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Career Development in HRM By Kumar Rahul

Career Development in HRM By Kumar Rahul



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
    • 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
    • What is Career Development?
    • 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
    • Sources of Career Behavior
      Internal Career Notions
      External Career Realities
      Shaping factors
      Ages/Stages factors
      Self Esteem
      Career directions
      Career roles
      Career self concept
      Career level of aspiration
      Career situations
    • 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
      Job Rotation
      Job enlargement
      Succession planning
      Mentoring or coaching
      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:
      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
      Effective communication
      Handling of expectations
      Employees must have a degree of self-knowledge and self-introspection.
      Four Cs for success of Career Development Programs:
    • 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
    • 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
      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
    • 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!