1. CAREER PLANNING
PRESENTED BY:
AMAN JAITLEY - 2012MB25
AMAN KUMAR GUPTA - 2012MB31
AMIT KUMAR - 2012MB26
AMIT KUMAR - 2012MB38

2. Table of contents
Content
Career and Career Planning- Definition
Career Anchor
Types of Career Anchor
Development of Career Anchor
Need for career planning
Process of career planning
References
Slide no.
3
4
5-9
10
11-13
14-16
17
2

3. Career and Career Planning
• Career- progress or general course of action of a person in
some profession or in an organization.
• Career Planning – process whereby an individual sets career
goals and identifies the mean to achieve them.
3

4. Career Anchor
• Represent the self perceived talents and abilities, basic values,
and the evolved sense of motives and needs pertaining to the
career
• The term was coined by Edgar Schein in Career Anchors:
Discovering Your Real Values, published in 1985.Schein
coined the term career anchor to describe a constellation of
self-perceived attitudes, values, needs and talents that develops
over time, and which when developed, shapes and guides
career choices and directions
4

5. Types of Career Anchors
• Schein, who originated work into individual career
orientations, has identified eight career anchors that guide the
career decisions of employees
• Security/Stability/Organizational Identity:
– those people whose careers are anchored in the stability of
employment in an organisation.
– seeks the security of a long term employment relationship.
5

6. Types of Career Anchors (cont.)
• Autonomy/Independence:
– applies to people who have an overriding need to do things
there own way, in their own time, and independent of
others to the greatest extent possible.
• Managerial Competence:
– Managerially oriented employees seek higher levels of
responsibility, growing opportunities to serve in a position
of leadership
– increasing contribution to the overall success of the
organization
6

7. Types of Career Anchors (cont.)
• Technical Competence (TC):
– motivated towards being very knowledgeable and
producing highly effective work in some field of education
and technology.
• Entrepreneurial Creativity:
– These individuals create something on their own by
developing a new product or service, by building a new
business enterprise through financial manipulation, or by
starting and building a business of their own.
7

8. Types of Career Anchors (cont.)
• Sense of Service/Dedication to a Cause :
– service orientated and are dedicated to serve other people
– to make the world a better place to live and work
• Pure Challenge:
– assesses the preference for overcoming impossible
obstacles, solving unsolvable problems, and winning
against extremely capable opponents;
– very single-minded and intolerant of those without
comparable aspirations.
8

9. Types of Career Anchors (cont.)
• Lifestyle (LS):
– Individuals with a high score desire to develop a lifestyle
that integrates family and career concerns, with concerns
for self-development.
– Looks for organizations that have strong pro-family values
and programs.
9

10. The Development of Career Anchors
• Schein claims that each individual has only one true career
anchor, which emerges after the person has accumulated a
meaningful amount of life and work experience.
• When individuals achieve congruence between their career
anchor and their work, they are more likely to attain positive
career outcomes, such as job effectiveness, satisfaction, and
stability
10

11. Need For Career Planning
•
Every employee has a desire to grow and scale new heights in
his workplace continuously. If there are enough opportunities,
he can pursue his career goals and exploit his potential fully.
•
He feels highly motivated when the organization shows him a
clear path as to how he can meet his personal ambitions while
trying to realize corporate goals. Unfortunately, as pointed out
by John Leach, organizations do not pay adequate attention to
this aspect in actual practice for a variety of reasons.
11

12. Need For Career Planning (cont..)
• The demands of employees are not matched with
organizational needs, no effort is made to show how the
employees can grow within certain limits, what happens to an
employee five years down the line if he does well, whether the
organization is trying to offer mere jobs or long-lasting
careers, etc.
• When recognition does not come in time for meritorious
performance and a certain amount of confusion prevails in the
minds of employees whether they are ‘in’ with a chance to
grow or not, they look of greener pastures outside.
12

13. Need For Career Planning (cont..)
• Key executives leave in frustration and the organization
suffers badly when turnover figures rise. Any recruitment
effort made in panic to fill the vacancies is not going to be
effective.
13

14. Career Planning Process
Career planning process involves the following steps:
• Identifying individual needs and aspirations:
The human resource professionals help an employee by providing
as much information as possible showing what kind of work
would suit the employee most, taking his skills, experience, and
aptitude into account.
14

15. Career Planning Process (cont.)
• Analyzing career opportunities: Once career needs and
aspirations of employees are known, the organization has to
provide career paths for each position. Career paths show
career progression possibilities clearly.
• Aligning needs and opportunities: This process consists of
two step:
• identify the potential of employees, and then,
• undertake career development programmes. Such an
appraisal would help reveal employees who need further
training, employees who can take up added responsibilities,
etc.
15

16. Career Planning Process (cont.)
• Action Plans and Periodic Review : After initiating these
steps, it is necessary to review the whole thing every now and
then. This will help the employee know in which direction he
is moving, what changes and likely to take place, what kinds
of skills are needed to face new and emerging organizational
challenges.
• From an organizational standpoint also, it is necessary to find
out how employees are doing, what are their goals and
aspirations, whether the career paths are in tune with
individual needs and serve the overall corporate objectives,
etc.
16

17. References
• Bhatt (2011). A Career Anchor Perspective of Employees in a
Large Company. International Conference on Advancements in
Information Technology.
• Dessler, G. (2008). Human resource management, 10th ed.
N.D.: Dorling Kindersley India Pvt. Ltd.
• Pareek, U. and Rao, T.V. (2003). Designing and managing
human resource systems. N.D.: Oxford & IBH.
17