Career and career management

CAREER AND CAREER
MANAGEMENT
11-1

11-2
The concept of career
A career comprises of a series of work related
activities, that offer continuity, order and meaning
to a person’s life. The underlying idea behind a
career is that a person can shape his destiny
through a number of well planned and well timed,
positive steps. The success of one’s career,
therefore, depends on the individual more than
anything else.
Career And Succession Planning

11-3
Career: Important features
 A career develops over time
 The success of one's career depends, most
often, on one's own careful planning and
timely steps taken at a right time
 The important element in one's career is
experiencing psychological success.
The typical career of a person today would
probably include many positions and transitions.

11-4
Career stages
A career includes many positions, stages and transitions just as a
person’s life does.
H ig h
L o w 2 5 3 5 5 0 6 0 7 0
Performance
E x p lo r a t io n E s t a b li s h - M id c a r e e r L a t e c a r e e r D e c l in e
m e n t
F r o m c o ll e g e F ir s t jo b W ill p e r f o r m a n c e T h e e ld e r P r e p a r in g
t o w o r k a n d b e i n g i n c r e a s e o r s t a t e s p e r s o n f o r
a c c e p t e d b e g in t o r e t i r e m e n t
d e c l in e ?
A g e

11-5
• Exploration: the transition that occurs in mid-twenties
as one looks at work after college education,
seeking answer to various questions about careers
from teachers, friends etc.
• Establishment: this is the stage where one begins
the search for work,picks up the first job, commits
mistakes and learns thereafter.
• Mid-career: Between 35 and 50 one is typically
confronted with a plateaued career, where your
maturity and experience are still valued but there
is the nagging feeling of having lost the initial fire in
the bellyCareer And Succession Planning
Career stages

 Late career: This is the stage where one relaxes
a bit and plays an elderly role, offering advice
to younger ones as to how to avoid career
mistakes and grow continually.
 Decline: This is the stage where one is
constantly reminded of retirement, after a
series of hits and misses.

11-10
Career anchors
These are distinct patterns of self-
perceived talents, attitudes, motives
and values that guide and stabilise a
person’s career after several years of
real world experiences.

11-11
Career planning
Career planning is the process by
which one selects career goals and
the path to achieve those goals.
Career planning, it should be noted
here, is a prerequisite to effective
human resource planning.

11-12

Identify individual needs and aspirations
 Analyse career opportunities
 Align employee needs with available career
opportunities
 Develop action plans
 Carry out periodic review
The process of career planning

11-13
Career Development
Career development consists of the personal
actions one undertakes to achieve a career plan.
The actions for career development may be
initiated by the individual himself or by the
organisation
Individual career development: Some of the
important steps that could help employees
achieve their career goals could be listed thus;

11-14
 Performance
 Exposure
 Networking
 Leveraging
 Loyalty
 Mentors and sponsors
 Key subordinates
 Expanding capabilities over timeCareer And Succession Planning
Individual career development

11-19
 Organisational career development:
organisations could help promote
individual careers through a series of well
planned moves. These include:
Career Development
Cont…

11-20
4. Employee assessment programmes
 Assessment centres
 Psychological tests
 Promotability forecasts
 Succession planning
5. Employee developmental programmes
6. Career programmes for special groups
Career Development

11-23
Career management includes
both organisational actions and
individual efforts aimed at setting
career goals, formulating and
implementing strategies and
monitoring the results.

11-24
Advantages And Limitations Of
Career Planning
Career planning offers significant benefits to both the individual and
the organisation. The employee has advance knowledge of
available career opportunities. He or she can set appropriate career
goals and plan to achieve them over a period of time.
Organisations, too, can separate the stars from the mediocre and
reward the efforts of those who are hard working and talented. This
would, in turn, improve employer-employee relations.
On the negative side, for small scale units, career planning may
prove to be a difficult and costly exercise. Sometimes, local laws,
union pressures could upset career planning efforts. Not every
company would be able to resolve all career related issues
successfully.

11-25
Effective Career Planning
Effective career planning depends on a number of factors such as
Effective career planning
 Ensuring top management support
 Setting appropriate corporate goals for human resources
 Offering rewards for good performance
 Placing employees depending on their talents, career aspirations
etc
 Laying down suitable career paths for all employees
 Monitoring continuously to find where the organisation stands
 Giving publicity to career related issues and actions

11-26
Succession Planning
The basic purpose of succession planning is to identify
and develop people to replace current job holders in key
positions.
Through succession planning organisations ensure a
steady flow of internal talent to fill important vacancies.
Succession planning encourages “hiring from within” and
creates a healthy environment where employees have
careers and not merely jobs.
It should be noted here that career planning (which
covers executives at all levels), by its very nature,
includes succession planning (which covers key positions
at higher levels)

11-27
Replacement Chart
D e p a r t m e n t : F i n a n c e D a t e :
P r e p a r e d B y :
S e n i o r E q u i t y A n a l y s t
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
B o n d S p e c i a l i s t
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
R e p l a c e m e n t S u m m a r y f o r ‘S e n i o r E q u it y A n a ly s t ’
J o b h o l d e r : R a j a R a m A g e : 5 9
O p e n i n g : I n 3 Y e a r s R e a s o n : R e t i r e m e n t
S a l a r y G r a d e : 2 5 , 0 0 0 - 3 5 , 0 0 0 E x p e r i e n c e : 1 2 Y e a r s
C a n d i d a t e 1
N a m e : R a j a t A g e : 4 4 Y e a r s
D e s i g n a t i o n : E q u i t y A n a l y s t E x p e r i e n c e : 6 Y e a r s
P e r f o r m a n c e : O u t s t a n d i n g R e a s o n : ‘ S t a r ’ i n t h e d e p t .
G r a d e : 1 8 , 0 0 0 - 2 5 , 0 0 0 P r o m o t - : R e a d y n o w f o r
a b i l i t y p r o m o t i o n
C a n d i d a t e 2
N a m e : S h y a m L a l A g e : 3 8 Y e a r s
P e r f o r m a n c e : O u t s t a n d i n g R e a s o n : N e e d s m o r e
e x p e r i e n c e
G r a d e : 1 3 , 0 0 0 - 1 8 , 0 0 0 P r o m o t - : C a n w a i t f o r
a b i l i t y 2 Y e a r s
E x p l a n a t i o n s :
A . R e a d y f o r p r o m o t i o n 1 . O u t s t a n d i n g p e r f o r m a n c e
B . N e e d s m o r e e x p e r i e n c e 2 . A c c e p t a b l e p e r f o r m a n c e
C . N o t s u i t a b l e f o r j o b 3 . P o o r p e r f o r m a n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
R a j a R a m ( 5 9 )
A 1 R a j a t G u p t a ( 4 4 )
B 1 S h y a m L a l ( 3 8 )
N i r m a l a ( 3 1 )
A 1 B a l r a j S i n g h ( 2 6 )
B 1 N e e l a m ( 2 8 )
Chartfor2positions
C a n d i d a t e 1
C a n d i d a t e 2
e x p e r i e n c e
A replacement chart is a visual representation of who will replace whom if
there is a job opening

11-28
Succession Management
Succession management focuses attention on creating and stocking
pools of candidates with high leadership potential. It assures that key
people are not just identified but also nurtured and developed into
future leadership roles
Steps in succession management
 Identifying the shortage of leadership skills and defining the requirements
 Identifying potential successors for critical positions
 Coaching and grooming the 'star performers'
The interesting case of BAJAJ AUTO
 Arm your successor
 Begin at the edges
 Start succession early
 Prepare the organisation.

Career and career management

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