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A career can be defined as a sequence of separate but relatedwork activities that provides continuity, order and meaning in person s life.' Career planning and development is a deliberate process through which a person becomes aware of personal career-related attributes and lifelong series of stages that contribute to his or her career fulfillment. Career planning and development is not a one-shot training programme. It has longer time frame and wider focus. It is an ongoing organised and formalized effort that recognizes people as a viral organisational resource.
4. Career Pathing : Organizations nowadays plan job sequences for their employees by which transfers and promotions are done more systematically. 5. Skill Assessment Training : Three types of analyses should be performedorganizational analysis, job analysis and job manpower requirement analysis. Organizational analysis and job analysis are the first steps in the training process. 6. Succession Planning :Here organizations assure that competent candidates are available in succession for critical positions. HR subsystems like promotions, terminations, transfers, retirements, etc. also make succession planning necessary.
Career planning is usually a long-term and time-consuming process. It is based on the logic of suffering short-term pain to get long-term gains. However, organizations may not be ready to spend a lot of time and resources on a process that would prove beneficial only in the long term.
Unsuitable for Large Workforce,
It may not be possible for organizations with a large workforce to develop individual career plans breach and every employee of the organizat ion. This is because the career plan process requires an in-depth analysis of each employee's strengths and weaknesses on a sustained basis.
Lack of Objectivity
Only those organizations which believe in strict observance of objectivity in promotion and transfers can succeed in career planning. In contrast, favouritism and nepotism inpromotions often make career planning an unsuccessful exercise.
External Interventions
Government rules and regulations can also affect the Greer planning options of an organization. For example, the government may make it mandatory for the organization to adopt reservations in promotions, especially iUl is a government organization or a public sector enterprise.
Lack of Knowledge and Awareness Career planning by an employee is essentially a self-management process. It requires the employees to be aware of the basics of career planning and management activities. However, the employees at the lower levels of the organizational hierarchy may not be familiar with the career planning process. Lack of Flexibility
Many organizations treat career planning as a ritualistic, rigid exercise. They often fail to consider the uncertainties caused to the career planning activities by the changes in the situation. In fact, the absence of dynamic career planning programmes may limit the applicability of the career plans in uncertain and changing situations.