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CAREER PLANNING and SUCCESSION

PLANNING
Anirudh Rangarajan
Debapriya Mondal

Bhavya Garg
Dhaval Malhotra

Chinmay Mittal
Divya Madhogaria

Concepts of Career
Management

Concepts of Career
Management
Career
o Sequence of work-related positions held by someone during
lifetime.

Career Paths
o Sequential pattern of jobs that form a career.

Concepts of Career
Management

Career management
o Lifelong, self-monitoredprocessthat involves choosing and
setting personalgoals, and formulatingstrategiesfor
achieving them.
o Designing a strategy, assessment of employee and
planning based on that assessment. Evaluation of the
same is also carried out.

Career development
o It is those personal improvements that one undertakes to
achieve a personal career plan.
o Career development ensures that people with proper
qualifications and experiences are available when needed.

Careers and Career


Planning

Careers and Career


Planning
What is Career Planning?
o Process where an individual sets career goals and identifies means to
achieve them.
o Individuals assessment of his/her interests, abilities and goals.
o Examining alternative career options
o Establishing personal career goals
o Developing a career path
o Planning how to progress through the career path

Careers and Career


Planning
Organization - Centered Career Planning
o Focuses on jobs and on identifying career paths that provide for the
logical progression of people between jobs in the organization.

Individual - Centered Career Planning


o Focuses on an individuals career rather than on organizational
needs.

Organizational and
Individual Career
Planning Perspectives

Process of Career
Planning

Individual Career
Planning
Components
Individual Career Management

SelfAssessment

Feedback
on Reality

Setting of
Career
Goals

Sample Career
Development form

Individual Career
Choices
Career
Choice

Interests

Self-Image

Personality

Social
Backgrou
nd

General Career Periods

Benefits of Career
Planning
To Individual Employee
o Explicit Career Path
o Focused Self Development
o Increased Productivity

To the organization
o Assured availability of talent
o Attracting and retaining talent
o Promoting organizational image

Methods of Career
Planning

Communication
Counselling
Career Planning Workshops
Self development materials
Assessment Programme

Methods of Career
Planning
Career development programs
Career workshops that use vocational guidance tools
(including a computerized skills assessment program
and other career gap analysis tools) to help
employees identify career- -related skills and the
development needs they possess.

Career oriented appraisals


Provide the ideal occasion to link the employees
performance, career interests, and developmental
needs into a coherent career plan.

How is career
development today
different from the past?
Old Paradigm

New Paradigm

Career in one
organization

Career spent in several


organizations
Transactional contract
Movement through
various organizations for
advancement
Individual is totally
responsible for career
planning

Relational contract
Movement through
hierarchical
advancement or intraorganizational mobility
Career planning is taken
up by the firm

Factors influencing these


changes

Employment shifts
Organizational changes (technology and resources.
Changes in organizational structure (new organizing
principles)
Individual changes (attitudes and values)
Global competition

What organizations can


do
Create environment of continuous learning
o training and development
o support employees joining professional groups

Provide opportunities for


o self assessment and introspection
o benchmarking employee skills and competencies against
those needed by company or job market
o in-house or outsourced career centres

What organizations can


do
Respond to work - life issues
o dependent care
o scheduling flexibility
o culture change

Ensure consistency between career progression and


organizational expectations
o revamp promotional and reward systems that still might
weigh tenure and political skills heavily

What organizations can


do
Ensure career development is consistent with other
HR processes and programs
o developmental performance appraisal
o succession planning processes
o skill based rather than seniority based compensation.

Re - deploy rather than outplace


o requires investing in employee skills

Dual Career Path

Advantages

More successful Hiring practice


Reduced Turnover
Higher Productivity
Lower management cost
Improved Training and Development Focus

Example
Honeywell Internationals turnover
among top technical performers
traditionally hovered around 25%.
Employees were leaving because they
felt they had nowhere to go unless they
went into management. But since the
company rolled out a dual career
system.
They havent lost any top talent said
Julian Kaufmann, corporate director for

Succession Planning

Succession Planning
Involves identifying key management positions the
organization cannot afford to have vacant
Purposes of succession planning
o Facilitates transition when employee leaves
o Identifies development needs of high potential employees and
assists in career planning.

Many organizations fail to implement succession


planning effectively
o Qualified successors may seek external career advancement
opportunities if succession is not forthcoming

HRs Role in Succession


Planning
Identifying development needs of the
workforce

Assisting in identifying needed


future
job skills
Noting employees who might fill
future
positions
Communicating the succession
planning process to employees

Tracing and regularly updating


succession plan efforts

Succession
Planning

Areas for Planning


Succession

Values and Benefits of


Succession Planning

Having an adequate supply of employees to fill future key


openings

Providing career paths and plans for employees, which aids in


employee retention and performance motivation

Continually reviewing the need for individuals as organizational


changes occur

Enhancing the organizational brand and reputation as a


desirable place to work

Common Succession
Planning Mistakes
Focusing only on CEO and top management
succession
Starting too late, when openings are occurring
Not linking well to strategic plans
Allowing the CEO to direct the planning and make all
succession decisions
Looking only internally for succession candidates

JOHN WELCH

A Case Study on CEO


Succession Planning at
GE
General Electric Worlds Largest Company as
per Forbes with valuation of $ 260 bn
Previous CEO John Welch
Current CEO Jeff R Immelt
John Welch in 1991 : From now on, choosing
my successor is the most important decision I'll
make. It occupies a considerable amount of
thought almost every day.

A Case Study on CEO


Succession Planning at
GE
CEO Succession Planning Process followed by John
Welch

A Case Study on CEO


Succession Planning at
GE
Leadership Styles of Welch vs
Immelt

Questions & Comments