career planning

CAREERAnkit Bafna

THEMES

Technical/Functional competence

General Managerial competence

Autonomy/Independence

Security/Stability

Entrepreneurial Creativity

Service/Dedication to a cause

Pure Challenge

Lifestyle

THE SIX STAGES OF MODERN CAREER DEVELOPMENT

Assessment

Investigation

Preparation

Commitment

Retention

Transition

CAREER STAGESTrial stage

Establishment

Mid Career Crisis Sub Stage

Maintenance stage

Late-career stage

HOLLAND'S TYPES

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

COMPATIBLE WORK ENVIRONMENTS

Your Personality Type Most Compatible Compatible

Realistic Realistic Investigative & Conventional

Investigative Investigative Realistic & Artistic

Artistic Artistic Investigative & Social

Social Social Artistic & Enterprising

Enterprising Enterprising Social & Conventional

Conventional Conventional Enterprising & Realistic

SUPER THEORY

Rainbow model

The model of maturity or adaptability

The model of career

salience

The model of career

determinants

The career decision-

making modelC-DAC

CAREER STAGESGrowth

Exploration

Establishment

Maintenance

Disengagement

SUPER LIFE ROLES

Child

Student

Leasurite

Citizen

Worker

Homemaker

LEVINSONStages

enter adult world 22-28

settling down 33-40

enter middle adult hood 45-50

culmination of middle adult hood 55-60

Periods

transition in period

stability

transition out period

COMPETENCY FRAMEWORK

CAREER MANAGEMENT

Making career

choices and decisions

Managing the

organizational career

Managing 'boundaryles

s' careers

Taking control of

one's personal

development

CAREER PLANNING

Career planning is for core people as well as high‑flyers

• members of the organization should receive recognition as individuals with unique needs, wants, and abilities• individuals are more motivated by an organization that responds to their aspirations and needs• individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.

Career planning is for individuals as well as the organization

Career plans must therefore recognize that:

FACTORS AFFECTING CAREER PLANNING

EXTERNAL

market trends

family message

friends message

society message

media message

technology / changes

market demand / supply

expectations of the society

company re-locations

family re-locations

job outgrowing

job burnout

INTERNAL

corporate objectives

corporate strategy

merger/ acquisitions

organization structure

organization development

programs

organization culture

changes

organization succession

plans

criteria for promotions

performance management

systems

competency requirements

change

potential assessments

organization future needs

EMPLOYEE EXPECTATIONS

ACTIVITIES MOST INTERESTED IN HAVING AS A PART OF CAREER

meets your interest

suits your values

uses your skills

requires your competences

meets your life and career balance

career adaptability

career changes

VALUE NEEDS YOU WANT CAREER TO FULFILL

pay package

variety tasks

job independen

ce

job security

job prestige

contribution to society

freedom on the job

meet lifestyle

preferences

SKILLS TO USE IN CAREER

more experience

more education

more training

support for aptitude

support for attitude

skills variety

support for aspirations

support for motivations

support for commitment

CONCLUSIONS

Factors affecting career planning Employee expectations

CAREER PLANNINGSwathi Velisetty

CAREER PLANNING

•Succession plans•Performance•Potential assessments•Self assessments

Uses

CAREER PLANNING

•Implementing career management policies•Achieving succession planning objectives•Building motivation•Increasing Commitment•Enhancing performance

To develop programs and procedures for

COMPETENCY BASED CAREER PLANNING

CAREER FLOW

Career Path design

Assessing Employee

Career Plan

Employee Development

Program

CAREER PATH DESIGN

CAREER PATH TYPES

Historical Organizational Behavioral

Past patterns of career progression

Paths defined or dictated by management to meet operating needs

Paths that are logically possible based on analysis of what activities are actually performed on the job

Actual paths created by the past movement of employees among management jobs

Paths determined by prevailing needs for staffing the organization

Rational paths that could be followed willingly

Perpetuates the change: way careers have always been

Reflects prevailing management values and atti tudes regarding careers

Calls for change; new career options

Used as basis for promotions and transfers

Usually consistent with job evaluation and pay practices

Used as a basis for career planning

Basis is informal, traditional Basis is organizational need, management style, expediency

Basis is formal analysis and definition of options

CAREER PATH DESIGN

identify career paths

TYPES OF COMPETENCY

•Ability to manage job•Develop an interaction with other person•Example •problem solving•leadership•communication

Managerial competency (soft competency)

•Relates to the functional capacity of work•Deals with the technical aspect of the job •Example •market research•Financial analysis•electrical engineering

Functional competency (hard competency)

ADAPTABILITY

DEFINITION

• Maintaining effectiveness when• priorities change• new tasks are encountered• dealing with individuals who have different views

• Effectively performing in different• environments• Cultures• technologies

KEY BEHAVIOR

• Seeking understanding• Embracing change• Making accommodations

COLLABORATION

Basic Intermediate Advanced Expert

Actively listens and clarifies understanding in order to learn from others.

Balances complementary strengths by seeking diverse perspectives

Actively builds internal and external networks.

Drives and leads key relationship groups across The company.

Empathises with audience

Involves teams in decisions that effect them.

Uses cross functional teams to draw upon skills and knowledge

Manages alliance relationships through complex issues

Shares resources and information.

Encourages co-operation rather than competition

Builds and maintains relationships across The company.

Ensures events and systems are in place and used.

Responds promptly to other team members’ needs

Draws upon the full range of relationship at critical points

COMPETENCY MODEL VS JOB DESCRIPTION MODEL

How ?

Studies the different elements of the jobs

defines the job into sequences of tasks to perform the job

What ?

studies the people who do the job well

defines job in terms of the characteristics and behavior

competency model job description model

ASSESSING EMPLOYEE CAREER PLAN

MATCH

Future needs

Career ladders

Assessment of individual potential

co-ordination and audit of career system

Connecting organisational need with individual need

Self awareness

Planning goals

Planning to achieve goals

Alternatives

Career ladders

Organization Individual

EMPLOYEE DEVELOPMENT PROGRAM

ORGANIZATION INCENTIVES

Job posting system

Mentoring activities

Career resource centers

Managers as career

counselors

Career development workshops

HR planning &

forecasting

Performance appraisal

Career pathing

programs

Training & Developmen

t

MENTORING

MENTORING MODEL

Surrendering

•leveling the learning field

Accepting •creating a safe haven for risk taking

Gifting •the main event

Extending •nurturing protege independence

PERFORMANCE APPRAISAL

Whom Company Should

Evaluate

What criteria

should be used to evaluate

CAREER PATHING Put together a resource panel of experts

Define tasks and characteristics

Identify top performers

identifying competencies

TYPES OF LEARNING

Cognitive

Psychomotor

Affective

DEVELOPMENT INITIATIVES

Personal Management

Formal

Informal

Competency based

Analyse current situation

Set goals

Prepare action plan

INDIVIDUAL INCENTIVES

Career Planning

Career Awareness

Career Resource Center

Utilization

Interests, Values, and Competency

Analysis

CAREER PLANNING PROCESS

•Personal Assessment •Self-care: Work-life Balance•Geography•Finances

Self-assessment

•Occupational Research•Informational Interviews•Industry Research•Professional & Trade Associations

Occupational Research & Decision-making

•Short-term Training•Education (Classroom And E-learning)•Internships•Volunteer Work

Gain Experience & Credentials

•Interviewing•Targeted Resumes, Cover Letters, Applications & References

•Targeted Networking•Seeking & Following Up On Job Leads

•Salary Negotiation

Job Search Skills & Process

•Professional Associations•Ongoing Skill Development & Enhancement

•Lifelong Learning•Work-life Balance & Sense Of Purpose

•Ongoing Evaluation

Career Management

CAREER PLANNING PROCESS

Individual assessments of

abilities, interests, career needs, and

goals

Organizational assessments of

employee abilities and potential

Communication of information concerning

career options and opportunities with the

organization

Career counseling to set realistic

goals and plan for their attainment

CAREER DEVELOPMENT PROGRAM

CAREER DEVELOPMENT PROGRAM

Alternative Career Paths

Career Pathing

Dual Career Tracks

Career Counselling

Cross-Training

Flexitime

Job Rotation

Job Enlargement

Job Enrichment

Job Sharing

Phased Retirement

STEPS IN CAREER DEVELOPMENT INITIATIVES

Define the need.

Tie initiative to HR systems and policies

Tailor the initiative to fit

the culture

Take long-term

approach

Redesign performance management

Co design with line

management

Separate career management &

appraisal

Ensure top management

support

Measure results

Publicize results

CONCLUSION

Career planning

Competency Based

Process

Other Process

Career Development

CAREER MANAGEMENTHardik Doshi

CAREER MANAGEMENT BEST PRACTICES

Providing Employee Assessment and Career Planning Workshops

Conducting Career Coaching Workshops for Managers

Establishing Employee Career Centers

Giving Open Business Briefings

Creating an Internal Network of Information Providers

Maintaining Internal Job and Talent Banks

Establishing Individual Learning Accounts

Starting a Mentoring Program

EXECUTIVE COACHING AND BUSINESS STRATEGY

COACHING ROLES

Coaching for skills

•focuses on specific skills required for a current job

Coaching for performance

•focuses more broadly on a present job

Coaching for development

•directed toward learning for a future job

Coaching for the executive's

agenda

•focuses on learning that is related to an executive's agenda

FRAMEWORKCareful Contracting

Comprehensive Assessment

Action Planning

Active Learning

CAREFUL CONTRACTING

Business context defined

Strategic issues defined

Leader profile and job success defined

Clear roles and responsibilities determined

Agreement regarding who is "the client“

Milestones and timelines clarified

Confidentiality boundaries established

Outcomes and expected results agreed on

Financial terms signed off

FEEDBACK

Reaffirm ground rules and establish rapport

Review coaching objectives and business context

Describe how to interpret results

Give the executive opportunity to review results

Discuss surprises or frustrations

Highlight strengths

Identify developmental needs

Agree on areas for improvement

Begin developmental planning process

ACTION PLAN

Strengths and why they are important in the executive's current role

Developmental areas

Action steps required needed in areas requiring improvement, as well as leveraging strengths

The type of coaching style that will best suit the development process

Active learning or experiential learning suggestions

Ways in which direct reports, bosses, peers, and others can help

A process for following up with key stakeholder

Key milestones.

THE RULES FOR CORPORATE CAREER RESILIENCE

The company is not in charge of your career—you are.

Instead of ladders and paths, there are now webs and mazes

Every job is now subject to a "make or buy" decision

Hidden needs in the organization's internal job market are more promising sources of advancement than the formal job postings

The most "vendor-minded" employees will find or create the most opportunity

ORGANIZATION’S CAREER DEVELOPMENT RESPONSIBILITIES

Communicating

the organizat

ion’s goals and

future strategie

s

Creating growth

opportunities

Offering financial assistanc

e

Providing the time

for employe

es to learn

RECYCLING

TRANSITIONS

transitions across

organizational boundaries

transitions across

occupational boundaries

changes in the employment relationships

changes in the network relationships

Transitions across the boundaries

between roles

transitions across boundaries within roles

MODIFIED SUPER’S CAREER STAGES

•(approximately age 15-24)•individuals engage in self-examination and reality testing

exploration stage

•approximately age 25-44•individuals try to make a place for themselves in their chosen occupation•Security is their objective

establishment stage

RECYCLING

Maintenance stage

disengagement stage

WHAT CAUSES PEOPLE TO RECYCLE?

Organizational Changes

Personal Career

Plateaus

Personal Crisis

CHARACTERISTICS OF RECYCLERS

Recyclers are risk takers

Recyclers are optimistic

ORGANIZATIONS

Counselling

Culture

RewardsWork life balance

Exit Procedures

CAREER MOBILITY

FACTORS CONTRIBUTING TO CAREER MOBILITY

Search for Competitive Employment

Positions

Pursuit of a Good Career

Match

Desire for Career

Advancement

Search for Personal

Satisfaction

WAYS TO CAPITALIZE ON CAREER MOBILITY

Have a Positive Attitude

Develop New Skills and

Competencies

Engage in Career

Exploration

Be Willing to Compromise

Seek Career Counseling

Be creative

ORGANIZATIONS

Counselling

Culture

Mentor

Support

Onsite Opportunities

WORK LIFE BALANCE

LIFE BALANCE

Backup child care

Discounted fitness

memberships

Employee Activities

Committee

Employee diversity networks

Flexible work arrangements

Mentoring program for

parents

On-site lactation facilities

Time off

MICROSOFT EXAMPLE Flexible work arrangements Financial planning Grocery service Fitness benefits Adoption assistance Legal assistance Backup child-care program Long-term care for extended

family members Child-care assistance Maternity and paternity leave

program Commuting programs and

public transportation assistance

New mothers' rooms Dinners-to-go program

On-campus convenience shopping

Disease management programs Parenting resources and

seminars Dry cleaning and laundry service Resources and referrals for

counseling and education Employee affinity groups Schools Out! Programs Employee development courses Smoking cessation program Employer-sponsored discount

program Tuition assistance program Ergonomics program Weight management program

FLEXIBLE WORK ARRANGEMENTS

Reduced Work Week

Compressed Work Week 

FlexitimeTelecommuti

ng

Job Sharing

CONCLUSION

Career Management best Practices

Executive Coaching

RecyclingCareer Mobility

Work Life Balance

THANK YOU