Presented by: Group 8 (PM – II)
1
 Sudhir
 Abha
 Ravi
Kujur(43)
Kujur(54)
Kumar Anand(18)
 Mansi
Sharma(8)
 Christine
 Rahul
D’Souza(32)
Ekka(74)
2
1.
When you think about the term “career,” what
comes to your mind?
2.
What is meant by the idea of a “new”
employment relationship?
3.
Does it make sense to speak of careers and
career planning in today’s business
environment?
4.
What are the typical issues employees face as
they progress through their careers?
5.
What types of career development activities are
actually used?
3
 Understanding
 Influencing
employee careers
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
 Allow
opportunities for development
for employee participation in

Decision making

Career management

Performance-based compensation
7
 The
property of an organization or
occupation
 Progression
 Status
and increasing success
of a profession
 Involvement
 Stability
in one’s work
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
9
Must consider all of person’s
skills, abilities, and interests

Also must look at family and
societal influences

10
“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.”
11
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.”
14
15
Stage views of adult development:

Erik Erickson

Daniel Levinson
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
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
18
 Traditional
 Five





model of career development
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)
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 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
21
 Career
exploration
 Awareness
 Goal
of self and environment
setting
 Strategy
development
 Strategy
implementation
 Progress
toward goal
 Feedback
 Career
from work and non-work sources
appraisal
22
Employees
Manager
Company
HR
Manager
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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
Responsibilities
Probe problems, interests, values, needs
Listen
Clarify concerns
Define concerns
Appraiser
Give feedback
Clarify company standards
Clarify job responsibilities
Clarify company needs
Advisor
Generate options, experiences, and relationships
Assist in goal setting
Provide recommendations
Referral agent
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
 Offer
prepare employees for job searches
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. The establishment stage (ages 21-26 years)
2. The advancement stage (ages 26-40 years)
3. The maintenance stage (ages 40-60 years)
4. The withdrawal stage (ages 60 years and
above)
CAREER STAGE
CAREER PLANNING ISSUES
Establishment
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?
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?
Maintenance
How do I help others become established and
advance?
Should I reassess myself and my career?
Should I redirect my actions?
Withdrawal
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?
CAREER DEVELOPMENT INTERVENTIONS
INTERVENTION
CAREER STAGE
PURPOSE
INTENDED
OUTCOME
Realistic job
preview
Establishment
Advancement
To provide members
with an accurate
expectation of work
requirements
Reduce turnover,
Reduce training
costs, Increase
Commitment,
Increase Job
Satisfaction
Job Pathing
Establishment
Advancement
To provide members Reduce turnover,
with a sequence of
Build organizational
work assignments
knowledge
leading to a career
objective
Performance
feedback and
coaching
Establishment
Advancement
To provide members
with knowledge
about their career
progress and work
effectiveness
Increase
productivity,
Increase Job
Satisfaction,
Monitor Human
Resource
Development
Assessment Centers
Establishment
Advancement
To select & develop
members for
managerial &
technical jobs
Increase person job
fit, Identify high
potential
candidates
INTERVENTION
CAREER STAGE
PURPOSE
INTENDED
OUTCOMES
Mentoring
Establishment
Advancement
Maintenance
To link a less
experienced
member with a
more experienced
member for
member
development
Increase job
satisfaction,
Increase member
motivation
Developmental
Training
Establishment
Advancement
Maintenance
To provide
education &
training
opportunities that
help members
achieve career
goals
Increase
organizational
capacity
Work-life balance
planning
Establishment
Advancement
Maintenance
To help members
balance work &
personal goals
Improve quality of
life, Maintain
member motivation
Job rotation &
challenging
assignments
Advancement
Maintenance
To provide members Increase Job
with interesting
satisfaction,
work
Maintain member
motivation
INTERVENTIONS
CAREER STAGE
PURPOSE
INTENDED
OUTCOMES
Dual- Career
accomodations
Advancement
Maintenance
To assist
members with
significant others
to find satisfying
work assignments
Attract & retain
high quality
members,
Increase Job
satisfaction
Consultative
Roles
Maintenance
Withdrawal
To help members
fill productive
roles later in
their careers
Increase problem
solving capacity,
Increase Job
satisfaction
Phased
Retirement
Withdrawal
To assist
members in
moving into
retirement
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
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
3. Need to fill the rates in the
organization structure
5. Bored by routine work using
4. Need for skills to fill all positions
6. How to utilize own potential
5. Need for some specific, well
developed skills
within or outside the enterprise
6. Best utilization of all talents within
the organization
and family
7. Manager to work in geographic
location best for the organization
specific skills
7. Location must suitable for self
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
 Identifies
transition when an employee leaves.
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
1.
To ensure that key positions remain filled.
2.
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,“.
45

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.
46
 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
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CAREER PLANNING & Development INTERVENTIONS