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Career Planning and Succession Planning - Principles of Human Resource Management

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Career and succession planning is very important for every individual, here, students will study about in what stage of life they should lead to the career growth path.

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Career Planning and Succession Planning - Principles of Human Resource Management

  1. 1. Career Planning and Succession Planning 1
  2. 2. Meaning of Career Planning  Career planning is the process by which one selects career goals and the path to these goals.  Career development is those personal improvements one undertakes to achieve a personal career plan.  Career management is the process of designing and implementing goals, plans and strategies to enable the organization to satisfy employee needs while allowing individuals to achieve their career goals 2
  3. 3. Need for Career Planning Career Planning is necessary due to the following reasons:  To attract competent persons and to retain them in the organization.  To provide suitable promotional opportunities.  To enable the employees to develop and take them ready to meet the future challenges.  To increase the utilization of managerial reserves within an organization. 3
  4. 4. LIFE STAGES & PROCESSES OF CAREER 4
  5. 5. Components of Career Planning 5
  6. 6. Process of Career Planning and Development i. Analysis of individual skills, knowledge, abilities, aptitudes etc. ii. Analysis of career opportunities both within and outside the organization. iii. Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitude etc., and in terms of qualifications, experience and training received etc. iv. Relating specific jobs to different career opportunities. v. Establishing realistic goals both short-term and long-term. vi. Formulating career strategy covering areas of change and adjustment. vii. Preparing and implementing action plan including acquiring resources for achieving goals. 6
  7. 7. Steps involved in Career Development System Step 1: Needs: Defining the present system Step 2: Vision: Determining New Directions and Possibilities Step 3: Action Plan: Deciding on practical first steps Step 4: Results: Maintaining the change 7
  8. 8. Pre-requisites for the success of career planning  Strong commitment of the top management in career planning, succession planning and development.  Organization should develop, expand and diversify its activities at a phased manner.  Organization should frame clear corporate goals.  Organization should have self-motivated, committed and hard working employees. 8
  9. 9.  Organization’s goal in selection should be selecting the most suitable man and place him in the right job.  Organization should take care of the proper age composition in manpower planning and in selection.  Organization should take steps to minimize career stress.  Organization should have fair promotion policy.  Organization should publicize widely the career planning and development programmes. 9
  10. 10. Advantages of Career Planning and Development For Individuals For organization  satisfies employee esteem needs  improves employee’s performance on the job  enhances employee commitment  Increases morale of an employee.  ensures the availability of human resources with required skill, knowledge and talent.  improve the organization’s ability to attract and retain highly skilled employees.  satisfy the employee expectations  Protecting employees’ interest 10
  11. 11. Limitations of career planning  Dual Career Families  Declining Career Opportunities  Low ceiling careers  Downsizing/Delayering and careers 11
  12. 12. Suggestions for effective career development  Challenging Initial Job Assignments  Dissemination of Career Option Information  Job Positioning  Assessment Centres  Career Counseling 12
  13. 13. Succession Planning  Succession may be from internal employees or external people.  Succession from internal employees is advantageous to the organization as well as to the internal employees.  Organization can buy the employees loyalty and commitment, belongingness, shared feeling of development along with the organization by promoting the internal employees.  Employees get the benefits of growth in the organization. 13
  14. 14.  The organization mostly prefers to encourage the growth and development of its employees and as such tends to prefer succession from within.  Organizations, appraise employee’s potentialities, identify training gaps for future vacancies, and develop them for higher and varied jobs.  The scope of succession plan would be more when the organization grows steadily and employees have potentialities to take up higher responsibilities. 14
  15. 15. Need for Succession Planning  Key staff will need to be replaced  Work outputs and corporate objectives must continue to be met despite resignations, illness, vacations and restructuring.  To meet staff’s desire for new and challenging roles.  To fill the skill and knowledge shortages 15
  16. 16. Strategies  Natural Selection : Filling positions from those internal employees that are fittest or best or hiring from outside the organization if not enough people found within.  Acceleration pool : Investing in nurturing the skills of high potential staff through coaching, training, leadership positions and important work assignments. 16
  17. 17. Benefits Disadvantages  Enabling seamless transition  Back up staff  Having skills and knowledge for emergency situations as well as future needs  Enhanced staff motivation  Reduced cost and time for training for replacement  Difficulty in selecting the right people and determining their developmental needs  Potential for grooming for positions that may not be there in the future  Difficulties in maintaining the motivation levels  Possibility of poaching by other organizations  Inherent cost of training and mentoring 17
  18. 18. Best Practices  Clarity of purpose and desired results of the program, and desired performance measures. i. Effective follow up and review of the progress ii. Documentation of competencies iii. Rewards for both the mentor and the mentee iv. Evaluate results – through availability of staff with key skills v. CEO and leadership involvement in the process 18
  19. 19. Thank You!! 19

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