POTENTIAL  APPRAISAL                       &    CAREER  DEVELOPMENT<br />  Presented by, <br />                 Manju.N.Pr...
POTENTIAL  APPRAISAL<br />
 The term ‘potential’ refers to the abilities possessed by an employee but not put to use currently or the the abilities t...
NEEDS OF POTENTAL APPRAISAL<br /><ul><li>To  inform the  employees about  their future prospects;
To help the organisation chalk  out  a suitable succession plan;
To update training  efforts from time to time;
To advice  employees  about  what  they must to do improve their  career  prospects. </li></li></ul><li>STEPS TO BE  FOLLO...
<ul><li>Rating  mechanisms:  </li></ul>     Besides listing the functions & qualities, the potential <br />appraisal syste...
    Tests
    Games
    Records</li></li></ul><li><ul><li>Organising the system:</li></ul>After  covering the above preliminaries, the  HR man...
How much  weightage to accord to each of the performance dimensions?
What are the mechanisms of assessing the individual on different indicators of his potential,& with what  degree of reliab...
CAREER  DEVELOPMENT<br />
Career development  means  the  process of  increasing  an <br /> employee’s  potential for advancement & career change.<b...
     OBJECTIVES<br /><ul><li>To  attract  & retain effective persons in an org.
To utilise human resources optimally.
To improve morale & motivation level of employees.
To reduce employee turn over.
To maintain harmonious industrial relations.
To make make employees adaptable to changes.
To increase employees’ loyality & commitment to org.</li></li></ul><li>STEPS  IN  CAREER  DEVELOPT. SYSTEM<br /><ul><li>St...
<ul><li>Step 3: Action plan</li></ul>   An action plan should be formulated in order to achieve the  vision.The support  o...
SIGNIFICANCE  &  ADVANTAGES<br /><ul><li>It  reduces  employee turn over.
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  1. 1. POTENTIAL APPRAISAL & CAREER DEVELOPMENT<br /> Presented by, <br /> Manju.N.Premanand<br /> III sem MBA <br />
  2. 2. POTENTIAL APPRAISAL<br />
  3. 3. The term ‘potential’ refers to the abilities possessed by an employee but not put to use currently or the the abilities to assume challenging responsibilities in the future assignments.<br />The objective of potential appraisal is to identify the potential of <br />a given employee to occupy higher positions in the <br />organisational hierarchy and under take higher responsibilities.<br />The appraisal is carried out on the basis of :<br /> #1 supervisor’s observations.<br /> #2 performance data relating to various previous roles<br /> played by an employee.<br /> #3 performance on roles in simulated settings relating to a <br /> new position. <br />
  4. 4. NEEDS OF POTENTAL APPRAISAL<br /><ul><li>To inform the employees about their future prospects;
  5. 5. To help the organisation chalk out a suitable succession plan;
  6. 6. To update training efforts from time to time;
  7. 7. To advice employees about what they must to do improve their career prospects. </li></li></ul><li>STEPS TO BE FOLLOWED IN A GOOD POTENTIAL APPRAISAL SYSTEM<br /><ul><li>Role Descriptions: </li></ul> Organisational roles & functions must be defined clearly.<br /> Job descriptions must be prepared for each job.<br /><ul><li>Qualities needed to perform the roles:</li></ul> Based on job descriptions ,the roles to be played by <br /> people must be prepared.<br />
  8. 8. <ul><li>Rating mechanisms: </li></ul> Besides listing the functions & qualities, the potential <br />appraisal system must list mechanisms of judging the qualities of employees such as:<br /><ul><li> Rating by others
  9. 9. Tests
  10. 10. Games
  11. 11. Records</li></li></ul><li><ul><li>Organising the system:</li></ul>After covering the above preliminaries, the HR manager must set up a system that will allow the introduction of the scheme smoothly incorporating answers to some complex Qns such as:<br /><ul><li>How much weightage to accord to merit in place of seniority promotions?
  12. 12. How much weightage to accord to each of the performance dimensions?
  13. 13. What are the mechanisms of assessing the individual on different indicators of his potential,& with what degree of reliability?</li></li></ul><li><ul><li>Feedback:</li></ul> The system must provide an opportunity for every employee to know the results of his assessment.He should be helped to understand the qualities actually required for performing the role for which he thinks he has potential,the mechanisms used by the organisations to appraise his potential & the results of such appraisal.<br />
  14. 14. CAREER DEVELOPMENT<br />
  15. 15. Career development means the process of increasing an <br /> employee’s potential for advancement & career change.<br /> It is a process of planning the series of possible jobs which <br /> an individual may hold in the organisation over time & <br /> developing strategies designed to provide necessary job <br /> skills .<br /> It is a systematic process of guiding the movement of people <br /> in an org. through different hierarchical positions.<br />
  16. 16. OBJECTIVES<br /><ul><li>To attract & retain effective persons in an org.
  17. 17. To utilise human resources optimally.
  18. 18. To improve morale & motivation level of employees.
  19. 19. To reduce employee turn over.
  20. 20. To maintain harmonious industrial relations.
  21. 21. To make make employees adaptable to changes.
  22. 22. To increase employees’ loyality & commitment to org.</li></li></ul><li>STEPS IN CAREER DEVELOPT. SYSTEM<br /><ul><li>Step 1: Needs</li></ul>This step involves in conducting a needs assessment as a training programme.<br /><ul><li>Step 2: Vision</li></ul> The needs of the career system must be linked with the <br /> interventions.An ideal career developt. system known as<br /> the vision, links needs with the interventions. <br />
  23. 23. <ul><li>Step 3: Action plan</li></ul> An action plan should be formulated in order to achieve the vision.The support of the top mgt should be obtained in the process.<br /><ul><li>Step 4: Results</li></ul> Career developt. progrmme should be integrated with the organisation’s on going employee training & mgt<br /> developt. Programmes.The programme should be eval<br /> uated from time to time in order to revise the programme.<br />
  24. 24. SIGNIFICANCE & ADVANTAGES<br /><ul><li>It reduces employee turn over.
  25. 25. It improves employee morale & motivation.
  26. 26. It makes employees adaptable to the changing requirement of org.
  27. 27. It enables org. to man promotional vacancies internally, there by reducing the cost of managerial recruitment.
  28. 28. It increases employee’s loyality & commitment to the org.,</li></ul> hence by employee productivity increases.<br />
  29. 29. TYPES OF CAREER DEVELOPT.PROCESS<br /><ul><li> Individual Career Development
  30. 30. Organisational Career Development</li></li></ul><li>INDIVIDUAL CAREER DEVELOPMENT<br />Some of the important steps / career developt.actions that could help an individual cross the hurdles on the way ‘up’ may include:<br /><ul><li>Performance: </li></ul>Career progress rests largely on performance.If the performance is sub-standard,even modest career goals can’t be achieved.<br /><ul><li>Exposure:</li></ul>Career development comes throuh exposure,which implies becoming known by those who decide promotions,transfers & other career opportunities.<br /><ul><li>Networking:</li></ul> It implies professional & personal contacts that would help in striking good deals outside.<br />
  31. 31. <ul><li>Leveraging:</li></ul> Resigning to further one’s career with another employee is known as leveraging.When the opportunity is irrestible,<br /> the only option left is to resign from the current position & take up the new job.<br /><ul><li>Mentors & sponsors:</li></ul>Mentors offer advice & career guidance on how to survive & get ahead in the organisation. A sponsor, on the other hand ,is some one in the organisation who can create career developt. Opportunities.<br /><ul><li>Expand ability:</li></ul> Employees who are career conscious must prepare themselves for future opportunities that may come their way internally/externally by taking a series of proactive steps.<br />
  32. 32. ORGANISATIONAL CAREER DEVELOPMENT<br />A varitety of tools & activities are employed for this purpose.<br /><ul><li>Self assessment tools:</li></ul> Here the employeesgo through a process in which they think through their life roles, interest , skills and work attitudes and preference . They identify carrer goals, develop suitable action plans & point out obstacles that coming the way .<br /><ul><li>Individual counselling : </li></ul> It is a process where by employees are guided in overcoming performance problems it is usually done through face to face meetings between the employee & counsellor it is generally offered by the HR dept. <br />
  33. 33. <ul><li>Information services :</li></ul> Employement opportunites at varrious levels are made known to employees through information services of various kinds . For compiling & communicating career- related information to employees, orgnaisation basically use <br /> four methods .<br /><ul><li>Job posting system
  34. 34. Skills inventory
  35. 35. Career ladders & career paths
  36. 36. Career resource centre</li></li></ul><li><ul><li>Employee assessment programmes :</li></ul> Several assessment programmes are used to evaluate the employee’s potential for growth & development in the orgnisation . They include , <br /><ul><li>Assessment centres
  37. 37. Psychological tests
  38. 38. Promotability forecasts
  39. 39. Succession planning </li></li></ul><li><ul><li>Employee developmental programmes :</li></ul> This consist of skill assessment & training efforts that orgnaisations use to groom their employees for future vacancies . Seminars workshops job rotations & mentoring programmes are used to develop a broad base of skills as a part of such developmental activities <br />
  40. 40. CONCLUSION<br />Career development is a life long process of understanding your career preferences;identifying, obtaining & developing appropriate skills & trainig for that career &continually evaluating your career preferences & skills over your working life to find whether they continue to meet your needs & those of the orgnaisation.<br />
  41. 41. REFERENCES<br /><ul><li>HRM- V.S.P.Rao
  42. 42. HRM- Dipak Kumar Bhattacharyya
  43. 43. Essentials of HRM- Dr.P. Subba Rao</li></li></ul><li>THANK YOU<br />
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