Career Planning and

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

Career Planning is the formal process through which

someone becomes aware of his or her personal skills,
interests,
knowledge,
motivations and
other characteristics, acquires information about opportunities and
choices, identifies career-related goals, and establishes action plans
to attain specific goals.
The Goal: Matching Individual
and Organizational Needs
The Employee’s Role The Organization’s Role

Career
Management

Individual and
Organizational Goals
Employer Career Efforts today
HR Activity Traditional Focus
Human Resource Analyzes jobs, skill, tasks-
Planning present and future. Projects
need. Uses statistical data
Recruitment and Matching organization's
selection needs with qualifies
individuals.
Training and Provides opportunities for
development learning skills, information
and attitudes related to job.
Performance Rating and/on rewards
Appraisal
Compensation Rewards for time,
and benefits productivity, talent, and so
on.
Career Development Focus
Adds information about
individual interests,
preferences, and the like to
replacement plans.
Matches individual and jobs
based on variables including
employees’ career interests
and aptitudes.
Provides career path
information. Adds individual
development plans.
Adds development plans and
individual goal setting.
Adds study reimbursement
plans, compensation for non-
job related activities
 Objectives of Career Planning
 Attract and retain talent by offering careers, not jobs.

 Use human resources effectively and achieve greater

productivity

 Reduce employee turnover

 Improve employee morale and motivation

 Meet the immediate and future human resource needs of

the organization on a timely basis.
Figure HR’s Role in Career Development
Figure Balancing Individual and Organizational Needs
Figure 5.A1 Combinations of Career Interests
and Skills

High Explore Pursue

SKILLS

Avoid Develop
Low

Low High
INTERESTS
 Figure 5–9 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 0–25):

Develop occupational self-image, assess alternative occupations, develop
initial occupational choice, pursue necessary education.
Process of Career Planning
Identifying
individuals Step 1
needs
and aspirations

Analyzing Step 2
career
opportunities

Aligning needs Step 3

and
opportunities

Action plans
and
Step 4 periodic review
 Career Anchors
Five anchors are:

 Managerial competence
 Technical – functional competence
 Security
 Creativity
 Autonomy independence
Tools used for career development
 Self-assessment
 Individual counseling
 Information services
 Employee assessment programmes
 Employee development programmes
 Career programmes for special groups
 Succession Planning
“The process of ensuring a suitable supply
of successors for current and future senior
or key jobs arising from business strategy,
so that the careers of individuals can be
planned and managed to optimize the
organizations needs and the individuals’
aspirations.”
Succession Planning is a systematic approach to :

 Building a leadership pipeline/talent pool to ensure

leadership continuity
 Develop potential successions in way that best fitr their
strengths.
 Identifying the best candidates for categories of
positions.
 Concentrating resources on the talent development
process, leading to greater ROI.
Benefits
 Prepare current employees to understand key role.

 Develop talent and long term growth.

 Improves workforce capabilitities and overall performance

 Improve employee commitment and therefore retention

 Meets the career development requirement of existing employees.

 Improves support to employees throughout their employment.

 Counters the increasing difficulty of recruiting employees externally.

 Focuses on leadership continuity and improved knowledge sharing

 Provides more effective monitoring and tracking of employee proficiency

levels and skill gaps.
Several factors critical for the success of
Succession planning
 Management is involved in the process

 Management holds themselves accountable for growing

leaders.

 Employees are committed to their own self development

 Succession planning is based on a business case for long

term needs.

 Succession is linked to strategic planning and investment

in the future.
 Process of Succession mgmt.
Identify the shortage of leadership
skills and defining the requirement

Identify potential successors for critical positions

Coach and Groom the STARS

Secure top mgmt’s commitment and support

Succession Planning Model
2. Identify
initial
competencies
1. Determine required for
each position 3.
the functions Competency
& when the Gap Analysis
position will
be available

4. Design
6. Research &
Developmental
Track overall
Oppportunities
Program and
for each set of
maintain skill
Competencies
Inventory
5. Develop
and maintain
a talent pool
Step 1: Determine the functions and when position will be available.

– Review the associated functions and anticipated future work requirements.

– Fully understand how real and anticipated change in functions and new technologies will
impact the future job requirements.

Step 2 : Determine initial competencies required for each position

• Determine the skill, Knowledge, ability, aptitude, values, motivation, initiative, self
control, work styles and attitudes that contribute to exemplary job performance.

Step 3: Competency Gap analysis

– Identify the job competencies that will be required for future position in thee organsiation
– Determine the type of tools used to gather data on whether current employees possess the
competencies that will be required for the identifies positions.
– Analyze the difference between current employee competencies and future organisation
needs
– Document the finding.
Step 4 Design developmental opportunities for each set of competencies

– Tailor opportunities to develop each competency and future work requirement

Step 5: Develop and maintain a talent Pool

– Acquire volunteers
– Conduct individual gap analysis
– Prepare individual development plans
– Reassess and track individual progress

Step 6: Reassess and track overall progress and maintain a skills inventory.

– Continually monitor kills and needs to determine any gaps, and develop plans to
meet deficiencies.
– Track individual progress overtime to use for reporting and determining, adding or
changing developmental opportunities.
– Maintain an inventory of current and future needs along with the information for
individual and group development
Pros and Cons of Disclosing succession
planning
DISADVANTAGES ADVANTAGES

High Performers Allows flexibility as

may business needs
DO NOT leave the change
TELL organization,
unsure of their
future

Unrealistic expectation Retention Strategy

TELL and
implied contracts