11-1 EXCEL
BOOKS
Chapter
11
CAREER AND
SUCCESSION
PLANNING
11-2
ANNOTATED OUTLINE
The concept of career
A career comprises of a series of work related activities, that offer continuity,
order and meaning to a person’s life. The underlying idea behind a career is
that a person can shape his destiny through a number of well planned and
well timed, positive steps. The success of one’s career, therefore, depends
on the individual more than anything else.
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Career: Important features
A career develops over time
The success of one's career depends, most often, on one's own careful
planning and timely steps taken at a right time
The important element in one's career is experiencing psychological success.
The typical career of a person today would probably include many positions and
transitions.
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Career stages
A career includes many positions, stages and transitions just as a
person’s life does.
H ig h
E x p lo r a t io n E s t a b lis h - M id c a r e e r L a te c a re e r D e c l in e
m ent
P e r fo r m a n c e
F r o m c o lle g e F ir s t jo b W ill p e r f o r m a n c e T h e e ld e r P r e p a r in g
to w o rk a n d b e in g in c re a s e o r s ta te s p e rs o n fo r
a c c e p te d b e g in to r e tire m e n t
d e c lin e ?
L o w 25 35 50 60 70
Age
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Career stages
Exploration: the transition that occurs in mid-twenties as one looks at
work after college education, seeking answer to various questions
about careers from teachers, friends etc.
Establishment: this is the stage where one begins the search for
work,picks up the first job, commits mistakes and learns thereafter.
Mid-career: Between 35 and 50 one is typically confronted with a
plateaued career, where your maturity and experience are still valued but
there is the nagging feeling of having lost the initial fire in the belly
Late career: This is the stage where one relaxes a bit and plays an
elderly role, offering advice to younger ones as to how to avoid career
mistakes and grow continually.
Decline: This is the stage where one is constantly reminded of
retirement, after a series of hits and misses.
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Career anchors
These are distinct patterns of self-perceived talents, attitudes,
motives and values that guide and stabilise a person’s career after
several years of real world experiences.
More about eight career anchors
Managerial competence
Technical competence
Security
Creativity
Autonomy
Dedication to a cause
Pure challenge
Life style
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Career planning
Career planning is the process by which one selects career goals and
the path to achieve those goals. Career planning, it should be noted
here, is a prerequisite to effective human resource planning.
Why career planning?
Career planning seeks to meet the following objectives
Attract and retain talent
Use human resources properly and achieve greater productivity
Reduce employee turnover
Improve employee morale and motivation
Meet the current and future human resource needs of the organisation
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The process of career planning
Identify individual needs and aspirations
Analyse career opportunities
Align employee needs with available career opportunities
Develop action plans
Carry out periodic review
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Career Development
Career development consists of the personal actions one undertakes to
achieve a career plan. The actions for career development may be initiated
by the individual himself or by the organisation
Individual career development: Some of the important steps that could help
employees achieve their career goals could be listed thus;
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Individual career development
Performance
Exposure
Networking
Leveraging
Loyalty
Mentors and sponsors
Key subordinates
Expanding capabilities over time
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Career self assessment instrument
N a m e .......... ...... .................. ............ ...... .................. ............... A g e .......... ...... .................. ..... ..
D e p a r tm e n t ......... ............ ..... ...
P a r t A V a lu e s a n d E x p e r ie n c e s
1 . D e s c r ib e t h e r o le s in y o u r life th a t a r e im p o r t a n t t o y o u ( w o r k lif e , f a m i ly lif e , r e lig io u s li f e ,
c o m m u n it y li f e e t c . ) . E x p l a in w h y t h e s e r o le s a r e im p o r t a n t t o y o u . I n d i c a t e h o w t h e s e r o l e s
im p a c t y o u r to ta l life s a tis fa c t io n . A s s ig n a p e r c e n t to e a c h r o le ( 0 to 1 0 0 p e r c e n t) s o th a t th e
t o ta l a d d s u p to 1 0 0 p e r c e n t.
2 . D e s c r ib e y o u r e d u c a tio n a l b a c k g ro u n d , in c lu d in g th e d e g r e e s e a r n e d , a c a d e m ic s t r e n g th s
a n d w e a k n e s s e s , e x tr a c u r r ic u la r a c tiv itie s e t c .
D e g r e e s /D ip lo m a s A c a d e m ic S tr e n g th s A c a d e m ic E x t r a c u r r ic u la r
W ea kne sses A c tiv it ie s
1 1 1 1
2 2 2 2
3 3 3 3
3 . L is t a n y jo b s y o u h e ld a nd y o u r e x p e r i e n c e in e a c h p o s it io n
O c c u p a tio n Job D e g re e o f W h a t I L in k e d W hat I W hy I
s p e c ia lis a tio n D is lik e d L e ft
1 .
2 .
3 .
4 .
5 .
4 . D e s c r ib e a n y s k i lls ( r a n k 1 t o 5 ( lo w e s t t o h ig h e s t ) t h a t y o u p o s s e s s
a. C o m m u n ic a tio n 1 2 3 4 5
b. L e a d e r s h ip 1 2 3 4 5
c. I n te r p e r s o n a l 1 2 3 4 5
d. T e a m b u ild in g 1 2 3 4 5
e. C r e a tiv ity 1 2 3 4 5
f. T e c h n ic a l 1 2 3 4 5
( T i c k t h e m o s t a p p r o p r ia t e o n e )
5. S u m m a r is e a n y r e c o g n itio n /a w a r d s t h a t y o u h a v e r e c e iv e d in r e la t io n t o y o u r e d u c a tio n ,
w o r k e x p e r i e n c e , s k i lls o r e x t r a c u r r i c u l a r a c t iv iti e s .
Pa rt B . C a re e r G o a ls , W o rk A ttitu d e s a n d P re fe re n c e s
1. T h e m o s t im p o r t a n t n e e d s I w a n t t o s a t is fy in m y c a r e e r a r e
a
b
c
2. T h e s e n e e d s c a n b e f u l f i l l e d i n t h e f o l lo w in g :
A re a s S k ills / A s s is ta n c e n e e d e d
a: a:
b: b:
C o n td . . .
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Career self assessment instrument
c: c:
3 . H o w im p o r t a n t a r e t h e s e v a lu e s to y o u in y o u r w o r k ( I m o s t im p o r ta n t : 1 0 le a s t im p o r t a n t)
V a lu e s R ank
1 . In d e p e n d e n c e o r a u to n o m y -
2 . F in a n c ia l r e w a r d s -
3 . S e n s e o f a c h ie v e m e n t -
4 . H e lp in g o th e r s -
5 . C r e a t in g s o m e t h in g -
6 . J o b s e c u rity -
7 . G o o d w o r k in g c o n d itio n s -
8 . F r i e n d s h ip s a t w o r k -
9 . V a r ie ty o f ta s k s -
1 0 . E q u a lit y a n d fa ir n e s s -
4. W h a t e v e r j o b I h a n d l e , I d o n o t w i s h t o c o m p r o m i s e o n t h e f o ll o w i n g
1: 4:
2: 5:
3: 6:
5 . W h a t in t e r n a l a n d e x te r n a l c o n s t r a in t s m ig h t y o u e n c o u n t e r a lo n g th e w a y t o w a r d a c h ie v e m e n t
o f y o u r c a re e r g o a ls ?
6 . L is t t h e s p e c i f ic j o b s th a t m ig h t b e i n li n e w i t h t h e a b o v e r e q u ir e m e n t s
a
b
c
7 . F in a lly , r a t e y o u r s e lf o n e a c h o f t h e f o llo w in g p e r s o n a l q u a litie s o r w o r k c h a r a c t e r is tic s .
W r i t e o n e r e s p o n s e f o r e a c h c h a r a c t e r i s t ic ( u s i n g t h e f o l lo w i n g s c a l e : 1 . v e r y l o w , 2 . l o w ,
3 . a v e r a g e , 4 . h ig h , 5 . v e r y h ig h )
a. E m o t io n a l m a t u r it y f . D e p e n d a b il it y in c o m p l e t i n g w o r k
b. I n i t ia t iv e / I n d e p e n d e n c e g . F le x i b i l it y a n d o p e n m in d e d n e s s
c. P u n c tu a lity h . P e r s e v e r a n c e /w illin g n e s s to w o r k
d. A b il i t y t o h a n d l e c o n f l i c t I. A b i l i t y t o s e t a n d a c h i e v e g o a l s
e. A b il i t y t o p l a n , o r g a n is e
a n d d e t e r m in e w o rk p rio ritie s
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Career Development
Organisational career development: organisations could help promote
individual careers through a series of well planned moves. These include:
Organisational career development
1 Self assessment tools such as holding a career planning workshop, circulation
of a career work book in advance etc.
2. Individual counselling
3. Information services
job posting system
skills inventory
career ladders and career paths
career resource centre
Cont…
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Career Development
4. Employee assessment programmes
Assessment centres
Psychological tests
Promotability forecasts
Succession planning
5. Employee developmental programmes
6. Career programmes for special groups
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Career Management
Career management includes both organisational actions and
individual efforts aimed at setting career goals, formulating and
implementing strategies and monitoring the results.
The career management model
In d iv id u a l C a re e r
P la n n in g C a re e r
A ssess needs D e v e lo p m e n t
A n a ly s e c a r e e r o p p o r t u n it ie s
S e t c a r e e r g o a ls H o w i n d iv i d u a l s c a n r e a c h t h e t o p ?
D e v e lo p a c t io n p la n s H o w o rg a n is a tio n s c a n h e lp ?
S e lf - a s s e s s m e n t t o o ls
O r g a n is a t io n a l C a r e e r
I n d iv id u a l c o u n s e llin g
P la n n in g
I n f o r m a t io n s e r v i c e s
A s s e s s h u m a n re s o u rc e A s s e s s m e n t p ro g ra m m e s
r e q u ir e m e n t s D e v e lo p m e n t p r o g r a m m e s
C a r e e r p a th s fo r e a c h p e rs o n P r o g r a m m e s f o r s p e c ia l g r o u p s
In te g ra te c a re e r g o a ls a n d
o r g a n is a t io n a l n e e d s
In iti a t e c a r e e r d e v e l o p m e n t e ff o r t s
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Advantages And Limitations Of
Career Planning
Career planning offers significant benefits to both the individual and the
organisation. The employee has advance knowledge of available career
opportunities. He or she can set appropriate career goals and plan to
achieve them over a period of time. Organisations, too, can separate the
stars from the mediocre and reward the efforts of those who are hard
working and talented. This would, in turn, improve employer-employee
relations. On the negative side, for small scale units, career planning may
prove to be a difficult and costly exercise. Sometimes, local laws, union
pressures could upset career planning efforts. Not every company would
be able to resolve all career related issues successfully.
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Effective Career Planning
Effective career planning depends on a number of factors such as
Effective career planning
Ensuring top management support
Setting appropriate corporate goals for human resources
Offering rewards for good performance
Placing employees depending on their talents, career aspirations etc
Laying down suitable career paths for all employees
Monitoring continuously to find where the organisation stands
Giving publicity to career related issues and actions
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Succession Planning
The basic purpose of succession planning is to identify and develop people to
replace current job holders in key positions. Through succession planning
organisations ensure a steady flow of internal talent to fill important
vacancies. Succession planning encourages “hiring from within” and creates
a healthy environment where employees have careers and not merely jobs. It
should be noted here that career planning (which covers executives at all
levels), by its very nature, includes succession planning (which covers key
positions at higher levels)
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Replacement Chart
A replacement chart is a visual representation of who will replace whom if
there is a job opening
D e p a rtm e n t : F in a n c e D a te :
P re p a re d B y :
R e p l a c e m e n t S u m m a r y f o r ‘S e n i o r E q u it y A n a ly s t ’
S e n io r E q u it y A n a ly s t J o b h o ld e r : R a ja R a m A ge : 59
O p e n in g : In 3 Ye a rs R eason : R e t ir e m e n t
R a ja R a m ( 5 9 )
S a la r y G r a d e : 2 5 ,0 0 0 - 3 5 ,0 0 0 E x p e rie n c e : 1 2 Y e a rs
A 1 R a ja t G u p ta (4 4 )
C a n d id a t e 1
B 1 S h y a m L a l (3 8 )
N am e : R a ja t Age : 4 4 Y e a rs
C h a r t f o r 2 p o s it io n s
D e s i g n a t io n : E q u it y A n a ly s t E x p e r ie n c e : 6 Y e a rs
P e rfo rm a n c e : O u ts ta n d in g R eason : ‘S t a r ’ in th e d e p t.
G ra d e : 1 8 ,0 0 0 - 2 5 ,0 0 0 P r o m o t- : R e a d y n o w fo r
a b ili t y p ro m o tio n
C a n d id a t e 2
N am e : S hyam Lal Age : 3 8 Y e a rs
B o n d S p e c ia l is t
D e s i g n a t io n : E q u it y A n a ly s t E x p e r ie n c e : 3 Y e a r s
N ir m a la ( 3 1 ) P e rfo r m a n c e : O u ts ta n d in g R eason : N e e d s m o re
e x p e rie n c e
A 1 B a lr a j S in g h ( 2 6 ) G ra d e : 1 3 ,0 0 0 - 1 8 ,0 0 0 P r o m o t- : C a n w a it f o r
B 1 N e e la m ( 2 8 ) a b ili t y 2 Ye a rs
E x p l a n a t io n s :
A . R e a d y f o r p r o m o t io n 1. O u t s t a n d in g p e r f o r m a n c e
B. N e e d s m o r e e x p e r ie n c e 2. A c c e p t a b le p e r fo r m a n c e
C. N o t s u it a b le f o r jo b 3. P o o r p e r fo rm a n c e
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Succession Management
Succession management focuses attention on creating and stocking
pools of candidates with high leadership potential. It assures that key
people are not just identified but also nurtured and developed into
future leadership roles
Steps in succession management
Identifying the shortage of leadership skills and defining the requirements
Identifying potential successors for critical positions
Coaching and grooming the 'star performers'
The interesting case of BAJAJ AUTO
Arm your successor
Begin at the edges
Start succession early
Prepare the organisation.
Career And Succession Planning
