Career Management

Career defined

A sequence of employment related positions, roles, activities and experiences encountered by a person Two approaches: Personal level (undertaken by the individual himself) & organizational level (designed by the organization)

Career Management
Attempts to influence the way the careers of one or more people develop
(a) Manage ones own career (b) Manage careers of others

Teach employees how to plan their career growth once they have determined where they want to go.

Protean Versus Traditional Careers

Issue Whos in charge Core values Degree of mobility Success criteria Key attitudes Traditional Career Organization Advancement Low Position, level, salary Organizational commitment Protean Career Individual Freedom, growth High Psychological success Work satisfaction, professional commitment

Contemporary Framework of Career Management

SelfAssessment

Career Choice/Establishme nt

Career Management over life

Self-Assessment
Understanding background, experiences, likes & dislikes identified by reviewing history Clarifying your values Interests & passions Preferred lifestyle Life goals & personal vision Inventorying your skills

Drucker-Managing Oneself
What are my strenghts? How do I perform? What are my values?

Career Development Career Anchors

Self Assessment
Career Autobiography (CA) The identities Exercise (IE) The Career Values Card Sort (CVCS) The Campbell Interest and Skills Survey (CISS) or SII The 10-Years-Out Exercise (TYO) Lifestyle Representation Exercise (LRE) The Interview with Others (IWO) The Peer Coaching Exercise (PEER) Performance Evaluation Analysis

We need to ask.
What are the most important drivers of our satisfaction? Is advancement in an organization the key to our sense of succeeding? Is balancing work and family our most important task? Is having time to pursue outside interests or support the community a critical element in our pursuit of a meaningful life?

The Career and Life Orientation Index

Mutual Discovery

Self Concept
Self-perceived talents & abilities Self-perceived motives & needs Self-perceived attitudes and values constitute Career Anchor the pattern of self-perceived talents, motives, and values-serves to guide, constrain, stabilize, and integrate the persons career.

Schein's Career Anchors

Edgar Schein has identified eight themes which relate to work related preferences in people and drives them to success. The eight themes are:
1.

2.

3.

4.

Technical/Functional competence This kind of person likes being good at something and will work to become a guru or expert. They like to be challenged and then use their skill to meet the challenge, doing the job properly. General Managerial competence These folk want to be managers (and not just to get more money). They like problem-solving and dealing with other people thriving on responsibility. To be successful, they also need emotional competence Autonomy/Independence These people have a primary need to work under their own rules and steam. They avoid standards and prefer to work alone. Security/Stability Security-focused people seek stability and continuity as a primary factor of their lives. They avoid risks and are generally 'lifers' in their job.

5.

6.

7.

8.

Entrepreneurial Creativity These folks like to invent things, be creative and, most of all, to run their own businesses. They differ from those who seek autonomy in that they will share the workload. They find ownership very important. They easily get bored. Wealth is a sign of success. Service/Dedication to a cause Service-oriented people are driven by how they can help other people more than using their talents (which may fall in other areas). They may well work in public services or in such as HR. Pure Challenge People driven by challenge seek constant stimulation and difficult problems that they can tackle. Such people will change jobs when the current one gets boring and their career can be very varied. Lifestyle Those who are focused first on lifestyle look at their whole pattern of living. They not so much balance work and life as integrate it. They may even take periods off work to indulge in passions such as travel.
A person with a primary theme of Security/Stability for example will seek secure and stable employment over, say, employment that is challenging and riskier. People tend to stay anchored in

Which theme is you?

Have a think about your preference for working or the type of work environment you enjoy(ed) (or disliked) working in:
in current or past part time/full time work whilst undertaking pervious study volunteering in any past situations where you had to solve a problem and/or generate an outcome of some sort (sport activity for example)

Discovering your Career Anchor

The simplest way of discovering your career anchor is to list the 8 anchors on paper or small cards and spend 30 minutes ordering them in priority according to what drives you,

and what's important to you. Then, come back

to the 8 in two days time and see if you'd swap anything around.

Knowing your Career Anchor.

Helps identify the type of work/work environment to which you are better suited. Helps you plan your career in a way that is most satisfying to you. Helps you identify the more appropriate jobs on offer. Aids in your pitch for a particular position at all three stages of the application process (cover letter/response to selection criteria, resume and interview).

Organizational Career Paths

Bad

news (Career is dead; long live the career) Good news Functional paths-functional specialty Industry paths-clusters Institutional sector-path with a heart Values oriented personal mission

Career Lattice
Viable alternative for career mobility & job productivity Structure supports different paths Skills, values, interests, competition, workplace and customer needs, and individual and group initiative Currency is not advancement but learning Career variety

Reframing Career Perspective

From Career Ladder Perspective
Moves are limited Promotions and titles are the main rewards The boss provides answers and direction Rewards are based on loyalty Employees are dependent on others

To Career Lattice Perspective

Moves can go in any direction (up, down, across) What people contribute matters most We collaborate (Lets figure it out.) Rewards are based on results Independence, flexibility, and teamwork are the ways work gets done

Integrated Approach
Career Planning
Job Family Analysis Creating Job Ladders Creating Career Paths

Potential Assessment

Develop the Leadership Competency Model Develop Competency Profiles to identify desired proficiency levels Conduct Assessment Centres (AC) for actual proficiency levels

Actual Vs. Desired Gap

Succession Planning

Bench Strength Analysis: Identify the successor pool for each critical role For each critical role, propose successor lists Enabling Career & Succession Planning through LCD Interventions

Learning & Development

Job Family Analysis

A job family is a grouping of jobs or roles which are broadly similar in terms of skill requirements, educational qualifications and nature of experience Job family analysis starts by dividing the job population into job families of basically similar jobs e.g. Credit Operations (Credit, Microcredit, Institutional Credit) Thereafter in each job family, Key Jobs would be identified along with identifying the kind of skills required to support those jobs.

Illustrative

Job Family Analysis

Illustrative
Job Families Career Band Legal, Recovery SBU Operations NPA Mgt. *AM/M - Credit/ *AM/M Microfinance/ P & ARD/Legal; D/ SFC *AM/M Management; (Monitoring *AM/M (Operations) Branch); Branch; *AM/M *AM/M (Operations) (Legal) - Zone Zone *AGM - Credit/ Microfinance/ P & D/ SFC Management ; *AGM (Operations) Branch; *AGM (Operations) - Zone *DGM - Credit/ Microfinance/ P & D/ SFC Management; *DGM (Operations) Branch; *DGM (Operations) - Zone *AGM ARD/Legal; AM/M (Monitoring Branch); Business Development & Marketing *AM/M- Marketing/ Business Development/Corporate Planning & Budgeting, New Initiatives; *AM/M (Business Development) Branch *AM/M (Business Development) - Zone AGM- Marketing/ Business Development/Corporate Planning & Budgeting, New Initiatives AGM (Business Development) Branch *DGM- Marketing/ Business Development/Corporate Planning & Budgeting, New Initiatives *DGM (Business Development) Branch *DGM (Business Development) - Zone Internal Audit & Vigilance *AM/M Internal Audit * AM/M RiMD * AM/M (Zonal Audit Cell) * AGM Internal Audit * AGM RiMD * AGM (Zonal Audit Cell) Finance & Accounts *AM/M CAD/RMD * AM/M (Support) Branch * AM/M (Support) - Zone *AGM CAD/RMD * AGM (Support) Branch * AGM (Support) - Zone *DGM CAD/RMD

1 - AM/M (Executing) 2- AGM Feeder (Operationali Jobs zing & Implementin g)

HRDD ISD *AM/M *AM/M HRDD - ISD * AM/M (Support) Branch * AM/M (Support) - Zone *AGM HRDD * AGM (Support) Branch * AGM (Support) - Zone *DGM HRDD *AGM - ISD

Corporate Services *AM/M Administration/Premises/ Procurement/Official Language * AM/M (Support) Branch * AM/M (Support) - Zone *AGM Administration/Premises/ Procurement/Official Language * AGM (Support) Branch * AGM (Support) - Zone *DGM Administration/Premises/ Procurement/Official Language

3- DGM (Integrating & Coordinating level 1)

*DGM ARD/Legal; *DGM (Monitoring) Branch; *DGM (Legal)Zone

* DGM Internal Audit * DGM RiMD * DGM (Zonal Audit Cell)

*DGM - ISD

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Creating Job Ladders

Feeder jobs are used to arrive at job ladders - i.e. the sequence of jobs that an individual would move through, to get to the senior roles.
Credit SFC Mgt Micro Finance ARD P&D

Illustrative
BD Corp Plg Marketing New Initiatives

CGM

GM

DGM

AGM

AM

Creating Career Paths

Career Path Analysis involves identifying opportunities for an employee to take on different jobs in course of his career with the organization, by way of

Normal track; Fast track; Lateral paths; Vertical paths

The rationale for normal and fast track promotions: Normal track: Achievement of threshold Overall Performance Score and vacancies. (may not reach the top management position, but may peak at a middle / senior management level) Fast track: Faster career progression to employees who are high performers with high potential. (considered for promotion after spending a minimum period in the current grade and the threshold Overall Performance Score)

Creating Career Paths

Normal Track Normal track signifies the regular progression of employees within the organization based on the average Overall Performance Score across assessment years and availability of vacancies.
Chief General ManagerCredit

CGM General ManagerCredit

GM

Illustrative

DGM Grades AGM Assistant General Manager- Credit ManagerCredit Assistant ManagerCredit 1 2 3 4 5 6 7 8 9 10 11 Years 12 13

Deputy General Manager- Credit

AM

14 15

16 17 18 19 20 21 22 23 24

Creating Career Paths

Normal Track Normal track signifies the regular progression of employees within the organization based on the average Overall Performance Score across assessment years and availability of vacancies.
Chief General ManagerCredit

CGM General ManagerCredit

GM

Illustrative

DGM Grades AGM Assistant General Manager- Credit ManagerCredit Assistant ManagerCredit 1 2 3 4 5 6 7 8 9 10 11 Years 12 13

Deputy General Manager- Credit

AM

14 15

16 17 18 19 20 21 22 23 24

30

Creating Career Paths

Fast Track Fast Track signifies faster progression of employees on the basis of outstanding performance, potential assessment and availability of vacancies.
Chief General ManagerCredit General ManagerCredit

CGM

Illustrative

GM

DGM Grades AGM

Assistant General ManagerCredit MgrCredit

Deputy General ManagerCredit

AM

AMCredit

6 7

10

11 Years

12

13

14 15

16 17 18 19 20 21 22 23 24

31

Creating Career Paths

Lateral Movement Progressions that occur in the same / across job families but in the same level/career band. For example, movement from DGM (Credit) to DGM (Microfinance), AGM (Marketing) to AGM (Business Development) is a lateral movement. Only between the same levels and would enable the employee to take on new responsibilities within the same level. This may be of two types:

Through increasing job scope:

Higher responsibility in a job having similar job responsibility/accountability Additional responsibility that is related to existing area of work Thus preparing him for an upward movement to a higher grade

To gain diverse skills: Similar responsibility level but different job description Handling a different department/ function Pick-up diverse skill/ experience and thus preparing him for an upward movement to a higher grade

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Creating Career Paths

The prerequisites for lateral movement are: Ideally occur at the mid point of an individuals term in a grade: Ensures that the employee does not miss out on promotion opportunities as compared to others who continue on the vertical path. Provides adequate learning time for the individual to reach maturity and full effectiveness in the role Assessment of actual vs target competency/skill levels

CGM

CGM Credit (HO)

GMRIMD GMSFMC

Illustrative

GM

DGM Grades AGM

AGM -BD

DGM ARD

DGM DFID

Mgr Credit (BO)

AM

Assistant ManagerCredit (BO)

Lateral movement across job families

Lateral movement across job families

6 7

10

11 Years

12

13

14 15

16 17 18 19 20 21 22 23 24

33

Creating Career Paths

Vertical Movement Vertical paths are progressions which occur from the lower level to the higher level /career band, in the same /different departments, but within the same job family. These are of two types: Type 1 Higher Responsibility Elevation to a higher grade with higher responsibilities. (Handling a higher responsibility in the same/different department, in the same job family) Type 2 Specialist vs. Generalist Deep specialization in one stream to advance to the next career level. Employee would grow as an expert in the same department within a job family throughout his/her career. Specializations may be allowed in certain roles/functions/ departments, while in other departments, employees would need to follow a generalist career path (i.e. be flexible for both lateral and vertical moves within/ across job families and across departments).

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Creating Career Paths

Vertical Movement Movement from a lower to higher level in the same job family

Illustrative

35

Creating Career Paths

Lateral Movement Movement within / across job families in the same level

Illustrative
Job Family 1 (J1) Job Family 1 (J2)

Department 1 Career band 5 Career band 4 Career band 3 Career band 2 Career band 1

Department 2

Department 3

Department 4

Lateral movement in the same/across job families but at the same level/career band

36

Creating Career Paths

Movement from a lower to higher level across job families

Job Family 1 (J1)

Job Family 1 (J2)

Illustrative
Department 1 Career band 5 Career band 4 Career band 3 Career band 2 Career band 1 Vertical movement - not allowed across job families; first the employee needs to move laterally across a job family to and then make a vertical movement to the target role. Department 2 Department 3 Department 4

Hence if a vertical movement has to take place across job families, a lateral movement across job families is a prerequisite before the employee can move up vertically in the new job family.

Identifying talent, training & developing it is the pillar of Career Management Process

Enables managers to make career moves leveraging their strengths & moving into leadership roles
ABG uses development assignments, classroom training, coaching and

Development assessment centers: DACs have been designed to

support managers in assessing and developing their capabilities. Over 1,200 managers across all management levels have participated in the DACs since 2003.

Individual Development Plan: Post-DAC, the developmental goal

for an individual, in terms of priorities for learning and development experiences to move to the next career stage, is captured through the individual development plan (IDP). These are monitored on a real time basis for tracking implementation on the PeopleSoft platform.

Talent reviews: A three-tier annual talent review process, held at the

unit level, business level and Group level, ensures a focused approach to the implementation of lDP. The review discussions provide meaningful input into the career and succession planning process.

Talent engagement: Business heads anchor programs aimed at

developing leadership potential and are personally involved in the design of specific courses. Other initiatives, such as the Chairman's Challenge and Ideas Unlimited, provide in depth engagement opportunities with hipotentials.