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Unit 6 Employee Career Planning and Growth: Structure
Unit 6 Employee Career Planning and Growth: Structure
Unit 6
Unit 6
Structure:
6.1
Introduction
Objectives
6.2
Concept of Employee Growth
6.3
Managing Career Planning
6.4
Elements of a Career Planning Programme
6.5
Succession Planning
6.6
Other Career Programmes
6.7
Summary
6.8
Glossary
6.9
Terminal Questions
6.10 Answers
6.11 Case Study
6.1 Introduction
In the previous unit, we discussed the meaning and methods of training,
concept of management development and management development
methods. We also learnt the evaluation of training and development, and the
differences between training and development. Now let us look into an
employers career planning and growth.
An individuals career describes the different positions held by him
throughout his work life. An evaluation of a career would show the extent to
which one has accomplished the specific career goal. Career can be defined
as a sequence of positions. Organisations have to help employees plan their
careers and manage them. The employees have to be given a chance to
identify their competencies and aptitudes, and then provided with the right
opportunities. Organisations that help their employees plan their career,
enjoy and benefit from a motivated and loyal workforce.
A career can be viewed from two perspectives, objective and subjective, as
objective perspective of career deals with the past position held by an
individual. In this unit, we will discuss the concept of employee growth and
managing career planning. We will also study the elements of career
planning programme, succession planning and other career programmes.
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Objectives:
After studying this unit, you should be able to:
analyse the concept of employee growth
describe the dimensions of career planning
review promotions and internal job postings
describe succession planning
evaluate other programmes for special employee growth
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Life-style: For some people, nothing is more important than enjoying life.
They have a disinclination to sacrifice life-style solely for career
advancement.
Self Assessment Questions
4. _________ can be defined as a sequence of positions, roles or jobs
held by one person over a relatively long time span and over his/her life
time.
5. ___________refers to the process by which an individual selects
career goals and the path to these goals.
6. _________ is an attitudinal characteristic that guides people throughout
their careers.
Career counselling
Individual assessment and need analysis
Many people begin their careers without any formal assessment of their
abilities, interests, career needs and goals.This phenomenon of people
entering their jobs, occupations and careers with little attention to career
planning and then feeling disengaged is known as career drift.
Organisational assessment and opportunity analysis
For an employees goals and aspirations to be fulfilled, a basic requirement
is that the goals must be realistic and achievable. They have to be realistic
not only in terms of the employees own capabilities, but also in terms of the
organisations possibilities.
Need opportunity alignment
The organisation plays an important role in helping the employee make this
alignment. The organisation also has to make its own alignments to match
the aspirations with the organisational opportunities.
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Career counselling
This is the final stage of career planning. The supervisor as well as the HR
department, has to counsel the employee regarding the available
opportunities, the employees aspirations and of course, his competencies.
Activity 1:
Speak to a friend or a relative working in a large company and find
answers to the following questions:
How is career planning handled by the company?
What career planning policies does this company have?
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Aligns strategic goals and human resources to enable the right people
in the right place at the right time to achieve desired business results.
Helps individuals realise their career plans and aspirations within the
organisation.
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6.7 Summary
Let us recapitulate the important concepts discussed in this unit:
Employee growth is an evolving HR activity in todays corporate. While
immediate returns are not measurable the payoffs from these
investments have proven long-term benefits.
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Some other career planning initiatives that are being practised in the
industry these daysare work-family programmes, relocation assistance
and hiring practices, work-life balance seminars and flexible HR
practices,flexible work-schedules, outplacement programmes, special
programmes for women, minorities and employees with disabilities.
6.8 Glossary
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6.10 Answers
Self Assessment Questions
1.
2.
3.
4.
5.
6.
7.
8.
9.
Terminal Questions
1. Career planning is the process by which individuals select career goals
and the parth to these goals. Refer section 6.3 for more details.
2. There are four distinct elements of career planning: a) individual
assessment and need analysis b) organisational assessment c) needopportunity alignment d) career counseling. Refer section 6.4 for more
details.
3. Succession planning involves an examination of strategic (long-range)
plans and HR forecasts for all identified key positions in an
organisation. There are many benefits of having a formal Succession
Planning System that provides a clear framework to strategic business
planning: Aligning strategic goals and human resources, development
of qualified pools of candidates, providing stability in leadership,
identifying workforce renewal needs, helping individuals realise their
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person was Chandra Patton, and in May of 2002, Roy convinced the
company to assign Chandra as Alliance site coordinator full-time.
Chandra and Jay took a different approach to creating a new
Labour/Management team for 2800. They spent the rest of 2002 meeting,
communicating, and building relationships with the local AT&T management
and CWA leadership. Their focus was on the Administrative Supervisors, as
they were the ones who could get the support needed for classroom space,
particularly space for an upgraded computer lab, and for company time
when the building was affected by a surplus declaration. A Leadership Team
was formed to support these efforts. It consisted of Chandra Patton (Alliance
Site Coordinator), James Bates, Debbie Shelton, John Bozart and Alicia
Brock (AT&T Administrative Supervisors), Roy Hegenbart (Local 3250 V.P.),
and Jay Ott (Alliance Associate Director). In order for Jay to fully participate
in this team, Christine Deas from The Insight Group was brought in to
facilitate the meetings. The goals of the Leadership Team were:
Develop a stronger, more viable relationship between AT&T Management,
CWA and The Alliance at 2800 Century Parkway.
Work with the Alliance Local Committee to develop training opportunities for
the surplus, represented workforce on company-time.
Identify and offer training that will enhance employee skills and marketability
within as well as outside of AT&T.
Reestablish a viable after-hours training schedule that employees would
support.
Encourage more Business Unit Initiatives on company-time.
Encourage all employees to take advantage of opportunities to grow and
develop their skills, talents and interests.
The everyday work of implementing the programme still needed to be
addressed. The Leadership Team appointed ALC members who had the
skills and initiative to make the day-to-day operational decisions (e.g., what
classes, when, where, marketing, registration, follow-up, etc.). By June of
2003, the work of the Leadership Team and the ALC resulted in a huge
increase in Alliance activity. 2800 had surpassed its annual goals in only 9
months! Its success did not go unnoticed. Chandra Patton, Debbie Shelton
and Jay Ott presented the 2800 story to The Alliance Board of Trustees at
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their July meeting in New Jersey. This story of cooperation and achievement
was outlined in a unique way. The team developed a series of CD-ROMs to
explain who they were and how they achieved so much success in a short
period of time. It was obviously well received.
However, wait! This is only half the story. What happened next is what
makes 2800 stand out from most other Alliance locations in the country. The
Leadership Team had always kept the people to whom they reported
informed of the success of The Alliance, and the AD made special efforts to
reach out to those upper level managers and union officers in order to find
common interests and goals. The Board of Trustees presentation was used
as a springboard to pitch the District/Division level managers and CWA
leadership on even more opportunities that potentially could be in the best
interest of the Company, the Union and the represented employees.
Because of those presentations, Sharon Cochrane District Manager Date
Group, Bernie Ragland Division Manager and Terry Parr District
Manager Voice Group supported many Business Unit Training Initiatives on
company-time. Some of the more notable activities were Customer
Relations Skill Certification, Voice over Internet Protocol (VoIP), CCNA
Certification, CCP@, and Net+ Certification. These programmes, along with
the more traditional Alliance programmes, helped the 2800 location exceed
their annual goals for the third time in as many years.
Another indication of the strength of the Alliance commitment is the support
that AT&T provides to CWA represented employees from Avaya and
Lucent. The only Alliance lab with the equipment to provide high level IT
training is at 2800. The Alliance committee works closely with management
(including GRE and Security) to make this lab accessible to all Alliance
participants in the area.
The opportunities available at 2800 Century Parkway are a direct result of
Labour and Management seeing value in creating a more skilled workforce
through The Alliance. Together, they really do walk the talk.
(Source: http://www.employeegrowth.com/success_stories_6-05.htm)
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References:
E-Reference:
http://www2.gnb.ca/content/gnb/en/departments/human_resources/care
er_development/content/succession_planning/benefits.html - Retrieved
on December 30 2011