

activities to equip the individuals with the requisites fir succession.

NEED/PURPOSE/OBJECTIVES OF CAREER PLANNING:-

1) To map out careers of employees as per their ability and willingness and to train and

develop them for higher positions.

2) To attract and retain the right type of persons in the organization.

3) To utilize available managerial talent within the organization fully.

4) To achieve higher productivity and organizational development.

5) To provide guidance and assistance to employees to develop their potentials to the

highest level.

6) To improve employee morale and motivation by providing training and opportunities for

promotion.

7) To maintain a contended team of employees.

8) To strengthen the retention programme of the organization.

9) To ensure that promising person gets experience that will equip them to reach

responsibility for which they are able.

10)To ensure consistency, uniformity and fairness in the matter of promotion policy.


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Balancing Individual and Organizational Needs

ROLE OF CAREER PLANNING:

(1) It motivates employees to grow.

(2) It motivates employees to avail training and development

(3) It increases employees loyalty as they feel organization cares about them through career

plan for them. So they integrate their goals with the organization goals.

(4) Encourage employee to remain in organization.

(5) Organization image as better employment market.

(6) It contributes to man power planning as well as organizational development and effective

achievement of corporate goals.

(7) It helps employee in thinking of long term involvement with organisation.

(8) Career Planning provides general scenario of career opportunities in organisation.

(9) It gives an idea of direction towards growth.

(10)Builds pathways for employee.


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SCOPE OF ORGANISATIONAL CAREER PLANNING:-

The following activities/areas are covered within the scope of organizational career planning:

a) HUMAN RESOURCE FORECASTING AND PLANNING:-

Here, efforts will be made to identify the number of employees required in future. In

addition, the selection procedure will be adjusted with the overall strategic goals of the

organization.

b) CAREER INFORMATION:-

Here, information relating to career opportunities (promotions, training for self

development, etc) will be supplied to employees. Supplying career

information/opportunities has special significance as this motivates employees to grow

and reach to higher position.

c) CAREER COUNSELLING:-

Such counselling is next to supplying career information. Career counselling is possible

by senior executives through periodic discussions with their subordinates. . Even experts

may be appointed for providing career guidance to individual employees. Such

counseling helps them to understand their strengths and weaknesses in their context of

career opportunities available in the organisations. Such career guidance encouragessubordinate employees to take interest in certain areas where suitable opportunities of

career development are available. It is a type of internal guidance and motivation of

employees for the selection of possible career paths. Such counselling is needed when

employees have to plan their own careers and develop themselves for career progress.

d) CAREER PATHING:-

Management now plans job sequences for transfers and promotions of their employees.

This makes transfers and promotions systematically with advance information toemployees. Career pathing creates suitable mental make up of employees for self

development.

e) SKILL ASSESSMENT TRAINING:-


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Training is essential for career planning and also for manpower development. Along with

job analysis, organizational and job manpower requirement analysis should be

undertaken by the management. This prepares proper background for the introduction of

career planning programmes for employees.

f) SUCCESSION PLANNING

Succession planning enables your organization to identify talented employees and

provide education to develop them for future higher level and broader responsibilities.

Succession planning helps you "build bench strength." Succession planning helps you

decide where people belong on the bus. Succession planning is a process whereby an

organization ensures that employees are recruited and developed to fill each key role

within the company. Succession planning ensures you can fill key roles from within your

organization.

ADVANTAGES OF CAREER PLANNING:-

Infact both individuals and the organization are going to benefit from career planning and

development. So the advantages are described below:

For Individuals

1. The process of career planning helps the individual to have the knowledge of various

career opportunities, his priorities etc.

2. This knowledge helps him select the career that is suitable to his life styles, preferences,

family environment, scope for self-development etc.

3. It helps the organization identify internal employees who can be promoted.

4. Internal promotions, up gradation and transfers motivate the employees, boost up their morale

and also result in increased job satisfaction.

5. Increased job satisfaction enhances employee commitment and creates a sense of

belongingness and loyalty to the organization.


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6. Employee will await his turn of promotion rather than changing to another organization. This

will lower employee turnover.

7. It improves employees performance on the job by taping their potential abilities and further

employee turnover.

8. It satisfies employee esteem needs.

For Organizations

A long-term focus of career planning and development will increase the effectiveness of human

resource management. More specifically, the advantages of career planning and development for

an organization include:

i. Efficient career planning and development ensures the availability of human resources with

required skill, knowledge and talent.

ii. The efficient policies and practices improve the organizations ability to attract and retain

highly skilled and talent employees.

iii. The proper career planning ensures that the women and people belong to backward

communities get opportunities for growth and development.

iv. The career plan continuously tries to satisfy the employee expectations and as such minimizes

employee frustration.

v. By attracting and retaining the people from different cultures, enhances cultural diversity.

vi. Protecting employees interest results in promoting organizational goodwill.

DISADVANTAGES/LIMITATIONS OF CAREER PLANNING:-

The main problems in career planning are as follows:

i. Career planning can become a reality when opportunities for vertical ability are available.

Therefore, it is not suitable for a very small organization.

ii. In a developing country like India, environmental factors such as government policy,

public sector development, growth of backward areas, etc. influence business and

industry. Therefore, career plans for a period exceeding a decade may not be effective.


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iii. Career planning is not an effective technique for a large number of employees who work

on the shop floor, particularly for illiterate and unskilled workers.

iv. In family business houses in India, members of the family expect to progress faster in

their career than their professional colleagues. This upset the career planning process.

v. Systematically career planning becomes difficult due to favouritism and nepotism in

promotions, political intervention in appointments and reservations of seats for scheduled

castes/tribes and backward classes.

vi. Dual Career Families: - With the increase in career orientation among women, number of

female employees in on increase. With this, the dual career families have also been on

increase. Consequently, one of those family members might face the problem of transfer.

This has become a complicated problem to organizations. Consequently other employees

may be at disadvantage.

vii. Low ceiling careers: -Some careers do not have scope for much advancement. Employees

cannot get promotions despite their career plans and development in such jobs.

viii. Declining Career Opportunities: -Career opportunities for certain categories reach the

declining stage due to the influence of the technological or economic factors. Solution for

such problem is career shift.

ix. Downsizing/Delayering and careers: - Business process reengineering, technological

changes and business environmental factors force the business firms to restructure the

organizations by delayering and downsizing. Downsizing activities result in fixing some

employees, and degrading some other employees.

HOW TO INTRODUCE CAREER PLANNING PROGRAMME?

(PROCESS OF CAREER PLANNING):-

It is not easy to introduce career development programme at the level of an organization.

Moreover, such career development planning is a continuous activity. What is happening in most

of the organizations is that this concepts is given only lip service and theoretical importance. If

the organization wants to get the best out of their employees, it must plan the career

developments programmes continuously and effectively in its organization.


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DETAILS OF THE STEP IN CAREER PLANNING:-

1) ANALYSIS OF PERSONEL SITUATION:-

This is the first step which needs to be completed before the introduction of career

planning programme. This relates to a time from which career planning is to be

introduced. Here, the base line will be prepared to help the planners to make projections

for the planning period and to help in the evaluation of plans. In order to analyze the

present career situation, the following information will be required:

i. Total number of employees their age distribution, qualifications, positions,

specializations, etc.

ii. Structure broad as well as detailed and the qualifications required for each

grade.

iii. Personnel need of the organization. (Category wise)

iv. Span of control available within the organization.

v. Field staff at head office with necessary details, and

vi. Facilitates available for training and development within and outside the

organization.

The information collected on these aspects serves as the base for the preparation of career

development plan for the future period.

1. ANALYSIS OF PESONNEL SITUATION

2. PROJECTION OF PERSONNEL SITUATION

3. IDENTIFYING CAREER NEEDS

4. SELECTION OF PRIORITIES


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5. DEVELOPMENT OF CAREER PLANS

6. WRITE UP OF FORMULATED CAREER PLANS

7. MANAGERIAL PLANNING

8. IMPLEMENTATION

9. REVIEW AND EVALUATION

10. FUTURE NEEDS

2) PROJECTION OF PERSONNEL SITUATION:-

In this second step, an attempt is being made to find out the situation likely to develop

after the completion of career development plan. This can be done on the basis of

assumption which can predict what is likely to happen at the close of the career

development plan.

3) IDENTIFYING OF CAREER NEEDS:-

In this third step of career development plan, efforts are made to find out precisely the

career development needs of the future period. It is possible to identify the scope and

limitations of career development needs on the basis of the data collected (through

personnel inventory of the organization, employee potentials, and appraisal of

employees).

4) SELECTION OF PRIORITIES:-

It is rather difficult to meet all the needs of the employees and the organization for career

development immediately i.e. through one career development plan. Naturally, there is a

need to select the pressing and urgent problems of employees and organization. In


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addition, other factors such as technical, financial and administrative must be taken into

consideration while finalizing the priorities.

5) DEVELOPMENT OF CAREER PLAN:-

This is the most important step in the whole process of career developing plan. Such planmust describe the following in concrete form/forms:

a. What is to be attained/achieved?

b. The extent to which it is to be attained,

c. The employees involved,

d. The department in which the proposed plan will operate;

e. The length of time required the achieving the goals.

In order to execute the career development plan, the organization should:

a) Introduce systematic policies and programmes of staff training and career

development for all categories of employees so as to enable them to:

I. Improve their level of skill and knowledge;

II. Gain wider experiences; and

III. Assume higher responsibilities.

b) Establish and effectively implement a system of study leave;

c) Develop the experience of the employees by encouraging their rotation from one

region to another;

d) Take positive steps to encourage career development, such as:

I. Providing within the organization;

II. Giving priorities in the filling of vacancies in the following order for:

1. promotion within the organization;

2. Transfer within the organization;

3. Outside recruitment.III. Removing artificial barriers to promotion;

IV. Establishing a register of employees for promotion on merit-cum-seniority

basis;

6) WRITE-UP OF FORMULATED PLAN:-


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After deciding the priorities of career development plan, the next major step is to prepare

a write up (brief report) of the career plan. This writ-up should contain all necessary

details such as schedule (time sequence of plan), procedures and other details so that the

evaluation of the plan will be easy and meaningful.

7) MONITORING PLANNING i.e. MONITORING OF CAREER DEVELOPMENT

PLAN:-

Monitoring of the plan is essential for its effective execution. Expected results/benefits

will be available only when the plan is implemented properly. Planned (expected) targets

and targets actually achieved can be compared through suitable monitoring of the plan.

The gap between the two (i.e. short falls) can be located quickly. In addition, suitable

remedial measures can be taken to rectify the shortfalls.

8) IMPLEMENTATION (OF CAREER DEVELOPMENT PLAN):-

Implementation/execution of the plan is an integral aspect of planning process itself. For

effective implementation, co-operation and co-ordination at all levels is necessary. The

implementation needs proper monitoring so as to avoid possible shortfalls.

9) REVIEW AND EVALUATION OF CAREER PLANS:-

A plan needs periodical review. Such evaluation avoids mistakes, deficiencies, etc during

the implementation stage. It is built-in device to measure the effectiveness of the plan.

Actual benefits available will be known only through such review and evaluation. Such

evaluation should be done by experts. It should be conducted systematically and also

impartially.

10)FUTURE NEEDS:-

This is the last step/stage of the current career development plan and the first step/stage

of the next plan. Here, on the basis of the achievements of the current plan, the career

needs of the future period (of employees and also of the organization) are estimated. The

new priorities are decided and the details of the new career development plan are

prepared. Planning is a continuous process/activity. This rule is applicable to career

development plans of an organization.


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MAKING CAREER PLANNING SUCCESSFUL.

Top management support Expansion Clear goals Motivated and hardworking staff


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Proper selection Proper age balance Fair promotion policy Management of career stress Internal publicity Continuity

CHALLENGES IN INTRODUCING EFFECTIVE CAREER PLANNING

STRUCTURE

y Competent human resource is scarce and all the organizations compete for it.y Hence attracting, satisfying, motivating and retaining the competent people is a huge

challenge.

y On top of it, in situations when the growth opportunities for the employees are less in theorganization, meeting the expectations of all the talented and capable persons is an

additional challenge.

y factoring in a greater proportion of contract and casual employees with no long termallegiance to the organization

y Yet another challenge in career planning is how to provide support to the marginal oraverage performers and how to facilitate the separation of the poor performers from the

organization in a dignified manner.

ELEMENTS OF WELL STRUCTURED INTEGRATED CAREER

PLANNING SYSTEM

It is necessary for the organizations to design a well structure integrated career planning

system for its employees which may preferably contain the following elements:

1. Competency model: Organizations can do well by designing and implementingcompetency matrix and competency mapping system for defining the required technical and

behavioral competencies for each job position and then, evaluating the existing

competencies of the job holders against these. The competency gaps can be addressed and


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rectified by various interventions like on and off the job training and education, coaching,

mentoring, task force assignments, job rotation, job enrichment, transfers etc.

2. Performance appraisal system: Well designed and well implemented performanceappraisal system facilitates evaluation of an employee objectively on their existing jobs and

for their potential for the jobs at higher hierarchical levels. The strengths and weaknesses of

the employee allows the organization to plan to carve out an appropriate career plan and

associated interventions. The decisions to promote an employee to a higher hierarchical

level or motivating him at the current level by giving accelerated increments or other

suitable rewards.

3. Mentoring and career coaching: Counseling through formal or informal mentoring systemin the organization and/or positioning of career coaches help the employees in getting

insight into the career path they can steer through and for this what development tools

should they use.

4. Establishing corporate campus: In partnership with the local colleges and consultants, theorganizations can make available for its employees career development programs and

courses. Based on the career plan, the employees can choose to join these programs/courses

or be deputed by the organization.

5. Job rotations, job enrichment and job transfers: These are well tried out systems toprepare the employees to take on the responsibilities of different jobs/assignments so as to

groom them as per their career plans.

6. Training and development: In-company training and development system can providenecessary inputs to the employees on the the subject of career planning and also on various

competencies and skills that will be necessary to be imparted to make the employees ready

to take up the responsibilities that will come their way as they progress on their career paths

in the organization.


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PRE-REQUISITES FOR THE SUCCESS OF CAREER PLANNING.

1. Strong commitment of the top management in career planning, succession planning and

development.

2. Organization should develop, expand and diversify its activities at a phased manner.

3. Organization should frame clear corporate goals.

4. Organization should have self-motivated, committed and hard working employees.

5. Organizations goal in selection should be selecting the most suitable man and place him in

the right job.

6. Organization should take care of the proper age composition in manpower planning and in

selection.

7. Organization should take steps to minimize career stress.

8. Organization should have fair promotion policy.

9. Organization should publicize widely the career planning and development programmes.

CONCEPT/INTRODUCTION TO CAREER DEVELOPMENT:-

Definition:

Career development involves managing your career either within or between organizations. It

also includes learning new skills, and making improvements to help you in your career. Career

development is an ongoing, lifelong process to help you learn and achieve more in your career.

Career development consists of the personal actions one undertakes to achieve a career plan. The

terms career development and employee development need to be differentiated at this stage.

Career development looks at the long-term career effectiveness of employees where as employee

development focuses of effectiveness of an employee in the immediate future. The actions for

career development may be initiated by the individual himself or by the organization.


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Career Development

INDIVIDUAL CAREER DEVELOPMENT:-

Career progress and development is largely the outcome of actions on the part of an

individual. Some of the important steps that could help an individual cross the hurdles on the

way up may include:

I. PERFORMANCE:-


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Career progress rests largely on performance. If the performance is sub-standard, even

modest career goals cant be achieved.

II. EXPOSURE:-

Career development comes through exposure, which implies becoming known by those

who decide promotions, transfers and other career opportunities. You must undertake

actions that would attract the attention of those who matter most in an organization.

III. NETWORKING:-

Networking implies professional and personal contacts that would help inn striking good

deals outside (e.g., lucrative job offers, business deals, etc.). for years men have used

private clubs, professional associations, old-boy networks to gain exposure and achieve

their career ambitions.

IV. LEVERAGING:-

Resigning to further ones career with another employer is known as leveraging. When

the opportunity is irresistible, the only option left is to resign from the current position

and take up the new job (opportunity in terms of better pay, new title, a new learning

experience, etc.). however, jumping the jobs frequently (job-hopping) may not be a good

career strategy in the long-run.

V. LOYALTY TO CAREER:-

Professionals and recent college graduates generally jump jobs frequently when they start

their career. They do not think that career-long dedication to the same organization may

not help them further their career ambitions. To overcome this problem, companies such

as Infosys, NIIT, WIPRO (all information technology companies where the turnover

ratios are generally high) have come out with lucrative, innovative compensation packages in addition to employee stock option plans for those who remain with the

company for a specified period.

VI. MENTORS AND SPONSORS:-


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A mentor is, generally speaking, an older person in a managerial role offering informal

career advice to a junior employee. Mentors take junior employees under their protg

and offer advice and guidance on how to survive and get ahead in the organization. They

act as role models. A sponsor, on the other hand, is someone in the organization who can

create career development opportunities.

ORGANISATIONAL CAREER DEVELOPMENT:-

The assistance from managers and HR department is equally important in achieving

individual career goals and meeting organizational needs. A variety of tools and activities are

employees for this purpose.

a) SELF-ASSESSMENT TOOLS:-

Here the employees go through a process in which they think through their life roles,

interests, skills and work attitudes and preferences. They identify career goals, develop

suitable action plans and point out obstacle that come in the way. Two self-assessment

tools are quite commonly used in the organizations. The first one is called the career-

planning workshop. After individuals complete their self-assessment, they share their

findings with others in career workshops. These workshops throw light on how to prepare and follow through individual career strategies. The second tool, called as a

career workbook, consists of a form of career guide in the question-answer format

outlining steps for realizing career goals. Individuals use this company specific, tailor-

made guide to learn about their career chances. This guide, generally throws light on

organizations structure, career paths, qualifications for jobs and career ladders.

b) INDIVIDUAL COUNSELLING:-

Employee counselling is a process whereby employees are guided in overcoming

performance problems. It is usually done through face-to-face meetings between the

employee and the counselor or coach. Here discussions of employees interests goals,

current job activities and performance and career objectives take place. Counselling is


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generally offered by the HR department. Sometimes outside experts are also be called in.

if supervisors act as coaches they should be given clearly defined roles and training. This

is, however, a costly and t ime-consuming process.

c) EMPLOYEE DEVELOPMENT PROGRAMMES:-

These consist of skill assessment and training efforts that organizations use to groom

their employees for future vacancies. Seminars, workshops, job rotations and mentoring

programmes are used to develop a broad base of skills as a part of such developmental

activities.

d) CAREER PROGRAMMES FOR SPECIAL GROUPS:-

In recent years, there is growing evidence regarding dual career families developing

tensions and frictions owing to their inability to reconcile the differences between the

family roles and work demands. When we talk of dual career couples (a situation where

both husband and wife have distinct careers outside the home) certain puzzling questions

arise naturally: whose career is important;who takes care of children;what if the wife

gets a tempting promotion in another location;who buys groceries and cleans the house

if both are busy, etc. realizing these problems, organizations are providing a place and a

procedure for discussing such role conflicts and coping strategies. They are coming out

with schemes such as part-time work, long parental leave, child care centers, flexible

working hours and promotions and transfers in tune with the demands of dual career

conflicts.

NEED FOR CAREER DEVELOPMENT IN AN ORGANISATION

There are a number of factors , which are affecting growing organizations.

-to keep talents within the organization.

-to reduce attrition of skilled people.

-to retain skilled staff.


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-to promote talents within the organization.

-it is a career path in succession planning. etc etc.

HRS ROLE IN CAREER DEVELOPMENT


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ORGANIZATION SUPPORT TO DEVELOP THEIR EMPLOYEES

CAREER

Guiding Principles

Organisation support for career development is important because:

y Current information about the organization and future trends helps employees createmore realistic career development goals

y Focus on skill development contributes to learning opportunitiesy Opportunities for promotion and/or lateral moves contribute to the employee's career

satisfaction

y A greater sense of responsibility for managing one's own career contributes to self-confidence


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y Career planning and development clarifies the match between organizational andindividual employee goals

y It's cost-effective to use your own staff talent to provide career developmentopportunities within your department

y Career development increases employee motivation and productivityy Attention to career development helps you attract top staff and retain valued employeesy Supporting career development and growth of employees is mandated by the Philosophy

of Human Resources Management

Way to Support Career Development

y Annually, conduct an individual development plan and career discussion with employeesand require other supervisors in your department to do the same.

y Hold supervisors in your department accountable for supporting employee developmentefforts.

y Create programs and activities to provide skill development, such as job rotation, cross-training, mentoring, internships, coaching, and career strategy groups.

y Recognize that your role includes providing support and/or release time for staffmembers' development beyond their current jobs.

y Support requests for alternate work schedules from staff members.y Serve as a role model by participating in career and professional development

opportunities yourself.

y See staff members' applications for other positions as a healthy sign of a dynamicworkplace.

y Support lateral moves within your organization.y Refer employees to the Staff Internship Program to explore opportunities to apply for

career development internships or self-initiate an internship in an area of special interest.


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y Create job vacancy listings that allow for the most diverse applicant pool while honoringtransferable skills.

Roles You Can Play

COACH: Helps employees identify strengths, weaknesses, interests, and values by

maintaining open, effective communication and ongoing encouragement. You can improve your

coaching by:

y Encouraging two-way dialoguey Showing employees how to identify their skills, interests, and valuesy Scheduling uninterrupted career development discussions

ADVISOR: Provides organizational information, realities, and resources to employees. You

can improve your advising by:

y Helping employees develop realistic career goals based on your department's needs andtheir individual development plans

y Helping employees understand the current opportunities and limitations on the campusy Advising employees on the feasibility of various career options

APPRAISER: Evaluates employees' performance in an open, candid way and relates this to

potential opportunities. You can improve your appraisal skills by:

y Providing frequent feedback in a way that fosters developmenty Conducting performance appraisals that define strengths, weaknesses, and career

development needs

y Relating current performance to future potential in realistic waysy Using an individual development plan as a tool for continual feedback and development


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REFERRAL AGENT: Helps employees meet their goals through contacts with people and

resources. You can improve your referral agent skills by:

y Helping employees formulate development plans and consulting on strategiesy Providing opportunities for experience, exposure, and visibility, such as committees and

task forces)

y Using personal resources who you know and what you know to create opportunitiesy Assisting in seeking employees' placement lateral or vertical

ROLES IN CAREER PLANNING AND DEVELOPMENT

Ideally, the employer, employee and manager all play roles in planning guiding and developing

the employees career

Roles in careerDevelopment

Individual

1) Accept responsibility for your own career

2) Assess your interests, skills, and values

3) Seek out career information and resources.

4) Establish goals and career plans.

5) Utilize development opportunities

6) Talk with your manager about your career

7) Follow through on realistic career plans.

Employees


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1. Decide what they want from their careers now and in the future.2. Examine individually, or along with their Supervisors, their interests & ambitions.

3.

Create 'D

evelopment Plans' by obtaining inputs from the Supervisor, to meet therequirements of the current Job and to cater for the long term perspectives.

4. Work with the Supervisor to identify on the job learning and training opportunities and otheravenues for professional development.

Manager

1) Provide timely and accurate performance feedback

2) Provide development assignments and support.

3) Participate in career development discussions with subordinates.

4) Support employee development plans.

5)Identify the job-related knowledge, skills, competencies and experience needed for an

employee to be effective in that position.

6)Help subordinates to define their short and long term development needs which support

organizational objectives and employee's career goals.

7)Help the employee in understanding the type of Jobs which will be best suited for his/ her

career growth.

Employer

1) Communicate mission, policies and procedures

2) Provide training and development opportunities including workshops.

3) Provide career information and career programs

4) Offer a variety of career paths.


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5) Provide career oriented performance feedback.

6) Provide mentoring opportunities to support growth and self direction.

7) Provide employees with individual development plans.

8) Provide academic learning assistance programs.

CAREER DEVELOPMENT PROGRAM OBJECTIVES

CareerDevelopment services are designed to provide individuals with career awareness, self

development, and career decision making skills.

OBJECTIVES:

y To help individuals cope with continued changes in the world of work.y To help individuals develop a realistic attitude toward the dignity of all work and

workers.

y To help individuals understand their unique abilities, interests, and aptitudes.y To help individuals develop a realistic understanding of themselves in regard to decision

making and career alternatives.

y To provide up-to-date occupational information and other labor market data.y To provide the opportunity for individuals to become acquainted with a wide range of

occupational and educational opportunities.

y To provide information about the world of work that will assist individuals in makinglong-range educational and career plans.

y To assist individuals in making appropriate educational and occupational choices.y To provide appropriate follow up information.


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The 6 Stages of Modern Career Development

Career experts say that people will change careers (not jobs) 5-7 times in a lifetime. This being

true, career management is an important life skill to develop and cultivate. There are six stages of

modern career development: Assessment, Investigation, Preparation, Commitment, Retention,

and Transition. Learning the characteristics of each stage will empower you to navigate through

each stage easily and with more confidence.

Assessment Stage

In the Assessment Stage, you are getting ready for your lifes work. This stage is characterized

by unawareness, in that you are not sure what your values, strengths, and weaknesses are. You

start to feel like you want to know more about yourself and make a conscious effort to get in

touch with who you really are.

Key characteristics:

Taking assessment instruments

Working with a career counselor or career coach

Investigation Stage

In the Investigation Stage, you are researching what work exists in the world. This stage is

characterized by feelings of confusion, in that you are not sure what career options exist for you.

You may feel overwhelmed with all of the different jobs and opportunities that exist as you begin

the process of researching the modern world of work. But if you approach this stage with a

positive frame of mind, you will find that you will learn about many possibilities you may have

never considered.


Researching the world of work

Conducting informational interviews with people in your chosen field

Preparation Stage

In the Preparation Stage, you are still getting ready to do your lifes work. This stage is

characterized by feelings of excitement, as you think of how wonderful it will be to perform

meaningful work. However, there is still much work to be done, and in order to be successful,

you have to be prepared.


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Gaining knowledge and experience

Setting goals and adopting a success-oriented mind-set.

Commitment Stage

In the Commitment Stage, you will feel confident, in that you have figured out what you are

meant to do. Sometimes people have known all along what they were meant to do, but were not

able to commit to the process of making it happen, for whatever reason. At this stage, more than

ever, you must focus your energy and keep your eye on the target.


Conducting a job search

Negotiating and accepting a job offer

Retention Stage

In the Retention Stage, you will feel comfortable in your career field, as you will now have

figured out how things work in your industry. You will want to remain committed to your career

by continually updating your skill set and staying current with industry standards.


Providing first-class customer service skills

Building a professional network

Transition Stage

The Transition Stage is characterized by feelings of discomfort, in that you are unsure of what

you will be doing next (and/or if you will be happy). In this stage, you will learn to make

conscious changes in your career direction.


Making career changes

Developing resiliency

No matter what career stage you find yourself in now, you can be sure that you will enter and re-

enter through these six stages many times though out your lifetime.

STEPS AND TASKS IN ESTABLISHING A CAREER DEVELOPMENT SYSTEM

Step 1: Needs:


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Defining the present system

Establish roles and responsibilities of employees, managers, and the organization.

Identify needs; establish target groups.

Establish cultural parameters; determine organizational receptivity, support, and commitment

to career development.

Assess existing HR Programme or structure; consider possible links to a career development

programme.

Determine prior attempts at solving the problem or need.

Establish the mission or philosophy of the programme.

Design and implement needs assessment to confirm the data or collect more data.

Establish indicators or criteria of success.

Step 2: Vision:Determining New Directions and Possibilities

Create a long-term philosophy.

Establish the vision or objectives of the programme.

Design interventions for employees, managers, and the organization.

Organize and make available career information needed to support the programme.

Step 3: Action Plan:Deciding on practical first steps

Assess the plan and obtain support from top management

Create a pilot programme

Assess resources and competencies.

Establish an advisory group.

Involve advisory group in data gathering, programme design, implementation, evaluation and

monitoring


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Step 4: Results: Maintaining the change

Create long-term formalized approaches.

Publicize the programme.

Evaluate and redesign the programme and its components.

Consider future trends and directions for the programme.

Career development is essential to implement career plan. Career development consists of

personal improvements undertaken by the individual employee, training, development and

educational programmes provided by the organization and various institutes. The most important

aspect of career development is that every employee must accept his/her responsibility for

development. Various career development actions prove useful if an employee is committed to

career development.

Career development process


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Six Tips for Effective Career Development Programs

1 Walk the halls

Senior management meetings are not the right place to glean the career aspirations of your staff.

Walk the halls a lot and sit down with people at all levels to understand their needs and desires.

Based in part on staff feedback, decide to split what was solely a managerial career path into no

of separate paths eg, traditional management, heavy technical competency with light

management and architecture with no management responsibilities. The paths carry similar

compensation plans but allow each person to do what he does best. Before you walk the halls,

make sure you clearly understand how much flexibility HR will allow when setting up a new

career development program. If you encourage people on your staff to give you a data dump

about their career, they may believe that you will act on their wishes.You have to know what you

can and cannot do before you initiate the discussion.

2 Create an integrated job model.

Assign someone for developing a program that would define paths for progression along distinct

disciplines eg, applications, infrastructure, business operations and management. The program is

successful because it integrates job titles with salaries, skill requirements, merit increases and

annual review process. By doing so there will be much clearer view into the skills of

organization, and people will truly understand their growth potential.

3 Launch a publicity campaign.

Just like any major initiative, a new career development program needs a timely and effective

communication plan. "It took us 14 months to build our integrated model," says Smurfit-Stones

Fehd. Publicize it at the right time, do not raise unnecessary expectations or create uncertainty

about a pretty sensitive subject.

4 Promote leaders carefully.

Successful project leaders do not necessarily make great managers. People tend to look at great

projects and want to promote their leaders. But we need to pay close attention to how their

leadership skills translate in tougher situations. Are they as successful at guiding and motivating


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their teammates when the going gets tough.

5 Incorporate business training

Training is very important in career development An outside consultant can be hired to design a

course according to career path of employees. It can include sections on the supply chain, supply

and demand planning, marketing, budgeting and financials. The business course has to go long

way toward helping the people at organization understand the business they support.

6 Use cross-training.

The managers should regularly facilitate department meetings, entry-level technical support

specialists can team up with seasoned staff, and office services employees intern in the IT

department during the summer months. Cross-training is a great career development tool. But it

needs to be a planned activity with clearly thought-out goals, and it should provide workers with

continued job enrichment opportunities once they return to their routine duties.

CAREER DEVELOPMENT ACTIONS:-

a) JOB PERFORMANCE:-

Employee must prove that his performance on the job is to the level of standards

established, if he wants career progress.

b) EXPOSURE:-

Employees desire for career progress should expose their skills, knowledge,

qualifications, achievements, performance etc., to those who take the decision about

career progress.

c) RESIGNATIONS:-

Employees may resign the present job in the organization, if they find that career

opportunities elsewhere are better than those of the present organization.

d) CHANGE THE JOB:-

Employees who put organizational loyalty above career loyalty may change the job in the

same organization are better than those in the present job.


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e) CAREER GUIDANCE:-

And counselling provides information, advice and encouragements to switch over to

other career or organization, where career opportunities are better.

SOME SUGGESTIONS FOR EFFECTIVE CAREER DEVELOPMENT.

Challenging Initial Job Assignments: - There is an evidence indicating that employees who

take up initial challenging jobs perform better at later stages.

Dissemination of Career Option Information: - Mostly employees lack information about

career choices/options. The managers identify career paths and succession paths. This

information should be made available to all.

Job Positioning: - Management should provide job information to employees through job

positioning. For posting the jobs organizations can use bulletin board displays, company

publications, electronic billboards and similar means.

Assessment Centres: - The assessment centers evaluate the people regarding their ability to

certain jobs. This technique helps to identify the available skills, abilities and knowledge.

Career Counseling: - Career Counseling helps employees in setting directions, reviewing

performance, identifying areas for professional growth


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About Accenture India:

Accenture Services Pvt. Ltd. is the Indian subsidiary of Accenture, a global management

consulting, technology services and outsourcing company with a talented and energetic

workforce of more than 42,000.

Accenture has been offering management consulting services to Indian companies since 1987..

Combining unparalleled experience, comprehensive capabilities across all industries and

business functions, and extensive research on the worlds most successful companies, Accenture

collaborates with clients to help them become high-performance businesses and governments

Specialties

Consulting. Technology. Outsourcing

Our three key service areas

Consulting, Technology and Outsourcing are the innovation engines through which we

develop knowledge capital, build world-class skills and capabilities, and create, acquire and

manage assets central to the development of solutions for our clients.

Consulting Accenture clients draw upon our companys extensive industry and functional

expertise. To complement our industry teams, Accenture offers expertise in strategy, business

transformation, and specialty and functional consulting.

Technology Accenture helps organizations manage the full range of their information

technology needs. We develop and deploy custom and application software to streamline and

integrate business processes and systems. We provide solutions to help organizations optimize

their IT infrastructures and also turn data into insights. Working with our alliance partners

Microsoft, Oracle and SAP, and our Avanade subsidiary, we develop and deliver cost-effective,

innovative, technology-enabled business solutions.

OutSourcing Accentures outsourcing services include the business process outsourcing(BPO),

application outsourcing and infrastructure outsourcing. Through our BPO services and units, we

manage specific business processes or functions for clients, providing solutions that are more

efficient and cost-effective than if the functions were provided in house


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Our global delivery model allows us to draw on the benefits of resources from around the

worldincluding specialized technology skills, foreign language fluency, proximity to clients

and time zone advantagesto deliver high-quality solutions under demanding time frames.

Emphasizing quality, reduced risk, speed to market and predictability, our global delivery model

enables us to provide clients with price-competitive services and solutions that drive higher

levels of performance

ACCENTURES ORGANISATIONAL STRUCTURE

Accenture delivers its services and solutions through 17 focused industry groups in five

operating groups: Communications & High Tech, Financial Services, Products, Resources, and

Government. Accentures organisational structure also includes employee workforces:

Consulting, Services, Enterprise, and Solutions. Accenture is a publicly traded company

governed by a board of directors which has four standing committees: Audit, Compensation,

Nominating & Governance, and Finance. The careers at Accenture start with analyst and

progress to consultant, manager, senior manager and senior executive.

Common Job

Titles

Software Engineer 30%

Senior Software Engineer 11%

Team Leader 8%

Manager 7%

Analyst 5%

Employees 42000

Gender Male 70%

Female 30%


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Workplace locations: 15

Business units: 3

Of the total employees in India, about 10,000 will operate in the BPO (business process

outsourcing) space and the remaining (25,000) people in the business consulting and systems

integration and technology divisions to serve global clients.

The hiring in India will represent an increase of 52 percent over the last fiscal (2006) during

which the headcount went up by 40 percent

As an integral part of its 44 global delivery networks operating in 29 countries, Accenture

considers India as one of its largest developing domestic markets, serving about 275 global

clients, including Fortune 1000 firms, with operations in Bangalore, Chennai, Delhi, Hyderabad,

Mumbai and Pune.

HR Overview

Without a doubt, a companys most highly prized asset is its people. At Accenture, we are proud to

collaborate with client teams to provide value and help our clients achieve high performance. We

develop employees and provide opportunities for growth in specific skills, as well as nurture themto become leaders at every level of their career.

Building a strong workforce by attracting and retaining the best talent is a priority for Accenture.

Accenture in India has an unbeatable team of more than 40,000 people from a wide range of

backgrounds who generate a continuous stream of new ideas every day. We employ diverse groups


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of people who have experience with the wide range of services the company offers. Accenture is

one of the very few companies to have achieved the prestigious People Capability Maturity Model

(People CMM) Level 5 certification, the highest possible rating for personnel proficiency.

To ensure that the skills of the professionals are aligned to the highest industry standards, each

Accenture professional devotes a minimum of 80 hours to formal training each year. Not

surprisingly, Accentures career value proposition has great appeal in the Indian marketplace,

attracting significant numbers of professionals who seek employment with us.

Accentures core values guide the environment in which our employees engage themselves.

a. We strive to attract and develop the best talent for our business and community.b.

We are proactive in making things happen as our people have a can do attitude andstretch their limits to achieve beyond the normal expectation.

c. We create positive energy and give people confidence in what they can achieve.d. We empower people to overcome obstacles rather than wait for someone else to solve their

problems.

e. Instead of over directing our people, we set clear performance objectives while allowingthem to influence key decisions affecting their professional development.

f. We call on each of our people to take primary responsibility for their own destiny andensure their skills remain market and company relevant.

Accenture is a Best Employer in India

Accenture was ranked No. 16 in Business Todays "Best Companies to Work For" Survey.

This year, career and personal growth displaced compensation as the most important factors for

deciding the best employer.

Accenture won the inaugural Asian Human Capital Award for its competency-based talent

management practices in India. The award was conferred by the Ministry of Manpower,INSEAD and CNBC Asia Pacific.

Accenture ranks No. 18 in the list of 25 Outlook Business-Hewitt Associates Best

Employers 2009: The list of 25 Outlook Business-Hewitt Associates Best Employers 2009

spanned 230 companies and is part of an annual global study that Hewitt Associates conducts


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every year.

Mercer study ranks Accenture amongst top 10 Best Companies to Work for in India":

According to a 2007 Mercer study, Accenture was one of the top 10 Best Companies to Work

for in India. Of special note were our robust people practices and high external marketplace

recognition.

Accenture ranked as the Third Best Large Company (with more than 10,000 people) To

Work For in the 2009 in a study by the Great Place to Work Institute and Economic Times.

CAREER DEVELOPMENT

Your development is inextricably linked to ours. We pride ourselves on encouraging our people to

get the most out of their workand that people often choose to stay with Accenture to build long-

term careers. Along with leading-edge training and development, we also offercareer counselling

and mentoring to help you decide where you want your skills to take you. Ourperformance

management programmes help to keep you updated about your own progress, as will our range of

communication and feedbackinitiatives.

Recognising that the people within Corporate Functions will have very diverse

needs and career goals, we provide our employees with opportunities to shape their

careers in line with their career destinations and their individual needs. Our

positionbased career model provides the framework and resources to help

employees map out customised career paths.

Position-based career progression is driven by business need and the availability of

a vacant position, as well as an individuals desire to take on

the challenge of a new position and his or her

readiness to take it on.

CAREER PATH

We offer you the opportunity to develop at your own pace. You may want to movequickly up the career ladder or you may decide you want to remain at the same level


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for a while to deepen your skills and experience. This is a choice you will bemaking.

There are seven standard career levels within Accenture Technology Solutions.Graduates will enter as associate software engineers. The following shows how you

could typically expect to progress from here onwards:

Associate software engineer (ASE)Software engineer (SE)Senior software engineer (SSE)Team lead (TL)Associate manager (AM)Manager (Man)Senior manager (SMR)

CAREER PROGRESSION

Corporate Functions uses the following career levels,

which have increasing degrees of responsibility,

accountability, scope, complexity and risk.

INTERNAL JOB POSTINGS PROGRAMME

With four distinct business areasConsulting,

Technology, Outsourcing and Corporate Functions

Accenture in India provides employees a wide range of

career opportunities and experience. The internal job

postings opens up these opportunities for employees of

Accenture India by allowing cross-entity (and/or cross-

workforce) transfers.

Career counselling

Whether you are a recent graduate or an experienced professional, regular career

counselling will help you in your personal and professional development. So, For

every employee at Accenture-from senior manager to junior recruits - a senior


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nearly two levels above him in career path, is assigned as his individual career

counselor who help mould the careers of their wards. Your dedicated career

counsellor will spend time with you periodically to discuss your progress,

understand your goals and guide you in drafting your personal development plan to

help you achieve your goals. The counsellor takes charge of monitoring, mentoring

and counselling the employee to help his growth within the organisation.

This blueprint for your future will help you focus on projects and skills that suit

you best and the direction you need to take to facilitate long-term

success.

Performance management

Performance management supports career development through the sharing of

detailed performance feedback, highlighting an individuals strengths and areas for

development. Career counsellors/supervisors are able to coach our people in their

development and reward them appropriately. The framework is built upon:

y A set of clear and relevant organisational, team and individual performanceexpectations linked to concrete objectives are communicated to individuals.

Individuals integrate these expectations into their own development plans in

consultation with their career counsellors.

y Appropriate, market-related rewards that reflect an individuals actualcontribution relative to the scope and level of accountability of the job or

role.

y Promotions that are made with regard to the needs of the business and thecapability of the individual in question, and are not simply the outcome of

time spent in a particular role.

Mentoring

There is nothing like being able to speak to someone at work who has been through


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similar experiences. The culture of mentoring and knowledge sharing by colleagues

provides a great way to turn theoretical understanding into action. Interestingly,

Accenture has taken employee mentoring to another level, graduating it to a concept

called 'career counselling' across the work force. Outside of the traditional

mentoring relationships, we have also launched an initiative at Accenture that is

specifically aimed at attracting and retaining women.

New joiner orientation and our core curriculum

Soon after joining Accenture, you will attend New Joiner Orientation. This multiday

class experience gives you the essential knowledge you need to launch your

Accenture career, whether you are straight out of university or a workforce veteran.

Since New Joiner Orientation is a worldwide program, it serves as your introduction

to our one global network. But since it is conducted near your home, you will get

the specific information you need as an Accenture employee in your location.

New Joiner Orientation is just the first element of your Accenture Education

curriculum. Your curriculum is the set of courses and learning experiences that you

complete to give you the basic, foundational knowledge you need to succeed at each

level of your Accenture career. You will join your colleagues from all over theworld, either virtually or live, as you collaborate and learn together.

GLOBAL CAREERS PROGRAMME

The Global Careers Programme fulfils two goals. It provides employees with

increasing opportunities to spend time at client sites around the world, thus giving

them deeper insight into clients businesses, exposing them to global standards, and

improving technology and implementation skills.

This programme also addresses better integration of onsite and offshore resources.


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One global network for learning

One Global Network is one of Accentures core values. Nowhere does that play

out more fully than in the way our people learn.

Many Accenture people attend core training courses at the Q Center, outside of

Chicago, Illinois, or at one of our regional training centers nearLondon, England

and Kuala Lumpur, Malaysia. At these locations, Accenture people from around the

world gather to learn from each other, collaborate, and build professional

relationships that can last for a career. Other classroom-based courses are held at

regional locations around the world.

But at Accenture, learning does not stop when you walk out of the classroom.

Accentures single global learning portal, myLearning, directs our people to more

than 20,000 online courses, virtual classroom courses, and other learning resources

to meet almost any business need.

And learning is not just about courses. We know that for every hour you spend in a

training course, you spend many more hours on the job. With the support you get

from the Knowledge Exchange, our knowledge management system, as well as the

feedback you get from your supervisors and colleagues, you will be learning every

minute of every day of your Accenture career.

Our commitment to training and to you

If you are like most people, training is an important factor in choosing an employer.

And you may be comparing the total training provided by different organizations to

help decide.


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A recent research study shows that for every hour of training our competitors give

their people, Accenture employees receive two hours, at half the cost per hour.

Specifically, our $700 million investment in training resulted in an average of83

training hours per person, for a total of more than 9 million hours of training

delivered.

In fact, we are setting the standard for learning at work. Accenture Education

programs have been recognized and honored around the business world, winning

prestigious awards such as the CLO Magazine Gold Award forLeading Business

Change, the Most Admired Knowledge Enterprise (MAKE) award from the

Knowledge Network, and multiple Brandon Hall Excellence in eLearning awards.

Another unique aspect of your Accenture Education experience is the idea of

leaders teaching leaders. Many of our classroom courses are facilitated by

Accenture leaders who teach from their own experience, having experienced many

of the successes and challenges you will face on the job. In fact, last year over 2000

of our faculty assignments were filled by Accenture leaders from all of our

workforces, all around the world. It is a great way to learn, and a great opportunity

for Accenture people to contribute and pass on what they have learned.

The future of learning

As excited as we are about the Accenture Education experience, we know there is

always room to improve. We continually review and revise our learning products,

thus helping to confirm they are up-to-date with the latest ideas, information and

needs of the marketplace.

Accenture also focuses on learningemployees go through proficiency assessments

twice a year, based on which a competency development plan is tailored. In fact, a


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portion of an employees compensation is linked to skill proficiency. Apart from its

own learning management system that off ers 20,000 online courses, Accenture

partners educational institutions like MIT, XLRI and IGNOU to off er its employees

specialised training in functions like HR, marketing, BPO and solutions delivery,

among others. Call it partners in progress.

Accenture has recently launched an Academy ofLeadership Excellence Training,

aimed at disseminating stronger leadership skills across the company. This academy

periodically work with employees for nearly four months, helping them understand

their leadership skills and styles. Employees need to build a people management

skills in your first line of supervisors, in the cross-cultural market that accenture

operate in.

Beyond just the content, we are recreating the way that Accenture people learn. Our

Center forLearning Innovation is a group of key learning leaders that is continually

developing, testing and implementing new ways for Accenture people to learn.

From training on mobile devices to interactive conversations that feel more like a

video game than a training course, our focus on innovation guarantees that

Accenture people will always be on the leading edge of learning.

Communication and feedback

In an organisation as big as Accenture, clear communication is vital. So if

something happens at work, such as a change in personnel policy or in business

direction, we make sure you know about it straightaway. We are also keenly

interested in your point of view, so we build channels that enable you to provide us

with feedback.

Our Global Employee Survey is an annual opportunity for you to tell us how you

feel about everything from training to rewards to culture and job satisfaction. The


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Accenture Portalan internal websitehas an area dedicated to employee feedback

and discussion.

Articles of accenture

ACCENTURE IN India is not an outpost of a global organisation, says Chairman and Geography

Managing Director Harsh Manglik. Its one company and one culture with integrated global

governance. Our style of working, the bedrock of core values, processes and methodologies,and tools and technologies, are identical across geographies, says Manglik. You can take

Accenture employees from one part of the world and place them in another, and they will hit the

ground running

That has something to do with people practices that strive for development, leadership,

adaptability and expression. So, all employees are assigned individual counsellors, who are,

typically, a level or two higher in the hierarchy and who help mould the careers of their wards.

Early on in their career, sometimes just two years into the organisation, employees are identified

for leadership roles and groomed for it. People are allowed to switch functions and businesses.

And the work environment encourages people to ask questions and think for themselves.

Engagement scores are at peak levels and attrition is low. HRLead Prithvi Shergil says the

biggest vindication of Accentures strong people focus comes from customers. Im often told

the employee commitment to outcome and delivery is the same across the organisation, whether

in Boston, Buenos Aires or Bangalore, he says.

Accenture also focuses on learningemployees go through proficiency assessments twice a

year, based on which a competency development plan is tailored. In fact, a portion of an

employees compensation is linked to skill proficiency. Apart from its own learning management

system that off ers 20,000 online courses, Accenture partners educational institutions like MIT,


55/74

XLRI and IGNOU to off er its employees specialised training in functions like HR, marketing,

BPO and solutions delivery, among others. Call it partners in progress.

Nandita Datta

At no. 18 on the list is the Indian operations of the global management consulting, technology

services and outsourcing company Accenture.

Among the things that makes Accenture India a part of the Hewitts Best Employer list are

programmes wherein every employee is assigned a career counsellor and he or she then has

thousands of courses to choose from. Average training is 78 hours a year per person.

Accenture also emerges as the employer of choice for women as it offers flexi-work timings,

maternity returners programmes, womens mentoring programmes and celebrates international

womens day. The company also figures in the list of 100 Best Companies for Working women.

As part of employee development, the company sponsor programmes which encourage

understanding and tolerance to all, regardless of race, age, gender, sexual preference and faith.

Accenture also runs 13 network groups for employees available in each of the 49 countries in

which it operates.

The company was recently in news for laying off almost half its workforce in the Philippine

capital due to the effects of the global financial crisis.

Retention is a thrust area at Accenture in India. It is increasingly focusing on

employee satisfaction and training.

While spending $400 mi

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