Career Planning & Development

Succession Planning
Issues in Promotion and Transfers
Strategies available for Plateaued/Mid-Life workers
Career Planning and Development
Succession Planning
Succession may be from internal employees or
external people. Succession from internal
employees is advantageous to the organization as
well as to the internal employees. Organization
can buy the employees loyalty and commitment,
belongingness, shared feeling of development
along with the organization by promoting the
internal employees. Employees get the benefits of
growth in the organization, organizations should
also search for outside talent in certain cases like
when competent internal people are not available.
Promotion
Promotion refers to upward movement of an
employee from current job to another that
is higher in pay responsibility and/or
organizational level.
Promotion is different from up gradation
which mean elevating the place of the job in
the organizational hierarchy ( a better title is
given now) or including the job in higher
grade ( a minor enhancement in pay in tune
with the limits imposed within a particular
grade).
Bases of Promotion

Merit-based Promotion
Seniority-based Promotion
Promotion Policy
Seniority Vs Merit:
Both seniority and merit suffer from certain limitations in order
to strike a balance between these two a suitable promotion
policy is to be formed. The policy should contain:
Establish a fair and equitable basis for promotion
The norms for merit must be established beforehand
The mode of acquiring new skills should be informed well in
advance to all employees
Detailed records of service should be maintained
Policy should contain alternatives to promotion
A provision for appeal should be there
Promotions can be meant for a trail period
Promotion Policy must be circulated/communicated to all
Plateaued Employees/Mid-Life
Career Crisis
At certain stage, upward mobility stops for many
employees. This is called plateauing and is
inescapable in view of the pyramidal organization
structures. It takes place at the age around 40
years.
Measures/strategies to reduce plateaued mobility:
Mentors could be assigned the task of altering
expectations of such employees
Additional career ladders could be established to
retain some valuable resources
Giving them importance by assigning them to
some important tasks
Assisting them to choose a new career
 Career Planning
Career Planning means helping the employees
to plan their career in in terms of their
capabilities within the context of
organizational needs.
A career can be defined as all the jobs
occupied by a person during his working life.
Career anchors are certain attitudes formed
early in life, which guide people throughout
their career like managerial competence,
technical competence, search for security,
desire for creating and developing something
new, and freedom of independence.
 Career Stages

Preparatory stage
Entry stage
Early career stage
Midcareer stage
Late career stage
 Career Development

Career Planning Workshops

Career Counseling
Determining Individual Needs
Self-Management Training
Mentoring
Networking
You And Your Career
Jobs are no longer as secure for managers as
they used to be
organizations still try to develop and retain good
employees
employee loyalty and commitment are still
important
Companies offering employability to
workers tend to be more successful
provide training and other learning experiences
employees perform work with greater
responsibility
 You And Your Career

Two models of career paths

traditional model - peoples careers advanced through
promotions up the hierarchy within a single business
function
current model - career progress likely to include
lateral moves across functions
Be both a specialist and generalist
specialist - expert in something
provide concrete, identifiable value to the firm
generalist - knowing about a variety of business
functions so that you can understand work with
different perspectives
Organizational Careers:Vertical Path
CEO

Sales Marketing Finance Operations HR Legal Accounting/

MIS
Organizational Careers: Horizontal
Path

CEO

Sales Marketing Finance Operations HR Legal Accounting/

MIS
 You And Your Career (cont.)
Be self-reliant
take responsibility for yourself, your actions, and your
career regardless of where you work
think and act like an entrepreneur
look for opportunities to contribute in new ways
generate constructive change
Be connected
establish many good working relationships
be a team player with strong interpersonal skills
all business is a function of human relationships
competitive advantage depends upon you and other people
 You And Your Career (cont.)
Actively manage your relationship with your
organization
two ways to think about the nature of the
relationships between you and your employer
view yourself as an employee
model for just getting by
contributions likely to be minimal
two-way, mutually-beneficial exchange relationship
think about how you can contribute and act accordingly
figure out new ways to add value
organization likely provide full and fair rewards, support further
personal development, and offer more gratifying work
environment
 Two Relationships: Which Will You
Choose?
#1 #2
You as a passive employee You as an active contributor
in a productive relationship

Employer

Your
You
Organization
You
Managerial Action Is Your
Opportunity To Contribute

You

Managerial Actions
1. Delivering Strategic
Value
2. Building a Dynamic
Your Organization
Organization 3. Mobilizing People
4. Learning and
Changing
THANK YOU