This document discusses career planning and succession planning. It defines career planning as a mutual process between employees and management to help employees develop and prepare for future challenges. Succession planning identifies necessary competencies and develops a talent pool of employees to fill critical positions when leaders leave. Some benefits of career planning include improved employee performance and commitment, while succession planning ensures continuity of leadership. Both aim to retain skilled employees but career planning applies to all levels while succession planning focuses on top executives.

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Strategic HRM

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CAREER PLANNING
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• To attract competent persons and to retain
them in the organisation.
• To provide suitable promotional opportunities.
• To enable the employees to develop and take
them ready to meet the future challenges.
• To increase the utilisation of managerial
reserves with in an organisation.
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Need For Career Planning

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COMPONENTS OF CAREER PLANNING
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BENEFITS OF CAREER PLANNING
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Benefits to the individual Benefits to the organisation
• Satisfies employee esteem needs
• Improves employee’s performance on the job
• Enhances employee commitment
• Increase morale of an employee
• It leads to optimal personal development
• It provides greater opportunities
• Ensures the availability of human resources
with required skill, knowledge and talent.
• Improve the organization’s ability to attract
and retain highly skilled employees.
• It helps in reducing the turnover of high
potential staff and absenteeism of all staff.
• Satisfy the employee expectations
• Protecting employee’s interest.

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LIMITATIONS OF CAREER PLANNING
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• Time factor
• Unsuitable for large workforce
• Lack of objectivity
• External interventions
• Lack of knowledge and awareness
• Lack of flexibility
• Difficulty in measuring career success

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SUGGESTIONS FOR EFFECTIVE CAREER DEVELOPMENT
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• Challenging initial job assignments
• Dissemination of career option information
• Job positioning
• Assessment centres
• Career counselling

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PLANNING
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DEFINITION
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Succession planning is an ongoing process that identifies necessary
competencies, then works to assess, develop, and retain a talent pool of
employees, in order to ensure a continuity of leadership for all critical
positions.
Succession may be from internal employees or external people.
Succession from internal employees is advantageous to the organization as
well as to the internal employees.
Succession planning is pro-active and future focused, and enables
managers and supervisors to assess, evaluate, and develop a talent pool of
individuals who are willing and able to fill positions when needed.

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BENEFITS
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Succession planning ensures that employees are recruited or developed for
each key role in the company.
 Succession planning provides a plan to manage the risks that arise when a
person on key position leaves the organization.
Succession planning ensures that qualified and motivated employees are
trained and developed to take up new responsibilities quickly.
With succession planning, an organization can demonstrate to its clients and
stake holders that it is mature enough to provide excellent service even in
difficult times of transition.

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PROCESS
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Link strategic &
workforce
planning
Analyze gaps
Identify
talent pools
Develop
succession
strategies
Implement
succession
strategy
Monitor &
evaluate

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CHALLENGES
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Difficulty in selecting the right people and determining their
developmental needs
Potential for grooming for positions that may not be there in the future.
 Difficulties in maintaining the motivation levels.
Possibility of poaching by other organizations.
Inherent cost of training and mentoring.

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DIFFERENCE B/W CAREER PLANNING & SUCCESSION
PLANNING
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Career planning Succession planning
 It covers all levels of employees.
It is concerned with the positions an employee
is fit to hold in an organization.
It is generally the mutual responsibility of
both the employee and the management.
It is the process by which a person selects his
career goals and the career path to reach the
goals.
 It covers only top level executives.
It is concerned with the identification of
vacancies that are likely to arise at the higher
levels.
It is the task of the management alone.
It is the process by which successors are found
to key executives of the organization.

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