Hrm Final

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Hrm Final

  1. 1. CAREER PLANNING AND DEVELOPMENT ANUSHA jose r.dhivya Ist mba sec-b
  2. 2. WHAT IS A CAREER?  A career is a person’s chosen profession or occupation.  A Career is all the jobs that held during ones working life.
  3. 3. Career Planning and development Some Definitions:-  Career goals – future position one tries to reach as a part of career.  Career cycle - stages through which a persons career evolves.  Career path – are flexible lines of progression through which employees typically move.  Career anchors – distinct pattern of self perceived talents, attitudes, motives and values that guide and stabilize a persons career after yrs of real world experience and feedback.  Career planning – process by which one selects career goals and the path to those goals.
  4. 4. Career Planning and Development Definitions (Cont.)  Career development - Formal approach used by organization to help people acquire skills and experiences needed to perform current and future jobs  Career counseling- process of advising employees on setting career goals and assisting them find suitable career paths.
  5. 5. Career-Impacted Life Stages Exploration Establishment Mid career Late career Decline
  6. 6. OBJECTIVES OF CAREER PLANNING  Attract and retain talent by offering careers not jobs.  Achieve HR effectively and achieve greater productivity.  Reduce employee turnover  Improve employee morale and motivation.  Meet the future HR needs of organization on a timely basis.
  7. 7. PROCESS OF CAREER PLANNING  Identifying individual needs and aspirations.  Analyzing career opportunities.  Aligning needs and opportunities.  Action plans and periodic review.
  8. 8. CAREER DEVELOPMENT  Organization-Centered Career development- Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.  Individual-Centered Career development-Focuses on individuals’ careers rather than in organizational needs
  9. 9. Organizational and Individual Career Development Perspectives
  10. 10. Career Development Cycle 1.Self Awareness & Assessment- interest, ability and skills,aptitude,values.priorities The Career Development Cycle 3.Career Decision Making- establish goals, make plans,impliment,evaluate and progress
  11. 11. ORGANIZATIONAL CAREER DEVLOPMENT  TOOLS USED:-  Self assessment tools- career development workshops & career planning workbook.  Individual counseling- ◦ Face to face meetings ◦ Mentors ◦ Outside experts  Employee assessment programs- ◦ Assessment centres ◦ Phsychological tests ◦ Succession planning
  12. 12. 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 0–18): Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.
  13. 13. HR’ THE GOAL: MATCH INDIVIDUAL AND ORGANIZATION NEEDS IDENTIFY CAREER OPPORTUNITIES AND --------------------------------- REQUIREMENTS s The Goal: Matching • Encourage employee ownership --------------------------------- Opportunities & Requirements Role of career. • Create a supportive context. • Identify future competency needs. • Communicate direction of • Establish job in company. • Establish mutual goal setting progressions/career paths. • Balance Car and planning promotions, transfers, exits, et c. 2 1 • Establish dual career paths. eer INSTITUTE CAREER GAUGE Dev DEVELOPMENT INITIATIVES ------------------------------------ EMPLOYEE POTENTIAL --------------------------------- Career Development Initiatives elop • Provide workbooks and workshops. Gauge Employee Potential • Measure competencies • Provide career counseling. (appraisals). men • Provide career self-management • Establish talent inventories. • Establish succession plans. training. t • Give developmental feedback. • Provide mentoring. • Use assessment centers. 4 3
  14. 14. Succession Planning “The process of identifying a longer-term plan for the orderly replacement of key employees” Succession Planning Process:-
  15. 15. Succession management Bajaj Auto  “Tomorrow's CEO must be today’s empowered manager” – Ex CEO Rahul Bajaj(1968-1990) o Earlier he never knew the need of delegation of authority and decentralization of responsibilities. o On advent of competition and nearing of his stepping down, he decided to rewrite the rules of game. 1. ARM HIS SUCCESSOR- Sons Rajiv and Sanjiv Bajaj joined as apprentices and underwent intensive training in focus areas. 2. BEGIN AT EDGES- Responsibilities were given slowly and steadily to them. 3. STARTING SUCCESSION TOGETHER- Strategic decisions were taken by both of them together for few days to adjust.
  16. 16. Career Paths- Types 1.Traditional career path- employees progress vertically upward from one job to next. 2.Network career path- both vertical and horizontal job opportunities. Broad experience at one level before promotion. 3.Lateral skill path-lateral moves within the company, new challenges, develop new skills, no pay or promotion 4. Demotion- realistic option today, limited promotional opportunities, induce to leave without telling so
  17. 17. Career Path Of Colin Powell 1954 Joins ROTC program 1957 Enrolls in City College of New York 1963 Tour of duty in Vietnam 1968 Graduates from U.S. Army Command and General Staff College (CGSC) 1971 Graduate School at the George Washington University 1972 White House Fellow under President Richard Nixon 1974 Commander of 1st Battalion, 32nd Infantry in Korea 1977 Colonel, Commander of 2nd Brigade, 101st Infantry 1978 Works in Office of Secretary of Defense under President Jimmy Carter 1982 Brigadier General, Commander of 4th Infantry Division 1982 Deputy Commanding General of Combined Arms Combat Developments Activity 1987 National Security Advisor under President Ronald Reagan 1989 Chairman, Joint Chiefs of Staff under President George Bush 1992 Approached to be Bill Clinton’s vice presidential running mate (declined) 1993 Chairman, Joint Chiefs of Staff under President Bill Clinton 1993 Retired from military service 2000 Secretary of State under President George W. Bush
  18. 18. Real life examples Wipro  Industry: IT Services  Description: Wipro is the third‐largest IT services company in India, with additional businesses in product engineering, technology infrastructure, business‐process outsourcing, and consulting services.  Revenues: $4.93 billion  Total employees: 95,675 (30 Jun 2008)  New employees: 23,538  Average employee age: 26 years  Average age of first‐line manager: 28 to 29 years  New employee development: minimum of 12 to 14 weeks (technical)  Average employee development hours: 12 days  Attrition rate: 14 to 16%
  19. 19.  Wipro has a team of 150 full‐time trainers and training partners, one‐third business managers (who spend a rotation in talent transformation), and one‐third professional trainers.  Wipro also uses technology to facilitate continuing study and knowledge sharing.  The company’s training campus can educate 5000 employees at a time and includes a library, classrooms, labs, and lecture halls much like those at any top‐tier university.  Career paths are mapped for all employees, and the top 20 to 25 percent of performers are cultivated as leaders through formal training and assignments. ◦ First‐time managers take a three‐day leadership‐development training program. ◦ Experienced managers follow a six‐day residential program that emphasizes the continuing expectations on a leader. ◦ Senior executives follow a five‐day residential program developed with the Indian School of Business and faculty
  20. 20.  “Wipro has made particular efforts to transform its technical‐career ladder. A first‐level architect, typically reached after two to four years, receives an average of fifteen days of training and an additional fifteen days of technical training over the course of 2½ years in order to become a senior architect. An architect will also receive twelve days of behavioral, management, and cross‐cultural training in this period.”  Wipro identifies and rewards leadership potential, supports skill development and encourages continuous learning.  HR dept in Wipro plays a vital role in determining and charting the employee's career progression within the company.

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