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Career Development in HRM By Kumar Rahul

A presentation on Career Development in HRM.

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Career Development in HRM By Kumar Rahul

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