CAREER PLANNING AND INTERNAL MOBILITY

1. CAREER PLANNING
AND
INTERNAL MOBILITY

2. DEFINATION OF CAREER
PLANNING
1.Career is a sequence of attitudes and behaviors
associated with the series of job and work related
activities over a person’s life time.
2. Internal mobility related jobs ,arranged in hierarchical
order, through which a person moves in an
organization.

3. OBJECTIVE OF CAREER PLANNING:
•To attract and retain the right type of person in the organization.
•To map out career of employees suitable to their ability and their willingness to be
trained and developed for higher positions.
•To have a more stable workforce by reducing labour turnover and absenteeism.
•It contributes to man power planning as well as organizational development and
effective achievement of corporate goals.
•To increasingly utilize the managerial talent available at all levels within the
organization.
• To improve employee morale and motivation by matching skills to job requirement and
by providing opportunities for promotion.

4. Cont……
•To provide guidance and encourage employees to fulfill their potentials.
•To achieve higher productivity and organizational development.
•To ensure better use of human resource through more satisfied and productive
employees.
•To meet the immediate and future human resource needs of the organization on the
timely basis.

5. NEED FOR CAREER PLANNING-
• To desire to grow and scale new heights.
• Realize and achieve the goals.
• Performance measure.
• To reduce high employee turnover.
• To educate the employees.
• It motivates employees to grow.
• It motivates employees to avail training and development.
• It increases employee loyalty as they feel organization cares about them.

6. ADVANTAGES OF CAREER PLANNING &
DEVELOPMENT
In fact both individuals and the organization are going to benefit from career
planning and development. So the advantages are described below:
For Individuals
1.The process of career planning helps the individual to have the knowledge of
various career opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles,
preferences, family environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, up gradation and transfers motivate the employees, boost
up their morale and also result in increased job satisfaction.

7. Cont……
5. Increased job satisfaction enhances employee commitment and creates a sense of
belongingness and loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another
organization. This will lower employee turnover.
7. It improves employee’s performance on the job by taping their potential abilities
and reduce employee turnover.
8. It satisfies employee esteem needs.

8. For Organizations
A long-term focus of career planning and development will increase the effectiveness
of human resource management. More specifically, the advantages of career planning and
development for an organization include:
1.Efficient career planning and development ensures the availability of human resources
with required skill, knowledge and talent.
2. The efficient policies and practices improve the organization’s ability to attract and
retain highly skilled and talent employees.
3. The proper career planning ensures that the women and people belong to backward
communities get opportunities for growth and development.
4. The career plan continuously tries to satisfy the employee expectations and as such
minimizes employee frustration.
5. By attracting and retaining the people from different cultures, enhances cultural
diversity.
6. Protecting employees’ interest results in promoting organizational goodwill

9.
CAREER PLANNING AND DEVELOPMENT PROCESS

10. 1. Identifying individual needs and aspirations:
It’s necessary to identify and communicate the career goals, aspiration
and career anchors of every employee because most individuals may not have a
clear idea about these. For this purpose, a human resource inventory of the
organization and employee potential areas concerned.
2. Analyzing career opportunities:
The organizational set up, future plans and career system of the employees
are analyzed to identify the career opportunities available within it. Career paths can
be determined for each position. It can also necessary to analyze career demands in
terms of knowledge, skill, experience, aptitude etc.
3. Identifying match and mismatch:
A mechanism to identifying congruence between individual current
aspirations and organizational career system is developed to identify and compare
specific areas of match and mismatch for different categories of employees.
4. Formulating and implementing strategies: Alternative action plans and strategies
for dealing with the match and mismatch are formulated and implemented.
5. Reviewing career plan

11. DIFFERENT STAGES OF
CAREER DEVELOPMENT
 Exploratory stage
 Establishment stage
 Maintenance stage
 Stage of decline

12. EXPLORATORY STAGE
 Ensure the availability of accurate information about the
various occupations existing in the organization to the new
employee
 Create opportunities to enable new employees to get
information with the organizational careers through job
rotation, internship, visit different units, seminars, etc.
 Sponsor educational and training programmes for ensuring
supply of potential talent in future.

13. ESTABLISHMENT STAGE
 Identification of the best possible talent for the
organization
 Communicating the correct and positive of the
organization to the employee
 Maximum learning and favorable attitudes of the
employees towards the organization
 Assigning challenging jobs to employees to enable them
test their abilities and skills/
 Designing of development plan, identification of
development needs, deciding career steps, etc

14. MAINTANANCE STAGE
 Strategies motivate employees, so that they can be
productivity utilized even without promotion
 Adequate opportunities for transition from specialist
cadres to generalist position at higher levels of the
organization
 Help employees to adjust to their changing role s their
career shifts from active position to advisory position
 Help employees to prepare for retirement

15. DECLINE STAGE
 Manage retirement without destroying the employee’s
sense of self-worth
 Invent new creative part-time roles for which can use
their knowledge, experience and wisdom

16. INTERNAL MOBILITY
1. Growth and survival of the organization are the
responsibilities of the top management
2. To fulfill such responsibilities each organization needs to
plan management succession
3. Succession planning is done in different time frames to
ensure the availability of right managerial personnel at the
right time in right positions for continuing organizational
vitality and strength
4. Good organizations try to make succession planning in three
different time frames

17. CONT……
4. The fourth step is to develop a good performance appraisal
system to get feedback on managerial performance and to
review their progress and shortfalls.
5. The fifth step is the preparation of the management resource
inventory. Such inventory contains details of personal data,
performance records, skills, potential, career goals and
career paths of managerial personnel.

18. STEPS OF SUCCESSION PLANNING
1. Prepare and develop a management staffing plan for
all anticipated needs in different time frames
2. The second step is staffing and development. Staffing
is concerned with recruitment, selection and
placement. Development means development of
managerial personnel through training, job rotation,
counseling and guidance
3. The third step is to ensure congenial organizational
environment to retain the desired managerial
personnel

19. CONT……
4. The fourth step is to develop a good performance appraisal
system to get feedback on managerial performance and to
review their progress and shortfalls.
5. The fifth step is the preparation of the management resource
inventory. Such inventory contains details of personal data,
performance records, skills, potential, career goals and
career paths of managerial personnel.

20. TRANSFER
A transfer is a change in job assignment. It may involve a promotion or
demotion Or no change at all in status and responsibility
Purposes of transfer
• To satisfy employee needs.
• To utilize employees better.
• To make the employee more versatile.
• To adjust the workforce.
• To provide relief to overburdened employees.
• To reduce conflicts
• To punish employees

21. Promotion
• Employee movement from current job to another that is
higher in pay, responsibility and/or organization level is known
as “promotion”.
• Promotion has powerful motivational value as it compels an
employee to utilize his talents fully, and remain loyal and
committed to his or her job and the organization.

22. Demotion
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay, responsibility
and/or organization level is called demotion.
Causes of demotion
• Employee unable to meet job requirements.
• Organization forced to demote employees because of adverse
business condition.
• Demotions happening to check errant employees

23. Employee Separations
• Resignation: A voluntary separation initiated by the employee himself is called
resignation. It is always better to find why the employee has decided to quit the
organization. Properly conducted exit interviews would help throw light on factors
behind the curtain.
• Retirement: Termination of service on reaching the age of superannuation
is called retirement. To avoid problems, organizations normally plan replacements
to retiring employees beforehand.
• Death: Some employees may die in service. Death caused by occupational hazards,
of course, would attract the provisions of Workmen's Compensation Act, 1923. The
normal separation of people from an organization due to resignation, retirement or
death is known as attrition.
• Lay off: Alay off entails the separation of the employee from the organization
temporarily for economic or business reasons.