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CHAPTER 9 3. It is better defined as an integrated

Performance-based Career Planning, pace of lateral movement in an
Career Development, and Succession Plans occupation of an individual over his
employment span

 Effective performance management  Career Planning

system  A charted career progression path
- It encompasses career planning, for various categories of employees
career development, and succession in an organization.
planning
A. Performance Based Career Planning STEPS OF CAREER PLANNING PROCESS

 Career 1) Preparing Personnel Skills Inventories

- It is a sequence of attitudes and  Skill Inventory - is an information
behaviour associated with the system which contains data on
series of work-related activities employees’ skills and career goals.
over a person’s lifetime. 2) Developing Career Paths
- as a succession of related jobs,  Career paths - are logical mapping
arranged in hierarchical orders, out of jobs, which represent a
through which a person moves in potential progression tract that an
an organization employee may follow over time.
- Such mapping of job progressions
a) External career is done in the form of career
- refers to the objective categories ladders clubbing together similar
used by society and organizations lines of occupations in job
to describe the progression of families.
steps through a given occupation
b) Internal career
- refers to the set of steps or stages
which make up the individual’s
own concept of career progression
within an occupation

IMPORTANT ELEMENTS OF CAREER

1. It is a properly sequenced job-
related activity
- Activities include role experiences
at different hierarchical levels of
an individual, which lead to an
increasing level of responsibilities,
status, power, achievements, and
rewards.

2. It may be individual-centric or
organization-centric.
- Individual-centric (internal)
career is an individually perceived
sequence of career progression
within an occupation.
Ex: Medical profession, we have
clearly defined stages of education
—internship, residency, hospital
affiliation, or private practice.
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PURPOSES AND OBJECTIVES OF CAREER

3) Put the Right Man at the Right Place DEVELOPMENT
- Identify suitable employees who  To attract and retain effective persons in
have the ability, potential, and an organization
willingness to take up higher  To improve morale and motivation level
responsibilities and rise to the of employees
organizational ladder.  To make employees adaptable to
- For this, most of the organizations changes
have performance appraisal and  To increase employees’ loyalty and
merit-rating systems commitment to the organizations
 To inculcate equitable employment
4) Impart Training practices providing equal career
- Training programmes are so progression opportunities to women
designed, that it can meet the skill and minorities
and knowledge gap, as could be
identified through the
performance appraisal process. TYPES OF CAREER DEVELOPMENT
PROGRAMMES
5) Review and Counsel 1) Organization development
 Career counselling- It provides - are planned and managed from
guidance to the employees on the top, so as to bring about
occupational training, education, planned organizational changes
and career goals. and for increasing the
organizational effectiveness
2) Employee development
B. Career Development 3) Management development
 It is the process of increasing an - is concerned with upgrading the
employee’s potential for manager’s skills, knowledge, and
advancement and career change. ability of the employees to enable
them to accomplish additional
SIGNIFICANCE AND ADVANTAGES OF process of guiding the movement
CAREER DEVELOPMENT of human resources through
 It reduces employee turnover by different hierarchical levels
providing increased promotional 4) Career development
avenues.
 It improves employees’ morale and DIFFERENCE BETWEEN CAREER
motivation. DEVELOPMENT AND CAREER PLANNING
 It ensures better utilization of
employees’ skills and provides increased Career planning process
work satisfaction to employees. - It evaluates one’s abilities and
 It makes employees adaptable to the interests, considering alternative
changing requirement of the career opportunities, establishing
organization. career goals, and planning
 Employees’ loyalty and commitment to practical development activities.
the organization can be substantially Career development process
increased and thereby organizations can - It aims to increase an employee’s
enjoy the privilege of increased potential for advancement and
employee productivity. career change by providing
 It ensures equitable promotional necessary job skills.
decisions even for women and
minorities in an organization
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DIFFERENT STAGES OR CYCLES OF CAREER

DEVELOPMENT PROCESS

1) Exploratory Stage 3) Maintenance Stage

 It starts when a new employee joins  This is a mid-career stage for
the organization employees, who strive hard to retain
- It allows the new entrant to perform their established name and fame.
some specific job and to confer - At this stage employees need to put
freedom in functioning to help the their continuous efforts for self-
him/her gradually develop to the development.
requirements of the organization. - For an organization, career
Issues that organization should consider: development process at this stage,
o Ensure the availability of accurate therefore, calls for renewing and
information about the organization updating the skills of employees
and the various occupations existing particularly in the context of changing
in the organization to the new environment to help employees to
employee. overcome their mid-career crisis.
o Create opportunities to enable new - This stage is crucial and unless the
employees to get acquainted with organization adopts suitable career
the organizational careers through development programme, it may face
job rotation, internship, visit to high employee turnover, who are in
different units, seminars, etc. their mid-age group.
o Sponsor educational and training
programmes for ensuring supply of Issues that organization should consider:
potential talent in future. o Adequate career-paths to enable
employees to accommodate their
2) Establishment Stage personal and family needs,
 After a new entrant chooses his especially during critical phases of
career from different given their life or family cycle.
alternatives (where such options are o Help employees to adjust to their
available), he needs to be provided changing role as their career shifts
with regular feedback on his from active (operational) positions
performance. to advisory positions.
- Such performance feedback enables o Help employees to prepare for
the new employee to understand retirement
effectiveness of his performance and
at the same time he can also initiate 4) Stage of Decline
required corrective action to make  Employees at this stage are being
good of his functional deficiencies prepared for retirement, get scared
Issues that organization should consider: from possible threat of reduced role
o Assigning challenging jobs to of responsibilities in the
employees to enable them to test organization
their abilities and skills.
o Providing adequate feedback on Issues that organization should consider:
performance of employees to enable o Manage retirement without
them to assess their strengths and destroying the employees’ sense of
weaknesses. self-worth.
o Designing of development plan, o Invent new and creative part-time
identifi cation of development roles for retired employees who can
needs, deciding next career steps, use their knowledge, experience,
etc. and wisdom.
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- There are some people in the

organization who always like to work at
their own pace.

Succession Planning
 CAREER ANCHORS  Process of identifying potential
- a syndrome of talents, motives, and successors among employees for
values, which gives stability and future managerial positions.
direction to a person’s career.
Steps of Succession Planning
a) Managerial Competence 1) Prepare and develop a
- This competence is a fundamental management staffing plan for all
characteristic for those who prefer to anticipated needs in different time
rise to the top. Such employees were frames
found to have the following three 2) Staffing and development
areas of competence:  Staffing - is concerned with
recruitment, selection, and
1. Interpersonal Competence placement.
- ability and desire to handle a variety  Development - done through
of interpersonal and group situations. training, job rotation, creating
2. Analytic Competence ‘Assistant-to’ positions, projects
- identify problems, analyse the same, and boards assignments,
and develop situations to resolve the performance appraisal,
problem counselling, and guidance.
3. Emotional Competence
- develops empathetic skills in 3) Ensure congenial organizational
employees which develop a matured environment to retain the desired
decision-making power even in managerial personnel
situations of crisis. 4) Develop a good performance
appraisal system to get feedback on
b) Technical/Functional Competence managerial performance and to
- Persons with such competence prefer review their progress and shortfalls
to remain in technically satisfying jobs 5) Prepare management resource
than rising to the higher managerial inventory
level - Such inventory contains details of
personal data, performance records,
c) Security and Stability skills, potential, career goals, and
- Employees who are anchored in this career paths of managerial personnel.
competence will always get motivated
for a career which ensures job security
and/or long range stability in the form
of good retirement programmes

d) Creativity and Challenge

- Such type of employees being
anchored for creativity and developing
something new, they should always be
given challenging work assignments
and scope for their identifi cation
through innovative product design.

e) Freedom and Autonomy

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