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Career Development in HRM By Kumar Rahul

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A presentation on Career Development in HRM.

A presentation on Career Development in HRM.

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  • Great Presentation. Would you mind to spare me a copy of your PPT presentation to halomoan.tambunan@gmail.com? Thank you
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  • great presentation. i would appreciate if you could share a copy at antonis.papachristou@gmail.com. thank you in advance
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  • wow presentation dear Kumar Rahul
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  • this is very important topic in my subject.so can u send me a copy of this to my mail id:suryamuramalla@gmail.com
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  • Hallo,very impressive PPT!! I would like to use your data from your slides as a reference, can you please send me the a copy of your slides to somchusin@hotmail.com please.Thanks
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Career Development in HRM By Kumar Rahul Career Development in HRM By Kumar Rahul Presentation Transcript

  • Career Development
    MBA Core, 2007-09, NMIMS University
    March 2008
    By: Kumar Rahul
    MBA (Core), 2007-09
    Narsee Monjee Inst of Mgt Studies
    (NMIMS University)
    Mumbai, India
    rahulbemba@gmail.com
    www.rahulbemba.blogspot.com
    http://in.linkedin.com/in/kumarahul
  • Note
    I had prepared this presentation as part of an HRM class project for my MBA (Core) at Narsee Monjee Inst of Mgt Studies (NMIMS) Mumbai. The Survey at the later part of the presentation was conducted by me during Feb-March 2008.
    Kumar Rahul
  • Content
    View slide
  • What is Career Development?
    View slide
  • Lifecycle of HRM
    • Individual development
    • Organizational development
    • Performance appraisal
    • Career development
  • Career Development
    People: biggest asset of an organization.
    Career: a sequence of separate but related work activities that provides continuity, order and meaning to one’s life.
    Career Development: all activities which enhance technical or personal skills, and result in desired career, making best use of one’s competencies.
    Career development should not threaten the very ‘career’.
  • Academician
    Ph.D. degree by 26
    Asst. Professor by 27
    First book published by 30
    Professor & HOD by 35
    Dean of college by 40
    President of university by 45
  • Process Engineer
    Manager (Process) by 2009
    Sr. Mgr & HOD (Prodn) by 2012
    Works Manager by 2015
    VP (Plant Head) by 2020
    Sr. VP (Technical) by 2023
    President (Technical) by 2026
    COO by 2030
  • What shapes our Careers?
  • Career Anchors
    Certain attitudinal syndromes that guide people throughout their careers
    Formed early in life
    Serve to anchor the person to a few related types of careers
    Managerial competence
    Techno-functional competence
    Security
    Creativity
    Autonomy
  • Sources of Career Behavior
    Internal Career Notions
    External Career Realities
    Heredity
    Shaping factors
    Ages/Stages factors
    Self Esteem
    Career directions
    Career roles
    Behavior
    Needs
    Career self concept
    Career level of aspiration
    Career situations
    Career
    Outcomes
  • Cycles of Life
  • Genesis of Career Development
  • What Employees Want?
    Positions with challenges
    Achieving personal ambitions
    Never held back from realizing full potential
    Move around business
    Opportunities to grow
    Resources to build
    Broaden skills
    International exposure
    Moon and stars?
  • Need for a Career Dev. Program
    75% of employees are not happy with their current job (Ref: timesjobs.com)
    Most employees leave due to lack of career growth
    Today, Career Development is a key retention tool, and a critical HR strategy
    Still, all organizations don’t understand the importance of proper career development initiatives
  • Career Development Program
    Career need assessment
    In self-diagnosis of interests, aptitudes and capabilities.
    Career Opportunities
    Provide complete information on career opportunities within the org.
    Need-opportunity alignment
    Aligning individual careers with career opportunities.
    Through continuous training, education, transfer and advancement.
  • Developing a formal Career Development framework
    Develop mutually- agreed goals
    Providing options to the employee
    Tracking progress
    Categorise employees
    Revise training goals
  • Developing a formal Career Development framework (Contd.)
    Identify high-performers
    Continuous mentoring
    Effective communication
    Regular updation of the program
  • Career Development Initiatives
    Promotion
    Job Rotation
    Training
    Job enlargement
    Succession planning
    Mentoring or coaching
    ‘Communities’
    Assessment and development centers
  • Issues and Perspective
  • What employees gain?
    Employees get to know:
    Clear focus about career track
    Blind spots to overcome
    Final goal to reach
    Employees gain through:
    In everyday work
    Long term aspirations
  • What employers gain?
    Career development is a tool for:
    Motivation
    Satisfaction
    Retention
    Engagement
    Succession planning
    Identification of high-potential candidates
    Also results in
    Improved productivity
  • Hurdles in proper implementation
    Lack of visibility in deliverables - May not pay back in the long term
    Short-term employee loyalty
    Tight deadlines
    Insufficient bandwidth to the reporting managers
    Lack of coaching facilities
  • Criticalities
    Good organization of initiatives
    Support of employees
    Transparency
    Effective communication
    Handling of expectations
    Employees must have a degree of self-knowledge and self-introspection.
    Four Cs for success of Career Development Programs:
    Consistency
    Commitment
    Compliance
    Credibility
  • Impact Measurement
    Productivity indicator
    Engagement surveys
    Attrition rate
  • Recent Developments
  • Personal Career Management
    Career development (CD) is now the primary responsibility of individuals in organizations.
    A recent survey of Human Resource Development Directors indicates that they consider CD to be their least important function.
    These correlate with recent trends of disappearing corporate career paths and job security.
  • Personal Career Management
    Individuals should take charge of their own career development because:
    Increasing rate of change of our organizations
    Increasing rate of change in the knowledge and skills required
    Career ladders are rapidly shrinking as reorganizations flatten structures
    Involvement in one's own development fosters greater commitment to the process
  • Individual Development Plans (IDP)
    Drafted by employee in consultation with the Training Mgr.
    Occurs annually.
    Is focused on personal development and career growth
    Is kept separate from other HR management functions
    Can include formal training programs
    • Steps to IDP:
    • Assessment
    • Goals
    • Learning purpose
    • Learning objectives
  • For each objective, identify:
    Target date
    Learning strategies
    Learning resources
    Outcomes and products
    Evaluation plan
    Initial feedback and revision
    Summary of results
    Next steps
    IDPs
  • Self Career Development
  • Case Studies
  • US Vs Japanese companies
    Americans often switch jobs from company to company but tend to stay within the same specialty
    On an average, worked in 2 functions
    Often hired from other companies
    Plus: specialties
    Minus: goals don’t always match organization’s, high attrition
    In Japan, people often switch specialties while inside a single organization
    Lifelong job rotations
    Plus: good at coordination jobs, ‘lifetime employment’
    Minus: Less specialties, training is firm specific
  • Special features of some new Career Development Programs
    Scotts Co.
    Needs and desires mapped by one-to-one interaction of employees with the CIO
    Analyzed how much flexibility HR was going to allow when setting up the new career development program.
    Managerial career path split into three:
    Traditional management,
    Heavy technical competency with light management
    Architecture with no management responsibilities
    The paths carry similar compensation plans but allow each person to do what he does best.
  • Special features of some new Career Development Programs
    Smurfit-Stone
    In January 2002, there were few titles for staff other than "systems analyst“
    The program defined paths for progression along four distinct disciplines: (1) applications, (2) infrastructure, (3) business operations and (4) management.
    It integrates job titles with salaries, skill requirements, merit increases and annual review process
    The company now has a much clearer view into the skills of the organization, and people truly understand their growth potential.
  • Survey Research Findings
  • Research Objectives
    To study:
    The importance of Career Development as a strategic tool for HR Management.
    The impact of Career Development Programs on employee retention, job satisfaction, and employees’ career expectations.
    The effectiveness of the career development programs in the Indian companies, as perceived by employees.
  • Research Methodology
    Sample
  • What was the major reason for your change in job?
  • If presentcompanyprovides ample careeropportunities, will the employees continue workingthere for their ‘entirecareer’?
  • What is the most important factor in ‘job satisfaction’?
  • What is the most important of your career goals?
  • Is yourcompanyinterested in yourcareerdevelopment?
  • Conclusions
  • Conclusions
    Lack of Career Growth is the single most important factor because of which employees leave their jobs.
    The survey shows that employees wouldn’t mind sticking to the present company for their entire career if enough career opportunities are provided in-house.
    Career growth is also the major reason of job satisfaction in employees.
    The employee awareness about the career development programs in their companies is not adequate. Either companies still don’t have proper career development programs in place, or there is a lack of effective communication for the same.
    They either think that the company is not interested in their career development, or are not sure if the company is interested.
  • References
    Reylito A.H. Elbo., IN THE WORKPLACE, BusinessWorld. Manila: Feb 22, 2008. pg. 1
    Edwin B. Flippo, Personnel Management, 6th edition, McGraw Hill
    Sudipta Dev, ‘Career development impacts employee performance’, Express Computer, Aug 7, 2006 (www.expresscomputeronline.com)
    Martha Heller, 'Six Tips for Effective Career Development Programs', June 15, 2004 (www.cio.com)
    Career Development eModel, University of Waterloo, (www.cdm.uwaterloo.ca)
    Robert H. Rouda & Mitchell E. Kusy, Jr., CAREER DEVELOPMENT - personal career management and planning, University of St. Thomas
  • Thank You!