about topic in hrm

1. CAREER PLANNING
AND DEVELOPMENT
ANUSHA jose
r.dhivya
Ist mba sec-b

2. WHAT IS A CAREER?
 A career is a person’s chosen profession
or occupation.
 A Career is all the jobs that held
during ones working life.

3. Career Planning and
development Some Definitions:-
 Career goals – future position one tries to reach as
a part of career.
 Career cycle - stages through which a persons
career evolves.
 Career path – are flexible lines of progression
through which employees typically move.
 Career anchors – distinct pattern of self perceived
talents, attitudes, motives and values that guide
and stabilize a persons career after yrs of real
world experience and feedback.
 Career planning – process by which one selects
career goals and the path to those goals.

4. Career Planning and Development
Definitions (Cont.)
 Career development - Formal approach used by
organization to help people acquire skills and
experiences needed to perform current and future
jobs
 Career counseling- process of advising employees
on setting career goals and assisting them find
suitable career paths.

5. Career-Impacted Life
Stages
Exploration
Establishment
Mid career
Late career
Decline

6. OBJECTIVES OF CAREER
PLANNING
 Attract and retain talent by offering
careers not jobs.
 Achieve HR effectively and achieve
greater productivity.
 Reduce employee turnover
 Improve employee morale and
motivation.
 Meet the future HR needs of
organization on a timely basis.

7. PROCESS OF CAREER
PLANNING
 Identifying individual needs and
aspirations.
 Analyzing career opportunities.
 Aligning needs and opportunities.
 Action plans and periodic review.

8. CAREER DEVELOPMENT
 Organization-Centered Career
development-
Focuses on jobs and on identifying
career paths that provide for the logical
progression of people between jobs in
the organization.
 Individual-Centered Career
development-Focuses on individuals’
careers rather than in organizational
needs

9. Organizational and Individual Career
Development Perspectives

10. Career Development Cycle
1.Self Awareness &
Assessment- interest, ability
and
skills,aptitude,values.priorities
The Career
Development
Cycle
3.Career Decision Making-
establish goals, make
plans,impliment,evaluate
and progress

11. ORGANIZATIONAL CAREER
DEVLOPMENT
 TOOLS USED:-
 Self assessment tools- career development
workshops & career planning workbook.
 Individual counseling-
◦ Face to face meetings
◦ Mentors
◦ Outside experts
 Employee assessment programs-
◦ Assessment centres
◦ Phsychological tests
◦ Succession planning

12. Stages of Career
Development
Stage 5: Late Career (ages 55–retirement):
Remain productive in work, maintain self-esteem, prepare for
effective retirement.
Stage 4: Midcareer (ages 40–55):
Reappraise early career and early adulthood goals, reaffirm or
modify goals, make choices appropriate to middle adult years,
remain productive.
Stage 3: Early Career (ages 25–40):
Learn job, learn organizational rules and norms, fit into chosen
occupation and organization, increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18–25):
Obtain job offer(s) from desired organization(s), select appropriate
job based on complete and accurate information.
Stage 1: Preparation for Work (ages 0–18):
Develop occupational self-image, assess alternative occupations,
develop initial occupational choice, pursue necessary education.

13. HR’ THE GOAL: MATCH INDIVIDUAL
AND ORGANIZATION NEEDS
IDENTIFY CAREER
OPPORTUNITIES AND
--------------------------------- REQUIREMENTS
s The Goal: Matching
• Encourage employee ownership
---------------------------------
Opportunities & Requirements
Role of career.
• Create a supportive context.
• Identify future competency
needs.
• Communicate direction of • Establish job
in company.
• Establish mutual goal setting
progressions/career paths.
• Balance
Car and planning promotions, transfers, exits, et
c.
2
1 • Establish dual career paths.
eer INSTITUTE CAREER GAUGE
Dev DEVELOPMENT INITIATIVES
------------------------------------
EMPLOYEE
POTENTIAL
---------------------------------
Career Development Initiatives
elop • Provide workbooks and
workshops.
Gauge Employee Potential
• Measure competencies
• Provide career counseling. (appraisals).
men • Provide career self-management • Establish talent inventories.
• Establish succession plans.
training.
t • Give developmental feedback.
• Provide mentoring.
• Use assessment centers.
4 3

14. Succession Planning
“The process of identifying a longer-term plan for the
orderly replacement of key employees”
Succession Planning Process:-

15. Succession
management
Bajaj Auto
 “Tomorrow's CEO must be today’s empowered manager” –
Ex CEO Rahul Bajaj(1968-1990)
o Earlier he never knew the need of delegation of authority
and decentralization of responsibilities.
o On advent of competition and nearing of his stepping down,
he decided to rewrite the rules of game.
1. ARM HIS SUCCESSOR- Sons Rajiv and Sanjiv Bajaj
joined as apprentices and underwent intensive training in
focus areas.
2. BEGIN AT EDGES- Responsibilities were given slowly and
steadily to them.
3. STARTING SUCCESSION TOGETHER- Strategic
decisions were taken by both of them together for few days
to adjust.

16. Career Paths- Types
1.Traditional career path- employees
progress vertically upward from one job to
next.
2.Network career path- both vertical and
horizontal job opportunities. Broad
experience at one level before promotion.
3.Lateral skill path-lateral moves within
the company, new challenges, develop
new skills, no pay or promotion
4. Demotion- realistic option today, limited
promotional opportunities, induce to leave
without telling so

17. Career Path Of Colin
Powell
1954 Joins ROTC program
1957 Enrolls in City College of New York 1963 Tour of duty in Vietnam
1968 Graduates from U.S. Army Command and General Staff College (CGSC)
1971 Graduate School at the George Washington University
1972 White House Fellow under President Richard Nixon
1974 Commander of 1st Battalion, 32nd Infantry in Korea
1977 Colonel, Commander of 2nd Brigade, 101st Infantry
1978 Works in Office of Secretary of Defense under President Jimmy Carter
1982 Brigadier General, Commander of 4th Infantry Division
1982 Deputy Commanding General of Combined Arms Combat Developments
Activity
1987 National Security Advisor under President Ronald Reagan
1989 Chairman, Joint Chiefs of Staff under President George Bush
1992 Approached to be Bill Clinton’s vice presidential running mate (declined)
1993 Chairman, Joint Chiefs of Staff under President Bill Clinton
1993 Retired from military service
2000 Secretary of State under President George W. Bush

18. Real life examples
Wipro
 Industry: IT Services
 Description: Wipro is the third‐largest IT services
company in India, with additional businesses in
product engineering, technology
infrastructure, business‐process outsourcing, and
consulting services.
 Revenues: $4.93 billion
 Total employees: 95,675 (30 Jun 2008)
 New employees: 23,538
 Average employee age: 26 years
 Average age of first‐line manager: 28 to 29 years
 New employee development: minimum of 12 to 14
weeks (technical)
 Average employee development hours: 12 days
 Attrition rate: 14 to 16%

19.  Wipro has a team of 150 full‐time trainers and training
partners, one‐third business managers (who spend a
rotation in talent transformation), and one‐third
professional trainers.
 Wipro also uses technology to facilitate continuing study
and knowledge sharing.
 The company’s training campus can educate 5000
employees at a time and includes a
library, classrooms, labs, and lecture halls much like those
at any top‐tier university.
 Career paths are mapped for all employees, and the top
20 to 25 percent of performers are cultivated as leaders
through formal training and assignments.
◦ First‐time managers take a three‐day leadership‐development
training program.
◦ Experienced managers follow a six‐day residential program that
emphasizes the continuing expectations on a leader.
◦ Senior executives follow a five‐day residential program
developed with the Indian School of Business and faculty

20.  “Wipro has made particular efforts to transform its
technical‐career ladder. A first‐level architect, typically
reached after two to four years, receives an average
of fifteen days of training and an additional fifteen
days of technical training over the course of 2½ years
in order to become a senior architect. An architect will
also receive twelve days of
behavioral, management, and cross‐cultural training
in this period.”
 Wipro identifies and rewards leadership
potential, supports skill development and encourages
continuous learning.
 HR dept in Wipro plays a vital role in determining
and charting the employee's career progression
within the company.