CAREER

Ankit 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

Investigatio
Transition
n

Retention Preparation

Commitmen
t
 CAREER STAGES
Mid Career
Establish
Maintenan
Trial stage
Crisis Sub
ce
mentstage
Stage

L
at
e-
ca
re
er
st
a
g
e
HOLLAND'S TYPES

Realistic

Conventiona
Investigative
l

Enterprising Artistic

Social
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 The model of

maturity or
model adaptability

The model of
The model of
career
career salience determinants

The career
 CAREER STAGES
Maintena
Exploratio
Establish
Growth
n
ment
nce

D
is
e
n
g
a
g
e
m
e
nt
SUPER LIFE ROLES

Child

Homemaker Student

Worker Leasurite

Citizen
LEVINSON
Stages

Periods
enter adult world 22-28

settling down 33-40

transition in period
enter middle adult hood 45-50

culmination of middle adult hood 55-60

stability

transition out period

COMPETENCY FRAMEWORK
CAREER MANAGEMENT

Making career Managing the

choices and organizational
decisions career

Taking control
Managing
of one's
'boundaryless'
personal
careers
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 family friends
trends message message

media society
message message

technology / market expectations

changes demand / supply of the society

family re- company

locations re-locations

job
job burnout
outgrowing
INTERNAL
corporate corporate merger/
objectives strategy acquisitions

organization
development
organization
programs structure

organization organization criteria for

culture changes succession plans promotions

competency performance
requirements management
change systems

potential organization
assessments 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 variety job

package tasks independence

job job contributio

security prestige n to society

freedom on meet lifestyle

the job preferences
SKILLS TO USE IN CAREER

more more more

experience education training

support for support for skills

aptitude attitude variety
support for
support for support for commitment
aspirations motivations
CONCLUSIONS

 Factors affecting career planning

 Employee expectations
CAREER PLANNING
Swathi 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

Assessing Employee
Career Path design Employee Career Development
Plan Program
CAREER PATH DESIGN
CAREER PATH TYPES
Historical
Past patterns of career
progression
Actual paths created by the past
movement of employees among
management jobs
Perpetuates the change: way
careers have always been
Used as basis for promotions
and transfers
Basis is informal, traditional
Organizational Behavioral
Paths defined or dictated by Paths that are logically possible
management to meet operating based on analysis of what
needs activities are actually performed
on the job
Paths determined by prevailing Rational paths that could be
needs for staffing the followed willingly
organization
Reflects prevailing management Calls for change; new career
values and atti­tudes regarding options
careers
Usually consistent with job Used as a basis for career
evaluation and pay practices planning
Basis is organizational need, Basis is formal analysis and
management style, expediency definition of options
 CAREER PATH DESIGN
Analyze
Categorize into
competency
job families
profile

id
e
nt
if
y
ca
re
er
p
at
hs
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 Balances

Drives and leads key
clarifies understanding complementary Actively builds internal
relationship groups
in order to learn from strengths by seeking and external networks.
across The company.
others. diverse perspectives

Involves teams in Uses cross functional Manages alliance

Empathises with
decisions that effect teams to draw upon relationships through
audience
them. skills and knowledge complex issues

Encourages co- Builds and maintains Ensures events and

Shares resources and
operation rather than relationships across systems are in place
information.
competition The company. and used.

Responds promptly to Draws upon the full

other team members’ range of relationship at
needs critical points
COMPETENCY MODEL VS JOB
DESCRIPTION MODEL
competency model job description model

How ? What ?

Studies the different elements of studies the people who do the job
the jobs well

defines the job into sequences of defines job in terms of the

tasks to perform the job characteristics and behavior
ASSESSING EMPLOYEE
CAREER PLAN
MATCH
Organization Individual

Future needs Self awareness

Career ladders Planning goals

Assessment of individual potential Planning to achieve goals

co-ordination and audit of career

Alternatives
system

Connecting organisational need with

Career ladders
individual need
EMPLOYEE DEVELOPMENT
PROGRAM
ORGANIZATION INCENTIVES

Job posting Mentoring Career resource

system activities centers

Managers as Career
HR planning
career development
counselors workshops & forecasting

Performanc Career pathing Training &

e appraisal programs Development
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
Define
Conduct tasksa
interviews
Put together
Identify top
to find out what they
and
resource
do and howpanel of
they do
performers
experts
characteristics
it

id
e
nt
if
yi
n
g
c
o
m
p
et
e
n
ci
es
TYPES OF LEARNING

Cognitive

Affective Psychomotor
DEVELOPMENT INITIATIVES

Personal Management
INDIVIDUAL INCENTIVES

Career
Career Planning
Awareness

Career Interests,
Resource Values, and
Center Competency
Utilization Analysis
CAREER PLANNING PROCESS
●
Personal Assessment ●
Occupational Research
●
Self-care: Work-life Balance ●
Informational Interviews
●
Geography ●
Industry Research
●
Finances ●
Professional & Trade Associations

Occupational Research &

Self-assessment Decision-making

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

Gain Experience & Credentials

●
Interviewing ●
Professional Associations
●
Targeted Resumes, Cover Letters, Applications & ●
Ongoing Skill Development & Enhancement
References ●
Lifelong Learning
●
Targeted Networking
●
Seeking & Following Up On Job Leads
●
Work-life Balance & Sense Of Purpose
●
Salary Negotiation
●
Ongoing Evaluation

Job Search Skills & Process Career Management

CAREER PLANNING PROCESS
Organizational
Individual assessments of
assessments of
abilities, interests, career
needs, and goals
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 Dual Career

Career Paths Pathing Tracks

Career Cross-
Counselling
Flexitime
Training

Job Job Job

Rotation Enlargement Enrichment

Job Phased
STEPS IN CAREER DEVELOPMENT
INITIATIVES
Tie initiative to
Define the HR systems and
need. policies

Tailor the
Take long-term
initiative to fit
approach the culture

Redesign
Co design with
performance
line management
management

Ensure top Separate career

management management &
support appraisal

Measure Publicize
results results
CONCLUSION
Career
planning

Competency
Career
Based
Development
Process

Other
Process
CAREER MANAGEMENT
Hardik 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 focuses on specific skills required for a current

●

job
skills
Coaching for ●
focuses more broadly on a present job
performance
Coaching for directed toward learning for a future job
●

development
Coaching for the focuses on learning that is related to an
●

executive's agenda
executive's agenda
 FRAMEWORK
Action
Feedback
Careful
Comprehensiv
eContracting
Assessment
Dialogue
Planning

A
ct
iv
e
L
ea
rn
in
g
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

Communic
atingCreating
the Providing
Offering
organizatio
growththe time for
financial
n’sopportuniti
goals employees
assistance
and futurees to learn
strategies
RECYCLING
TRANSITIONS

transitions across transitions across

organizational occupational
boundaries boundaries

changes in the changes in the

employment network
relationships relationships

Transitions across transitions across

MODIFIED SUPER’S CAREER STAGES
(approximately age 15-24)
exploration stage
●

individuals engage in self-examination and reality testing

●

●
approximately age 25-44
establishment stage ●

●
individuals try to make a place for themselves in their chosen occupation
Security is their objective

RECYCLING

Maintenance stage

disengagement
stage
WHAT CAUSES PEOPLE TO RECYCLE?

Organizational
Changes

Personal Career
Personal Crisis
Plateaus
CHARACTERISTICS OF RECYCLERS

Recyclers are risk

takers

Recyclers are
optimistic
ORGANIZATIONS

Counselling

Exit
Culture
Procedures

Work life
Rewards
balance
CAREER MOBILITY
FACTORS CONTRIBUTING TO CAREER
MOBILITY

Search for
Pursuit of a
Competitive
Good Career
Employment
Match
Positions

Desire for Search for

Career Personal
Advancement Satisfaction
 WAYS TO CAPITALIZE ON CAREER
MOBILITY
Develop New
Have a Positive
Skills and
Attitude Competencies

Engage in Career
Exploration

Be Willing to Seek Career

Compromise Counseling

Be creative
 ORGANIZATIONS
Counselli
Onsite
Support
Culture
Mentor
Opportunities
ng
WORK LIFE BALANCE
LIFE BALANCE

Backup Discounted Employee

fitness Activities
child care memberships Committee

Employee Mentoring
Flexible work
diversity program for
networks arrangements 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
Job Sharing
Work Week 

Telecommut
Flexitime
ing
CONCLUSION
Career
Management
best Practices

Work Life Executive

Balance Coaching

Career
Recycling
Mobility
THANK YOU