Transcript CAREER PLANNING & Development INTERVENTIONS
Presented by: Group 8 (PM – II)
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Sudhir Kujur(43) Abha Kujur(54) Ravi Kumar Anand(18) Mansi Sharma(8) Christine D’Souza(32) Rahul Ekka(74) 2
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When you think about the term “career,” what comes to your mind?
What is meant by the idea of a “new” employment relationship?
Does it make sense to speak of careers and career planning in today’s business environment?
What are the typical issues employees face as they progress through their careers?
What types of career development activities are actually used?
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Understanding employee careers Influencing those careers Changing KSAOs to reflect changes in environment Assist employees in preparing for new work and enhance their employability 4
OLD
If competent and reliable, job for life “Entitlement” mentality Paternalistic companies Loyalty expected up and down
NEW
No promise of Survivability Non-acquisition Room for promotion Job until retirement Money for your pension Undying loyalty up or down 5
Individuals responsible for their own development Must demonstrate value added to company Must understand nature and nuances of business 6
Provide opportunities for development Allow for employee participation in Decision making Career management Performance-based compensation 7
The property of an organization or occupation Progression and increasing success Status of a profession Involvement in one’s work Stability of person’s work pattern 8
“The pattern of work-related experiences that span the course of a person’s life.”
Includes objective and subjective views of work
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Must consider all of person’s skills, abilities, and interests
Also must look at family and societal influences
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“An ongoing process by which individuals progress through a series of stages, each of which can be characterized by relatively unique set of issues, themes and tasks.”
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A deliberate process of:
Becoming aware of
Self Opportunities Constraints Choices Consequences Identifying career-related goals Working to attain career goals 12
“Process of preparing, implementing and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.”
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Stage views of adult development: Erik Erickson Daniel Levinson 16
Basic trust vs. mistrust Autonomy vs. shame and doubt Initiative vs. guilt Industry vs. inferiority Identity vs. role confusion Intimacy vs. isolation Generativity vs. stagnation Ego integrity vs. despair 17
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Traditional model of career development Five stages in Greenhaus et al. model: Preparation for Work Organizational Entry Early Career Midcareer Late Career (0–25) (18–25) (25–40) (40–55) (55–retirement) 19
Protean career – individuals must reinvent their careers over time (Hall & Mirvis)
Multiple career concept model:
Linear – steady movement up the hierarchy Expert – devotion to expertise within an occupation Spiral – periodic moves across related occupations Transitory – frequent moves across different jobs or fields 20
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Career exploration Awareness of self and environment Goal setting Strategy development Strategy implementation Progress toward goal Feedback from work and non-work sources Career appraisal 22
Manager HR Manager Employees Company
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Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses Identify their stage of career development and development needs Seek challenges by gaining exposure to a range of learning opportunities Interact with employees from different work groups inside and outside the company Create visibility through good performance 25
Roles
Coach Appraiser Advisor Referral agent
Responsibilities
Probe problems, interests, values, needs Listen Clarify concerns Define concerns Give feedback Clarify company standards Clarify job responsibilities Clarify company needs Generate options, experiences, and relationships Assist in goal setting Provide recommendations Link to career management resources Follow up on career management plan
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Provide information or advice about training and development opportunities Provide specialized services such as testing to determine employees’ values, interests, and skills Help prepare employees for job searches Offer counseling on career-related problems 27
Companies are responsible for providing employees with the resources needed to be successful in career planning: Career workshops Information on career and job opportunities Career planning workbooks Career counseling Career paths
Assessing individuals to ensure they are available and qualified to fill key positions when they become vacant Assesses promotability of employees Managerial Professional Technical Assessments of organizational potential Potential ratings Assessment centers Succession planning 29
A career consists of a sequence of work related positions occupied by a person during a course of a lifetime. Employees progress through at least four distinct career stages: 1.
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The establishment stage (ages 21-26 years) The advancement stage (ages 26-40 years) The maintenance stage (ages 40-60 years) The withdrawal stage (ages 60 years and above)
CAREER STAGE
Establishment Advancement Maintenance Withdrawal
CAREER PLANNING ISSUES
What are alternative occupations, organizations, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
Am I developing the necessary skills for advancement?
Am I advancing as expected?
How can I advance more effectively?
What long term options are available?
How do I get more exposure and visibility?
How do I develop more effective peer relationships?
How do I better integrate career choices with my personal life?
How do I help others become established and advance?
Should I reassess myself and my career?
Should I redirect my actions?
What are my interests outside of work?
What postretirement work options are available to me?
How can I be financially secure?
How can I continue to help others?
INTERVENTION
Realistic job preview Job Pathing Performance feedback and coaching CAREER DEVELOPMENT INTERVENTIONS Assessment Centers
CAREER STAGE
Establishment Advancement Establishment Advancement Establishment Advancement Establishment Advancement
PURPOSE
To provide members with an accurate expectation of work requirements To provide members with a sequence of work assignments leading to a career objective To provide members with knowledge about their career progress and work effectiveness To select & develop members for managerial & technical jobs
INTENDED OUTCOME
Reduce turnover, Reduce training costs, Increase Commitment, Increase Job Satisfaction Reduce turnover, Build organizational knowledge Increase productivity, Increase Job Satisfaction, Monitor Human Resource Development Increase person job fit, Identify high potential candidates
INTERVENTION
Mentoring Developmental Training
CAREER STAGE
Establishment Advancement Maintenance Establishment Advancement Maintenance Work-life balance planning Establishment Advancement Maintenance Job rotation & challenging assignments Advancement Maintenance
PURPOSE
To link a less experienced member with a more experienced member for member development To provide education & training opportunities that help members achieve career goals To help members balance work & personal goals
INTENDED OUTCOMES
Increase job satisfaction, Increase member motivation Increase organizational capacity Improve quality of life, Maintain member motivation To provide members with interesting work Increase Job satisfaction, Maintain member motivation
INTERVENTIONS CAREER STAGE
Dual- Career accomodations Advancement Maintenance Consultative Roles Phased Retirement Maintenance Withdrawal Withdrawal
PURPOSE
To assist members with significant others to find satisfying work assignments To help members fill productive roles later in their careers To assist members in moving into retirement
INTENDED OUTCOMES
Attract & retain high quality members, Increase Job satisfaction Increase problem solving capacity, Increase Job satisfaction Increase Job satisfaction, Lower stress during transition
Organizational Needs and Demands
1. Concern for effective and efficient operation, profit and productivity 2. Concern for all members of the organization 3. Need to fill the rates in the organization structure 4. Need for skills to fill all positions 5. Need for some specific, well developed skills 6. Best utilization of all talents within the organization 7. Manager to work in geographic location best for the organization 1. Concern for self-fulfilment and self-actualization 2. Concern for self 3. Need self-fulfilment and self actualization 4. Interest in challenging work only 5. Bored by routine work using specific skills 6. How to utilize own potential within or outside the enterprise 7. Location must suitable for self and family
Individual Needs and Career Goals
1. Preparation of a personal profile (know thyself). 2. Development of long-term personal and professional goals. (Note, the terms "goals" and "objectives" will be used interchangeably.) 3. Identification and evaluation of the present environment, its threats and opportunities. 4. Forecasting and making predictions within the company as well as outside; identification of threats and opportunities. 5. Analysis of personal strengths and weaknesses. 6. Development of strategic career alternatives. 7. Testing for consistency of strategies and re-evaluation of career goals. 8. Evaluation and choosing from alternatives. 9. Development of short-range objectives and action plans. 10. Development of contingency plans. 11. Implementation of the career plan. 12. Monitoring progress.
Involves identifying key management positions that the organization cannot afford to have vacant.
PURPOSE
Facilitates transition when an employee leaves.
Identifies development needs of high potential employees and assists with their career planning
Replacement Chart
Identify key positions and possible successors for each of these positions . For Example :-
J. Smith
V.P Marketing
R.Jones
Sales Director
Ready now
C.Williams
Productions Manager
15 months
S. Anderson
Director Marketing Research
1 year
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To ensure that key positions remain filled.
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To identify critical training and development needs of both individual managers and the organization as a whole .
Pros and Cons of Disclosing Succession Planning
Disadvantages Advantages Do not tell High performers may leave the organization , unsure of their future.
Allows flexibility as business needs change Tell
Unrealistic expectations and implied contracts Retention Strategy
In 1994, years before he retired from GE, Jack Welch had started the succession planning process. He developed a list of qualities, skills and characteristics a CEO should essentially have.
In November 2000, General Electric Inc. (GE) announced that Jeff Immelt (Immelt), the president and CEO of GE Medical Systems, would be the successor to Jack Welch (Welch), the Chairman and CEO of the company. Welch was to retire in September 2001, after a successful 41-year stint at GE.
The three candidates for the top spot at GE were Immelt, W. James McNerney (McNerney), CEO of GE Aircraft Engines, and Robert L.Nardelli (Nardelli), president and CEO of GE Power Systems 44
Choosing between the final trio "was the most difficult and agonizing decision, ever had to make….All the three exceeded every expectation we set for them.” Welch characterized Immelt as "a natural leader, and ideally suited to lead GE for many years,“.
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But what did Jack Welch think of succession planning? One of his most admired skills was the ability to develop his subordinates so there was always someone ready to take his place when Jack was offered a promotion. Furthermore, in 1991, Jack Welch stated: "From now on, choosing my successor is the most important decision I'll make. It occupies a considerable amount of thought almost every day." The fact that McNerney and Nardelli were taken on as the CEOs of 3M and Home Depot, respectively, within weeks of their losing out to Immelt, was in itself taken by observers as testimony of corporate America's confidence in leaders groomed by GE.
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Leadership Development in GE
Succession planning is an ongoing, rigorous and challenging process at GE. GE adopted succession planning right from the mid-1900s. At GE, succession planning was not confined to only the top management, but was applied across all tiers of management. The managers of GE's various businesses were encouraged to identify potential candidates and fulfill their development needs, and transform them into efficient leaders ready to take up top jobs at the company. As part of CEO succession planning, GE shifted its key candidates from one business to another to enable them to gain experience across all its businesses.
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The company used mainly annual performance reviews for identifying potential candidates, until the early 1980s. However, after Welch took over as the CEO, the succession planning process at GE became a more systematic process, with the use of various analytical tools and the involvement of the top management in leadership development and succession planning. Since early 1980s, the annual Human Resource Reviews (popularly called Session C) had been at the heart of succession planning at GE. The Session C process was reportedly given as much importance as financial monitoring in GE 48