2. DEFINATION OF CAREER
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.Succession of related jobs ,arranged in
hierarchical order, through which a person moves
in an organization.
3. OBJECTIVES OF CAREER
DEVELOPMENT
To attract and retain persons in an organization
To utilize human resources optimally
To improve morale and motivation level of
employees
To reduce employee turnover
To practice a balanced ‘promotion from within’ policy
To make employees adaptable to changes
To maintain harmonious industrial relation
4. CONT……
To increase employee’s loyalty commitment to the
organization
To inculcate equitable employment practices
providing equal career progression opportunities
to women and minorities
5. DIFFERENT STAGES OF CAREER
DEVELOPMENT
Exploratory stage
Establishment stage
Maintenance stage
Stage of decline
6. 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.
7. 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
8. MAINTANANCE STAGE
Strategies motivate employees, so that they can
be productivity utilized even without promotion
Adequate oppertunities 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
9. 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
10. ADVANTAGES OF CAREER
DEVELOPMENT
It reduces employee turnover by providing
promotional avenues
It improves morale and motivation
It enables organizations to man promotional
vacancies internally
It ensures better utilization of employee’s skills
and provides increased work satisfaction to
employees
It makes employees adaptable to the changing
requirement of the organization
11. CONT….
It reduces industrial disputes related to
promotional matters and thereby provides
opportunity to the organization to maintain hard
industrial relations
Career development programs ensure equitable
promotional decisions for every human in an
organization
12. WHAT IS SUCCESSION
PLANNING?
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
14. 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
15. 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.
16. MANAGEMENT
DEVELOPMENT
Management development is a scientific training
process for managers and executives to enrich
their knowledge and skills so as to make them
competent to manage their organization
effectively.
17. Characteristics of management
Development
1. A continues process
2. A knowledge updating activity
3. A vehicle for attitudinal change
4. A stimulant to higher competence
5. A deficiency improver
6. A self-development process
18. COMPONENTS OF MDP
1. Selection
selection process enables us to understand the
innate potentiality of the executives and the
degree and extent of their managerial abilities.
2. Intellectual Conditioning
It is the process of educating managers and
executives on different managerial tools and
techniques
19. Cont….
3. Supervised training
It is the process of guiding managers and
executives while they apply and use their
knowledge in day to day work
20. STEPS OF MDP
1. To look at the organizations objectives
2. To ascertain the development needs
3. To appraise the present performance of
managerial staff
4. To prepare manpower inventory
5. To plan for individual development programs
6. To establish training and development programs
21. OBJECTIVES OF MDP
1. To make available managers and executives
with requisite knowledge and skill to meet the
present and anticipated future needs of the
organizations.
2. To encourage managers to develop their full
potentiality for handling greater responsibility
3. To improve the functional competence of the
managers , making them more transparent and
responsive to the changing needs of the
organization.
4. To develop managers for higher assignments,
duly replacing the elderly executives.
22. WHY MDPs FAIL
1. Purposes of the management development
efforts in most of the organizations are often
characterized by insincerity.
2. Some organizations are too much concerned to
get the immediate benefits of MDPs.
3. In some cases, lessons imparted in MDPs are in
direct conflict with the philosophy of the
organization.
4. There is no system to evaluate the effectiveness
of the MDPs by such outside agencies.
23. PERFORMANCE APPRAISAL
DEFINITION: performance appraisal is the
systamatic description of an employee’s job
relevant strengths and weakness.
Or
performance appraisal is evaluating
employee contribution to the job.
24. PURPOSE OF DEVELOPMENT
Provide performance feedback to all concerned.
Identify individual skills, core competencies,
strengths and weakness.
Evaluate goal achievement of employees.
Identify individual training needs.
Determine organizational training needs.
Reinforce authority structure.
