This document discusses career planning and career anchors. It defines career planning as enhancing an employee's future value. Responsibility for career planning is shared by the organization, HR, employees, and managers. The document outlines the roles and responsibilities of each. It then defines career anchors as motivators that keep employees committed to their jobs, introduced by Edgar Schein. Career anchors represent talents, motives, and values that stabilize a person's career. The document lists and describes the main types of career anchors: technical/functional competence, managerial competence, autonomy/independence, security/stability, entrepreneurial creativity, service/dedication to a cause, pure challenge, and lifestyle.

1. Career Planning Career Anchors

2. Contents :
• Definition of Career Planning
• Responsibility for Career Planning
• Organization
• HRM
• Employee
• Manager
• Career Anchors
• Meaning
• Types

3. Definition of Career Planning
• Career planning is the process of enhancing an employee’s future
value.

4. Responsibility
for Career
Planning
Organization
HRM
Employee
Manger

5. Organization
• Instigating and ensuring that career planning takes place.
• The organization must carefully advice an employee
concerning possible career paths to achieve that
employee’s career goals.
• The organization must supply information about its
mission, policies and plans and provide support for
employee self-assessment, training and development.
• Organizational needs should be linked with individual
career needs in a way that joins personal effectiveness
and satisfaction of employees with the achievement of
organization’s strategic objectives.

6. HRM
• HRM personnel are generally responsible for ensuring
that this information is kept current as new jobs are
created and old ones are phased out.
• HRM specialists should see that accurate information is
conveyed and that inter-relationships among different
career paths are understood.
• Specialists provide career counseling, training and help in
understanding the performance review process.

7. Employee
Career Planning requires a conscious effort on the part of the
employee:
• Employee must identify his/her knowledge, skills, abilities,
interests and values and seek out career options accordingly.
• Should use performance reviews and evaluation conferences
to gather information to make career plans. He can then
schedule assessments, counseling and training to prepare for
career advancement.
• Before engaging in meaningful career planning, he must not
only have an awareness of the organization’s philosophy but
must also have a good understanding of the organization’s
more immediate goals.

8. Manager
• It has been said that,” The critical battleground in career development
is inside the mind of the persons charged with supervisory
responsibility”.
• Managers should encourage employees to take responsibilities for
their own careers, they should show the employee how to go about
the process and then help the employee to evaluate the conclusion.
• Many organizations have designed training programs to help their
managers to develop the necessary skills in career counseling area.

9. CAREER ANCHORS
Motivators that make employees held on their jobs.

10. introduction
• The term was introduced by U.S. organizational theorist Edgar H. Scheint.
• These are strong non- monetary factors, which affect work and career satisfaction
and provide away of understanding these motivators of career decisions.

11. Meaning
According to Schein,” A career anchor consists of the individual’s talents, motives and
values, as perceived by himself/ herself, which the individual uses to for motives and
stabilise his/ her career.
1. If an employee is not aware of his/ her career anchors, he/she could land-up in a work
situation in which he/ she lacks job satisfaction.
2. As an individual is likely to make job selections that are consistent with his/ her self
image, career anchors can serve as a basis for career choices.”

12. Types of Career Anchors
• Technical/ Functional Competence
These kind of people like being good at
something and work to become a guru or
expert. They like to be challenged and
then use their skills to meet the
challenge, doing the job properly and
better than almost anyone else.

13. Types of Career Anchors
• Managerial Competence
These people want to be managers they
like problem solving and dealing with
other people. They thrive on
responsibility to be successful, they also
need emotional competence.

14. Types of Career Anchors
• Autonomy/independence
These people have a primary need
to work under their own rules and
regulations. They avoid standards
and prefer to work alone.

15. Types of Career Anchors
• Security/stability
These people seek stability and
continuity as primary factors of their
lives. They avoid risk and are
generally ‘lifers’ in their job.

16. Types of Career Anchors
• Entrepreneurial Creativity
These people like to invent things,
be creative and to run their own
businesses. They differ from those
who seek autonomy. They find
ownership very important. They get
easily bored. For them, wealth is a
sign of success.

17. Types of Career Anchors
• Service/Dedication to a cause
Service oriented people are driven
more by how they can help other
people by using their talents. They may
work in public services or in areas such
as human resources.

18. Types of Career Anchors
• Pure Challenge
People driven by challenge seek
constant stimulation and difficult
problems that they can tackle. Such
people change jobs when the current
one gets boring, and their career can be
varied.

19. Types of Career Anchors
• Lifestyle
In this type of career anchors, people
are keen to integrate the needs of the
self, the family and the career. They
seek flexibility and an organization
which understands their desire for
balance.

20. Special Thanks to -
http://www.hrdqu.com/webinars/career-
anchors-tapping-power-talents-motives-values/
https://rapidbi.com/careeranchors/
https://www.careeranchorsonline.com/SCA/abou
t.do?open=prod
Career anchors
Book by Edgar Schein
https://en.wikipedia.org/wiki/Edgar_Schein