CHAPTER I

INTRODUCTION

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 INTRODUCTION OF THE STUDY

MEANING OF CAREER: A Career has been defined as the sequence of a

person's experiences on different jobs over the period of time. It is viewed as

fundamentally a relationship between one or more organizations and the individual. To

some a career is a carefully worked out plan for self advancement to others it is a

calling-life role to others it is a voyage to self discovery and to still others it is life itself.

A career is a sequence of positions/jobs held by a person during the course of his

working life.

The term career planning and development is used extensively in relation to

business organization. It is argued that if the organizations want to get the best out of

their employees, they must plan the career development program in their organization

effectively. Such programs offer benefits to employees and also to the organization. The

employees will be motivated and develop new skills which in turn can be utilised by the

organisation for running their business in a more efficient and effective manner.

The term career planning is also frequently used in relation to young boys and

girls studying at the college level. College students are expected to consider their

qualities (physical and mental), psychological make-up, likes and dislikes, inclinations,

etc. and decide what they want to be in their life. In other words, they should decide

what they want to achieve in their life and adjust their education and other activities

accordingly. This means they have to plan their career. In such career planning, parents,

family members and college teachers offer helping hand and guide young boys and girls

in selecting the most suitable career. Lot of literature, psychological tests etc. are also

available on career planning. Career planning enables them to use their

abilities/qualities fully and make their life happy, prosperous and rich in quality.

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 1.2 NEED FOR STUDY

Career planning and development has become an important part of the running
of an organization to make it more effective and efficient. Research studies on career
planning and development are gaining importance in the global business scenario
against the backdrop of the various challenges that are faced by global companies in
general. Career planning and development helps to secure the right person at the right
time and changes in global work scenario, multiple job opportunities which are
available to the modern executives and competitive pay packages that are offered to
attract employees validate the current study. Our career planning decisions and the
career path we choose will determine the patterns and texture of our life and career.
Nevertheless after of years of research & work done in career planning, it has been
observed that most students leave high school and college without any clear plan in
their mind to guide them in selecting and pursuing a career. This further justifies this
research study.

Different organizations have different career planning and development

methods. Aegis consulting services also has a career planning and development method.
I chose Aegis consulting services as I thought it would be a good place for me to
undertake this project and I will get a chance to study the Career planning methods in an
Infrastructure firm.

Career planning and development becomes an integral part in the overall well
being of the organization and the employees working in it and it is crucial to have well
planned out career moves in order to survive in today’s competitive world. Hence, this
study is directed towards finding out the career planning and development methods at
Aegis consulting services and to find out if the employees benefit from this and are
satisfied with it.

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 1.3 SCOPE OF THE STUDY

This study is made to know about the career planning and development
programs in IT industry that is planned and implemented for the betterment of
employees. It also attempts to analyze the views and attitudes of employees on such
programs. The scope of the study about career planning and development includes the
following: It leads to smooth functioning of organization. It helps in maintaining and
retaining employees for a longer time. Increases confidence of employees by improving
their weaknesses through training. It will help the organization to reach their goals
along with employee satisfaction. Further this study encompasses on both managerial
and non-managerial employees of Aegis consulting services.

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 1.4 OBJECTIVES OF STUDY

The objective of career planning and development is to ensure growth of

the employee and creating a motivating work culture in the organization.

1. The main aim of this project is to study the opinion of employees with respect to
Career Planning and Development and to know whether they would like to plan
their careers.

2. To study the impact of organizational support on career planning and

development of employees.

3. To analyze the awareness of the employees about their career and its
development.

4. Finding out if the training and action plans of the organisation are helpful for the
career development of the employees.

5. Finding out whether the employees are satisfied with the career planning and
development activities of the organization.

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 1.5 RESEARCH METHODOLOGY

Research methodology
Research methodology is the process of the systematic collection and the
analysis of the data regarding a specific topic. Methodology deals with the research
design used, sampling method used analysis and interpretations done & limitations
inherent in the project. Methodology is one of the main aspects of every research. This
explains how the research was conducted. Following methods have been used in
project work.

Research Design
The research design for this study attempts to obtain a clear, complete and
accurate description of a situation. Descriptive study is necessary when the research is
interested in knowing the characteristics of a certain group.

Data collection method

Data for this research was collected from both primary and secondary sources.
1. Primary Sources: This consists of original information gathered for specific
purpose by giving questionnaires to respondents individually to get the required
data.
2. Secondary Sources: These include the profile of the company, existing
information gathered from reference books, internet and brochures of company.

Research Approaches
The research availed is the “survey research” type wherein the researcher goes to
the respondent with the questionnaire, clarifies the doubts raised by the respondents
who fill the questionnaire.

Research Instrument and sampling

The use of questionnaire is usually considered to be the most cost effective
method for collecting information. It is an effectual source to collect large amount of
information in a short span of time. Types of questions used in the questionnaire are
close-ended questions.

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Close-ended questions
These are of two types:
Multiple choice questions: In this the respondent will be given 4 to 5 choices in
which they have to select one.
Double choice questions: In this the respondent will be given two choices for
answering the question in which they have to choose one.

Sampling Procedure
A sampling of 50 employees is taken for administering the questionnaire. The
method used for data collection is random sampling method.

Data Collection Details

The data was analyzed using statistical tools like percentage. The analyzed data
is represented in Pie charts, bar charts and percentages etc. for a better understanding
and relevant conclusions were drawn.

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 1.6 LIMITATIONS OF THE STUDY

1. The study was restricted to software industry.

2. Questionnaire is used as a primary tool in this study, so views expressed by the

respondents are confined to the elements of the questionnaire.

3. The findings of the study are subject to bias and prejudice of the respondents.
Hence objectivity cannot be ensured.

4. As the sample size taken is small, it may not be enough to draw proper
inferences and the findings of the study cannot be generalized.

5. Unwillingness of the employees in responding to the questions.

6. The accuracy of findings is limited by the accuracy of statistical tools used for
analysis.

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 CHAPTER II
REVIEW OF LITERATURE

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REVIEW OF LITERATURE
Career
According to Garry Dessler, career is, “The occupational positions a person has
had over many years.” Many of today's employees have high expectations about their
jobs. There has been a general increase in the concern of the quality of life. Workers
expect more from their jobs than just income. A further impetus to career planning is
the need for organizations to make the best possible use of their most valuable
resources; the people, in a time of rapid technological growth and change.

According to Edwin B. Flippo "a career is a sequence of separate, but related

work activities that provide continuity, order and meaning to a person's life". Career of
an employee represents various jobs performed by him during the course of his working
life.

Personal career management & planning

By Robert H. Rouda & Mitchell E. Kusy
This is the fourth in a series of articles which originally appeared in Tappi
Journal in 1995-96, to introduce methods addressing the development of individuals and
organizations through the field of Human Resource Development. There is an
increasing need for individuals to take charge of the development of their own careers
for a variety of reasons. There is an increasing rate of change in organizations and in the
knowledge and skills that we need to perform our jobs. Career ladders are rapidly
shrinking or disappearing as reorganizations lead to flatter structures. There is an ever-
increasing need for us to keep learning to keep up with the rapid growth in knowledge
and the rate of change of our workplace environments. Involvement in one's own career
development fosters greater commitment to the process than other-directed activities.

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High impact career development
By: Bonnie Hagemann (CEO, Executive development associates, Inc., Oklahoma
city,USA):
As today’s work place evolves, companies are forced to make changes within the
organization in order to keep up trends in the workplace. In a recent study, the BCG
partnering with the society for HRM identified eight new trends in the workplace and
how companies should approach these changes. These can be categorized into three
groups:-
1. Development and retaining talent.
2. Anticipating change.
3. Enabling the organization.

Reasons to make a career change

By Dawn Rosenberg McKay:
The average person can expect to change careers several times in his or her
lifetime. One reason for all these career changes is that people often don't make
informed choices. While making an informed decision regarding your career is a good
way to help insure that the career you choose is right for you, it doesn't guarantee it.
Even if you follow all the prescribed steps and choose a career that is right for you, it
may not remain your best choice forever. Here are some reasons to consider leaving
your current career for a new one. If your life has changed, you should consider a career
change. When you chose your career your life may have been different than it is today.
For example, you may have been single then and now you have a family. The crazy
schedule or the frequent travel that is typical of your career may not suit your new
lifestyle. You should look for an occupation that is more "family friendly.”

Career development activities for employees

Author: Priti Ramjee
Priti Ramjee began writing professionally in 1996, developing business plans for
small businesses. In 2006, she began writing and delivering her own speeches. In 2009,
she published an article in "Alternative Latin Investor" magazine on economic

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development in Paraguay. Ramjee holds a Bachelor of Arts in English literature from
University of Bombay.

Career development activities and opportunities train, motivate and challenge

employees for greater productivity in the workplace. For example, an employee might
have an interest in developing interpersonal skills. The ideal environment for your
employee is the opportunity to interact with customers. Activities in job rotation,
working with a mentor and internships provide similar opportunities for your employees
to have individual exposure to many environments for their career development.

A. Job Rotation Activities:

Being in one position for a long time can stifle an employee's growth. As a career
development strategy, job rotation breaks the monotony by moving an employee,
temporarily, into another position to gain exposure to another function. As an
activity, having your employees participate in a series of job rotations based on their
individual learning needs helps in their career development. Upon completion of the
rotation, your employees are capable of applying what was learned to their current
position and assisting in new functions within the organization.

B. Mentoring Activities:

Assigning a career development mentor to an employee provides support for career

development and professional aspirations. For example, an employee from another
country shares with her mentor experiences of work culture in both places for the
mentor to help her adjust to the workplace. She looks to her mentor for tips on her
resume and cover letters. Other activities you can suggest are role-play job
interviews, and "what-if' scenarios of challenges and solutions in the workplace.

C. Internship Activities:

An internship program is a career building strategy for employees' development in

leadership skills. Under the internship program, employees develop new experiences
and training in interpersonal skills to feel comfortable with assertiveness and to
handle issues such as conflict resolution.

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D. Learning Group Activities:

A learning group shares knowledge and skills in a supportive environment with no

formal training. Ideally, employees meet during lunch hours or early in the morning
without interfering with work. By communicating through newsletters or email
messages, all of the employees can benefit from the opportunity of a learning group.

The six stages for modern career development

Author: Michelle L. Casto

Career experts say that people will change careers (not jobs) five to seven times in a
lifetime. That's why career management is an important life skill to develop and
cultivate. The six stages of modern career development are:

1. Assessment

2. Investigation

3. Preparation

4. Commitment

5. Retention

6. Transition

1) In the Assessment stage, people are getting ready for their life's work. This stage is
characterized by unawareness. You are not sure what your values, strengths and
weaknesses are. You start to feel as though you want to know more about yourself
and make a conscious effort to get in touch with who you really are.

Key characteristics:

 Taking assessment instrument.

 Working with a career counsellor or career coach.

2) In the Investigation stage, you are reaching what work exists in the world. This
stage is characterized by feeling of confusion, in that you are not sure what career
options exist as you begin the process of reaching the modern world of work. But if

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 you approach this stage with a positive frame of mind, you will learn about many
possibilities that you may have never considered.

Key characteristics:

 Reaching the world of work

 Conducting informational interviews with people in your chosen field

3) In the Preparation stage, you are still getting ready to do your life's work. This
stage is characterized by feeling of excitement, as you think of how wonderful it will
be to perform meaningful work; however, there is still much work to be done, and to
be successful, you have to be prepared.

Key characteristics:

 Gaining knowledge and experience.

 Setting goals and adopting a successful-oriented mind set.

4) In the Commitment stage, you will feel confident that you have figured out what
you are meant to do, but could not commit to the process of making it happen, for
whatever reason. At this stage, more than ever, you must focus your energy and keep
your eye on your goal.

Key characteristics:

 Conducting a job search.

 Negotiating and accepting a job offer.

5) In the Retention stage, you will feel comfortable in your career field, as you will
now have figured out how things work in your industry. You will want to remain
committed to your career by continually updating your skill set and staying current
with industry standards.

Key characteristics:

 Providing first-class customer service skills.

 Building a professional network.

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6) The Transition stage is characterized by feelings of discomfort in that you are
unsure of what you will be doing next. In this stage, you will learn to make conscious
changes in your career direction.

Key characteristics:

 Making career changes.

 Developing resiliency.

Greenhaus and Callanan (1994) suggested that they must invest in image
enhancement to ensure success. Some researchers have argued that new careers will be
an offshoot of the continuous learning process and individuals will have to develop self-
knowledge, adaptability and flexibility.

JOHN HOLLAND'S THEORY OF CAREER CHOICE

According to John Holland's (1985) theory, there are 6 types of vocational

personality, which could make individuals better predisposed to certain occupations.
Holland's fundamental underlying hypothesis is that people will have the most job
satisfaction in occupations that match their personality type and so tend to choose a
career that is reflective of their personality. Quoting John Holland himself, "people can
function and develop best and find job satisfaction in work environments that are
compatible with their personalities."

These are the six personality types in brief. While each type is normally a part of
us, usually one type is evidenced most strongly

1) REALISTIC: (Outdoor type)

These people tend to like and be good at activities that require strength and co-
ordination. They are not too keen on socializing. They also like working with things
(tools, machines etc). Examples of suitable jobs: Farmer, Truck driver, Pilot, Builder,
Carpenter, etc.

2) INVESTIGATIVE: (Interested in logic and concepts).

These people tend to enjoy and be good at abstract thought. They are often interested
in science. They also like working with information (abstract ideas and theories)

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 Examples of suitable jobs: Chemist, Mathematician, Pharmacist, Dentist, Researcher,
etc.

3) ARTISTIC: (Tend to use their imagination a lot).

They like to express their feelings and ideas. Dislike rules and regulations and enjoy
music, drama and art. They also like creating things. Examples of suitable jobs:
Artist, Actor, Dancer, Designer, DJ, Composer, Painter etc

4) SOCIAL:

Enjoy the company of other people, especially to help them. They tend to be warm
and caring people. Example of suitable jobs: Nurse, Librarian, Counselor,
Physiotherapist etc.

5) ENTERPRISING:

Also enjoy the company of other people, but mainly to dominate or persuade rather
than help them. Enjoy actions more than thought. They also like to be the leaders.
Examples of suitable jobs: Sales Rep, Headmaster, Lawyer, Managers, Journalist etc.

6) CONVENTIONAL:

Like rules and regulations, structure and order. These people tend to be well
organized with little or no imagination. Examples of suitable jobs: Secretary, typist,
Clerk; factory worker etc.

CAREER ANCHORS:

By Edgar Schein

Career anchors are distinct pattern of self-perceived talents, attitude, motives and values
that guide and stabilize a person's career after several years of real world experience and
feedback. According to Schein, career anchors are difficult to predict ahead of time
because they are evolutionary and result of a process of discovery.

Schein identified eight career anchors:

1. Managerial competence.
2. Technical competence.

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3. Security.
4. Creativity.
5. Autonomy.
6. Dedication to a cause.
7. Pure challenge.
8. Life-style.

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 2.1 PROJECT PROFILE
Career Planning
Career Planning is a relatively new personnel function. Career Planning aims at
identifying personal skills, interest, knowledge and other features and establishes
specific plans to attain specific goals. Career Planning aims at matching individual
potential for promotion and individual aspirations with organizational needs and
opportunities. Career Planning is making sure that the organization has the right people
with the right skills at the right time. In particular it indicates what training and
development would be necessary for advancing in the career, altering the career path or
staying in the current position. Its focus is on future needs and opportunities and
removal of stagnation, obsolescence, dissatisfaction of the employee.

Career planning is one important aspect of human resource planning and

development. Every individual who joins an organization desires to make a good career
for himself within the organization. He joins the organization with a desire to have a
bright career in terms of status, compensation payment and future promotions. From the
point of view of an organization, career planning and development have become crucial
in management process. An organization has to provide facilities/opportunities for the
career development of individual employees.

Career Development

Career development, both as a concept and a concern is of recent origin. The

reason for this lack of concern regarding career development for a long time has been
the careless, unrealistic assumption about employees functioning smoothly along the
right lines and the belief that the employees guide themselves in their careers. Since the
employees are educated, trained for the job, and appraised, it is felt that the
development phase is over. Modern personnel administration has to be futuristic, it has
to look beyond the present tasks, since neither the requirements of the organization nor
the attitudes and abilities of employees are constant. It is too costly to leave 'career' to
the tyranny of time and casualty of circumstances, for it is something which requires to
be handled carefully through systematization and professional promoting. Fortunately,
there has lately been some appreciation of the value of career planning and acceptance
of validity of career development as a major input in organizational development.

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Career development refers to set of programs designed to match an individual’s needs,
abilities, and career goals with current and future opportunities in the organization.
Where career plan sets career path for an employee, career development ensures that the
employee is well developed before he or she moves up the next higher ladder in the
hierarchy. Career development is an ongoing process where employees explore their
interests and abilities, strategically plan their career goals and create their future work
success by designing and learning action plans to help to achieve their goals.
Career development involves being aware of one's personal goals and values as
well as work goals. It involves continuously learning and applying new knowledge,
taking advantage of opportunities, and taking risks in order to help the organization
become more productive and effective and achieving one's career and personal goals.

The purpose of career development is to enhance each employee's current performance,

enable individuals to take advantage of future job opportunities and to fulfill their
employee's goals for a dynamic and effective workforce.

Need for Career Planning & Development:

1. It motivates employees to grow.

2. It motivates employees to avail training and development.
3. It increases employee's loyalty as they feel organization cares about them
through career plan for them. So they integrate their goals with the organization
goals.
4. Encourages employees to remain in the organization.
5. It contributes to manpower planning as well as organizational development.
6. It helps employee in thinking of long-term involvement with organization.
7. Career Planning provides general scenario of career opportunities in
organization.
8. It gives an idea of direction towards growth.
9. Builds pathways for employee.

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Objectives of Career Planning & Development:

1. Attract and retain talent by offering careers, not jobs.

2. To ensure better use of human resource through more satisfied and productive
employees.
3. Meet the immediate and future human resource needs of the organization on a
timely basis.
4. To attract and retain the right type of person in the organization.
5. To map out career of employees suitable to their ability and their willingness to
be trained and developed for higher positions.
6. To have a more stable workforce by reducing labour turnover and absenteeism.
7. It contributes to man power planning as well as organizational development and
effective achievement of corporate goals.
8. To increasingly utilize the managerial talent available at all levels within the
organization.
9. To improve employee morale and motivation by matching skills to job
requirement and providing opportunities for promotion.
10. It helps employee in thinking of long term involvement with the organization.

Advantages of career planning & development:

In fact both individuals and the organization are going to benefit from career planning
and development. So the advantages are described below:
For Individuals:
1. The process of career planning helps the individual to have the knowledge of
various career opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles,
preferences, family environment, scope for self-development etc.
3. Internal promotions, up gradation and transfers. Motivate the employees, boost
up their morale and also result in increased job satisfaction.
4. Increased job satisfaction enhances employee commitment and creates a sense of
belongingness and loyalty to the organization.
5. Employee will await his turn of promotion rather than changing to another
organization. This will lower employee turnover.

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 6. It improves employee’s performance on the job by tapping their potential
abilities.
7. It satisfies employee esteem needs.
8. Career planning encourages employees to avail the training and development
facilities in the organization so as to improve their ability to handle new and
higher assignments.

For Organizations:
A long-term focus of career planning and development will increase the effectiveness
of human resource management. More specifically, the advantages of career planning
and development for an organization include:
1. It helps the organization identify internal employees who can be promoted.
2. Efficient career planning and development ensures the availability of human
resources with required skill, knowledge and talent.
3. The efficient policies and practices improve the organization’s ability to attract
and retain highly skilled and talent employees.
4. The proper career planning ensures that the women and people belonging to
backward communities get opportunities for growth and development.
5. The career plan continuously tries to satisfy the employee expectations and as
such minimizes employee frustration.
6. By attracting and retaining the people from different cultures, enhances cultural
diversity.
7. By protecting employees’ interest results in promoting organization’s goodwill.
8. Career planning facilitates expansion and growth of the enterprise.
9. Career planning anticipates the future vacancies that may arise due to retirement,
resignation, death etc at managerial level. Therefore, it provides a fairly reliable
guide for manpower forecasting.
10. Career planning involves a survey of employee abilities and attitude. It becomes
possible, therefore to group together people talking on a similar wavelength and
place them under supervisors who are responsive to that wavelength.

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Career Planning & Development Process

Fig 1: Figure showing Career planning and Development process

1. Self-Assessment. Discover your desires and passions. What would you do if money
were no object? You may know exactly what you want to do. If so, move on to the
next step. If you're struggling with this, there are some free and fee-based self-
assessment tests available to help you.
2. Career Skill Assessment. This sounds similar to the self-assessment, but rather
than focusing on your personality and interests, career skill assessments focus on
your core job strengths and weaknesses. Again, there are free and fee-based career
skill assessment tests available to help you with this step.
3. Setting Your Career Objective. Now that you understand your personality,
interests, skills and strengths, it's time to make a decision! You may want to explore
different career options to discover your best choice.
4. Career Development Plan. The nuts and bolts of planning your career
development process. Set goals and timelines based on your career objective. Look
at an example career development plan , or use the career development plan
template to help you work through this step.

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5. Implement Career Development Plan. It's action time! If your plan involves a
career change, use the navigation bar on the left to help you through your career
search, resume, cover letter and job interview questions.
6. Get the Most Out of your Career. To get the most out of your new career,
planning strategies and learning skills will help you get to the next level. We've also
created a free e-course to help you with this step of the process.

Career Planning & Development Stages

1) Exploration: Almost all candidates who start working after college education start
around mid twenties. Many times they are not sure about future prospects, but take
up a job in anticipation of rising up in the career graph. From the point of view of
organization, this stage is of no relevance because it happens prior to the
employment. Some candidates who come from better economic background can wait
and select a career of their choice under expert guidance from parents and well
wishers.

2) Establishment: This career stage begins with the candidates getting the first job.
Getting hold of right job is not an easy task. Candidates are likely to commit
mistakes and learn from the mistakes. Slowly and gradually they become responsible
towards the job. Ambitious candidates will keep looking for more lucrative and
challenging jobs elsewhere. This may either result in migration to other job or will
remain with the same job because of lack of opportunities.

3) Mid-Career: This career job represents fastest and gainful leap for competent
employees who are commonly called "climbers". There is continuous improvement
in performance. On the other hand, employees who are unhappy and frustrated with
the job there is marked deterioration in their performance. In order to show their
utility to the organization, "climbers" must go to improve their own performance.
Authority, responsibility, rewards and incentives are the highest at this stage.
Employees tend to settle down in their jobs and “job hopping” is not common.

4) Late career: This career stage is pleasant for the senior employees who like to thrive
in their past glory. There is no desire to improve performance and improve past
records. Such employees enjoy playing the role of elder statespersons. There are
expected to train younger employees and earn respect from them.

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5) Decline stage: This career represents the completion of one's career usually
culminating into retirement. After decades of hard work, such employees have to
retire. Employees who are climbers and achievers will find it hard to compromise
with the reality.

Disadvantages /Limitations of Career Planning & Development

Despite planning the career, employees face certain career problems. They are:
1. Dual Career Families:-With the increase in career orientation among women,
number of female employees is on increase. With this, the dual career families have
also been on increase. Consequently, one of those family members might face the
problem of transfer and this becomes a problem
2. Low ceiling careers:-Some careers do not have scope for much advancement.
Employees cannot get promotions despite their career plans and development in
such jobs.
3. Declining Career Opportunities:-Career opportunities for certain categories reach
the declining stage due to the influence of the technological or economic factors.
Solution for such problem is career shift.
4. Downsizing in careers:-Business process reengineering, technological changes and
business environmental factors force the business firms to restructure the
organizations by downsizing. Career planning can become a reality when
opportunities for vertical mobility are available. Therefore, it is not suitable for a
very small organization.
5. Others:-Several other problems hamper career planning. These include lack of an
integrated human resources policy, lack of a rational wage structure, absence of
adequate opposition of trade unions, lack of a good performance reporting system,
ineffective attitudinal surveys, etc.
6. In a developing country like India, environmental factors such as Government
policy· public sector development, growth of backward areas, etc influence business
and industry. Therefore, career plans for a period exceeding a decade may not be
effective.
7. In family business houses in India, members of the family expect to progress faster
in their career than their professional colleagues. This upsets the career planning
process.

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8. Systematically career planning becomes difficult due to favoritism and nepotism in
promotions, political intervention in appointments and reservations of seats for
scheduled castes/tribes and backward classes.
9. Career planning is not an effective technique for a large number of employees who
work on the shop floor, particularly for illiterate and unskilled workers.

Features of Career Development

1. Setting goals: Goal setting is centered on career objectives and milestones are an
important part of career development. However, goal setting as a part of career
development tends to be on a more short and medium term basis than in the past
mainly because people tend to shift jobs and careers more frequently than they used
to do. By using goal setting as part of your career development plan, you are more
likely to end up with the career or jobs you desire.

2. Designing your Own Development: Career development today is shaped more by

an individual's choice and focus as opposed to being under the direction of a human
resources department or a boss who wants employees to have a particular set of
skills. When you have more control over your own career development, you can
tailor your progress toward your own goals, rather than the goals of a boss or a
particular company.

3. Keeping flexible: A career development plan has to be flexible to account for

emergency scenarios, midcareer switches, resignation possibilities and family
commitments. Such flexibility in your career development can work to your
advantage, by increasing the possibilities for your potential work life.

4. Staying competitive: Career development in a highly competitive era calls for sharp
edged focus and dedication. The new skills you gain and the additional certifications
and diplomas you earn will help you to be competitive in today's workplace.

Employees must develop skills for self-assessment and career planning. They should
invest their time and resources to develop a variety of skills.

Organisational Career Development

In an organization, the study of career development looks at how individuals
manage their career within and between organizations and how organizations structure

25
the career progress of their members. It can also be tied into succession planning
within some organizations.

The assistance from managers and HR department is equally important in achieving

individual career goals meeting organizational needs.

1. A Variety of Tools and Planning Workshop: After individuals complete their

self-assessment, they share their finding with others in career workshops. These
workshops throw light on how to prepare and follow through individual career
strategies. The second tool, called as a career workbook, consists of a form of career
guide in the question-answer format outlining steps for realizing career goals.
Individuals use this company specific, tailor-made guide to learn about their career
chances. This guide generally throws light on organization's structure, career paths,
qualifications for jobs and career ladders.
2. Individual counselling: Employee counselling is a process whereby employees are
guided in overcoming performance problems. It is usually done through face-to-face
meeting between the employee and the counsellor or coach. Here discussions of
employees' interests, goals, current job activities and performance and career
objectives take place. HR department generally offers counselling. Sometimes
outside experts are also called in. If supervisors act as coaches they should be given
clearly defined roles and training. This is, however, is a costly and time-consuming
process.
3. Employees Development Programs: These consist of skill assessment and training
efforts that organization use to groom their employees for future vacancies.
Seminars, workshops, job rotation and mentoring programs are used to develop a
broad base of skills as a part of such development activities.

Individual Career Development

In individual, career development is:

i. "The total constellation of psychological, sociological, educational, physical,

economic and chance factors that combine to influence the nature and significance
of work in the total lifespan of any given individual."
ii. "The lifelong psychological and behavioural process as well as contextual
influences shaping one's career over the life span. As such, career development

26
 involves the person's creation of a career pattern, decision-making style,
integration of life roles, values expression, and life role self concept."

Career progress and development is largely the outcome of actions on the part of an
individual. Some of the important steps that could help an individual cross the hurdles
on the way 'up' may include:

1. Performance: Career progress rests largely on performance. If the performance is

sub-standard, then even modest career goals can't be achieved.

2. Exposure: Career development comes through exposure, which implies becoming

known by those who decide promotion, transfers and other career opportunities.
Employees should undertake actions that would attract the attention of those who
matter most in the organization.

3. Networking: Networking implies professional and personal contacts that would help
in striking good deals outside (e.g., lucrative job offers, business deals etc.). For
years men have used private clubs, professional associations, and old - boy networks
to gain exposure and achieve their career ambitions.

4. Leveraging: Resigning to further one's career with another employer is known as

leveraging. When the opportunity is irresistible, the only option left is to resign from
the current position and take up new job (opportunity in terms of better pay, new
title, a new learning experience, etc.). However, jumping the jobs frequently or job-
hopping may not be a good career strategy in the long run. .

5. Loyalty to career: Professionals and recent college graduates generally jump jobs
frequently when they start career. They do not think that their career-long dedication
to the same organization may help them further their career ambitions. To overcome
this problem, companies such as Infosys, NIlT, WIPRO have came out with
lucrative, innovative compensation packages in addition to employee stock option
plans for those who remain with the company for a specified period.

6. Mentors and sponsors: A mentor is generally speaking, an older person in a

managerial role offering informal career advice to a junior employee. Mentor takes
junior employees as their protégé and offer advice and guidance on how to survive
and get ahead in the organization. They act as role models. A sponsor, on the other

27
 hand, is someone in the organization that can create career development
opportunities.

Benefits of Individual Development

There are many good reasons to invest in personal development. The top reasons are

i. More opportunities for challenging work assignment and responsibility,

ii. A clear path to career development

28
 CHAPTER III
COMPANY PROFILE

29
 INDUSTRY PROFILE

Indian construction industry – Player

 Companies like L & T, GMR Infrastructure, HCC, Gammon which undertake

huge projects.
 Companies like IVRCL, Nagarjuna, DLF, Omaxe dealing in flyovers, pipelines,
apartments and housing/office spaces

Goods and services:

Houses, apartments, factories, offices, schools, roads, and bridges are only some
of the products of the construction industry. This industry’s activities include the
building of new structures, including site preparation, as well as additions and
modifications to existing ones. The industry also includes maintenance, repair, and
improvements on these structures.

Industry organization:

The construction industry is divided into three major segments. The construction of
building segment includes contractors, usually called general contractors, who build
residential, industrial, commercial, and other buildings. Heavy and civil engineering
construction contractors build sewers, roads, highways, bridges, tunnels, and other
projects. Specialty trade contractors perform specialized activities related to
construction such as carpentry, painting, plumbing, and electrical work.

Construction usually is done or coordinated by general contractors, who specialize in

one type of construction such as residential or commercial building. They take full
responsibility for the complete job, except for specified portions of the work that may
be omitted from the general contract. Although general contractors may do a portion of
the work with their own crews, they often subcontract most of the work to heavy
construction or specialty trade contractors.

30
Work environment:

Workers in this industry need physical stamina because the work frequently
requires prolonged standing, bending, stooping, and working in cramped quarters. They
also may be required to lift and carry heavy objects. Exposure to weather is common
because much of the work is done outside or in partially enclosed structures.
Construction workers often work with potentially dangerous tools and equipment
amidst a clutter of building materials; some work on temporary scaffolding or at great
heights and in bad weather. Consequently, they are more prone to injuries than are
workers in other jobs. In 2006, cases of work-related injury and illness were 5.9 per 100
full-time construction workers, which is significantly higher than the 4.4 rate for the
entire private sector. Workers who are employed by foundation, structure, and building
exterior contractors experienced the highest injury rates. In response, employers
increasingly emphasize safe working conditions and habits that reduce the risk of
injuries. To avoid injury, employees wear safety clothing, such as gloves and hardhats,
and devices to protect their eyes, mouth, or hearing, as needed.

Industry earnings:

Earnings in construction are higher than the average for all industries (table 4).
In 2006, production or no supervisory workers in construction averaged $20.02 an hour,
or about $781 a week. In general, the construction trades workers needing more
education and training, such as electricians and plumbers, get paid more than
construction trades workers

requiring less education and training, including laborers and helpers. Earnings also vary
by the worker’s education and experience, type of work, complexity of the construction
project, and geographic location. Earnings of construction workers often are affected
when poor weather prevents them from working. Traditionally, winter is the slack
period for construction activity, especially in colder parts of the country, but there is a
trend toward more year-round construction even in colder areas.

31
 3.2 COMPANY PROFILE

OVERVIEW OF THE COMPANY

IVRCL Infrastructures and Projects Ltd; with a punch line “WE MAKE IT
HAPPEN” resembles the importance and popularity of the company. Basically the
company has divided into four divisions.

1. Water and Environment

2. Transportation
3. Buildings and Industrial structure
4. Power
IVRCL was incorporated in the year 1987 with eight members with construction
of buildings activity. Formerly this company started as IVR Constructions Ltd; and later
it changed its name to IVRCL Infrastructure and Projects Ltd

IVRCL commenced its operation in 1995 and established itself as one of the
fastest growing construction company (CAGR of 50% over the last 5 years).

In a short span of time the company expanded all over the country and could be
able to achieve a turnover of Rs. 2347 crore in 2017-2018 with a growth rate of 53%.

IVRCL today, reckoned as a leader in infrastructure building and development.

It has developed confidence in stakeholders and its value has gone up from Rs.10/- to
Rs.1220/-

The company has been certified with three important grades.

QMS – Quality Management System

EMS – Environmental Management System

OHSAS – Occupational Health and Safety Assessment series

IVRCL is taking and getting projects from both government and other private
companies. It is getting a good and worth of projects. Just constructing is not enough.
They have to take care of employees, environment, quality and safety etc.

32
IVRCL is a group of three entities:

 IVRCL Infrastructures & Projects Limited

 IVR PRIM

 HINDUSTAN DORR-OLIVER LTD

QUALITY POLICY

Commitment to customer satisfaction, Quality awareness,

desire for excellence and Continual improvement is our motto.

OBJECTIVES

1. Meeting ever growing challenging requirements in today’s competitive world

through strong quality systems.
2. Creating dedicated and confident work force through continual development
process.
3. Adding value to the investors.

IVRCL VISION

IVRCL will be the national leader in constructing projects, which make every-
body’s life mere comfortable, easy and safe. It provide projects, services and
infrastructure of such excellent value that customers will actively choose to do business
with them .To reach the goals in providing value to customers and shareholders, they
will continue to develop an IVRCL culture, built on the strength of the multicultural key
values as:

 Co-operation
 People development
 Environmental Concern
 Professionalism
 Speed

33
HR VISION

To further improve work culture that facilitates sharing of knowledge, teamwork

and a sense of belongingness among all employees

 To inculcate deeply in the minds of all employees, the concepts like quality
consciousness, customer delight and business orientation.
 To initiate cost effective measure so as to operate business with minimal
overheads.

34
 STRATEGY
(SWOT ANALYSIS)

To understand organization’s Status

IVRCL- STRENGTHS

Young, Dynamic and Qualified team.

Having varied background and versatile experience.

No financial constrains for development activities.

Management encourages Professionalism and Change Management.

Excellence brand image.

High emphasis on Training and Development.

Working environment is quite congenial.

Encourage Creativity and Team work.

Free to participate in decision-making.

People are employed.

35
 WEAKNESS

No learning centre and library.

Less focus on business orientation.
Inadequate focus on business learning.
Less focus on communication.
Rationalization of compensation.

OPPORTUNITIES

Develop talent and creativity.

Create Role models and change agents.
Visualize people problems with human face.
To plan for employee retention policies and strategies.
Standardize integrated Performance Management System.
To improve communication.
To inculcate positive work culture.
To promote career planning and succession planning.

36
 THREATS

Difficult to source people with core competencies.

Erosion of existing talents.
Less focus on Mentor Management.
Inadequate focus on employee orientation.
Low focus on culture building and value system nurturing

HR-TOOLS

 Competency Mapping
 Enterprises Resource Planning
 Balanced Score Card
 Effective controls at all levels
 Training and Development Programme
HR- INITIATIVES

 Cultivate positive work culture

 Quality month
 Star of the month
 Executive presentation
 Quality circles
 House keeping
 Safety month
 Statutory maintenance
 Common cafeteria

37
CULTURAL INITIATIVES

 IVRCL Family Day

 Independence Day
 Republic Day
 Community Development Programmes
 Public Relations Programmes
 IVRCL News Letter (DHADKAN)

HR-DEVELOPMENT PLANS

 Training need analysis

 Training budget
 Training calendar
 Identification of external training agencies
 IVRCL Vision, Mission transmission, Teambuilding, Positive Attitude, Discipline
and safety

RETENTION PLANS

 Review Compensation Plans

 Empowerment
 Relocation to place of choice
 Involve in decision making
 Abroad programmes
 Create professionalism
 Hard furnishing loan
 Vehicle loan
 Marriage loan
 Education loan
 Club membership
 Recognition for good work
 Employee stock option
 Housing loan

38
HR-POLICIES

 Human Capital Planning

 Recruitment / Selection /Induction
 Training and Development
 Performance Appraisal
 Succession Planning
 Career Planning
 Job Rotation and Multi Skilling
 Job Enrichment
 HR Manual
 Induction Manual
 Safety Manual
 Exit Interviews

INTEGRATED PERFORMANCE MANAGEMENT SYSTEM

 Day to Day to Accountability

 Individual Goals
 Short term / long term goals
 Individual development plans
 Team targets
HR_SURVEYS

 Organizational culture
 HRD Climate
 Training Need Analysis
 Compensation Survey
 Employee Satisfaction

39
HR_SAFETY INITIATIVES

 Safety survey
 Safety Budget
 Safety Policy
 Safety Manual
 Awareness and Training on safety
 Safety Reviews and Safety Meetings
 Safety systems
 Safety audit
 Safety Banners
 On site emergency plan
 Zero accident schemes for sites

EARNING CENTRE FOR HUMAN EXCELLENCE

 Establish Learning Centre

 Fresher Training
 Induction Training
 In-house Training
 External Training.

40
IVRCL TARGETS BY 2018

15000 Crores

Turnover

15,000 Crores 7500 Human

of Assets Capital

41
 CHAPTER IV
DATA ANALYSIS & INTERPRETATION

42
 1. Is career planning and development necessary for each employee?
a. Very Important
b. Important
c. Neither Important nor unimportant
d. Slightly Important
e. Unimportant

Table 3: View of Employees on Necessity of Career Planning & Development

S.No. Particulars Frequency Percentage

1 Very Important 27 54
2 Important 15 30
3 Neither Important nor unimportant 5 10
4 Slightly Important 3 6
5 Unimportant 0 0

Fig 2: Necessity of Career Planning & Development

60
50
40
30
20
10
0
Very Important Important Neither Imp nor Slightly Unimportant
Unimp Important

Observation & Interpretation: 54% of the employees feel that career planning and
development is vital for their growth in the organization. 30% of the employees feel that
it is important. 10% of the employees are neutral , whereas only 6% attach slight
importance to it.

43
 2. Does career planning and development exist in your organization?
a. Yes
b. No
c. Not sure

Table 4: View of employees on existence of Career Planning & Development

S.No. Particulars Frequency Percentage

1 Yes 47 94
2 No 2 4
3 Not sure 1 2

Fig 3: Existence of Career Planning & Development

Yes
No
4% 2%
Not Sure

94%

Observation & Interpretation: 94% of the employees are aware that there is career
planning and development in their organization. 4% are unaware and 2% are not sure.

44
 3. Do you agree that career planning is an important aspect in human
resource planning and development?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree

Table 5: View of employees on whether career planning is important in Human

Resource Planning & Development
S.No. Particulars Frequency Percentage
1 Strongly Agree 34 68
2 Agree 12 24
3 Neither Agree nor Disagree 3 6

4 Disagree 1 2

5 Strongly Disagree 0 0

Fig 4: Whether Career Planning is Important in Human

Resource Planning & Development
80
68
70
60
50
40
30 24
20
10 6
2 0
0
Strongly Agree Agree Neither Agree Disagree Strongly
no DisAgree Disagree

Observation & Interpretation: 68% of the employees strongly agree that the career
planning is an important aspect in human resource planning and development, while
24% of the employees agree, 3% of them are neutral and 2% disagree to it.

45
 4. Do Career Planning and development help to secure the right person into
an organization?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree

Table 6: View of employees on whether Career Planning and Development

helps to secure the right person into an organization

S.No. Particulars Frequency Percentage

1 Strongly Agree 36 72
2 Agree 12 24
3 Neither Agree nor Disagree 1 2
4 Disagree 1 2
5 Strongly Disagree 0 0

Fig 5: Whether Career Planning and Development helps to

secure the right person into an organization
80 72
70
60
50
40
30 24
20
10 2 2 0
0
Stongly Agree Agree Neither Agree no Disagree Stongly Disagree
DisAgree

Observation & Interpretation: 70% of employees strongly agree that career planning
and development helps to secure the right people for the organization. 24% agree while
2% are neutral and 2% disagree.

46
 5. During which stage in the career cycle do you plan your career?
a. Exploratory
b. Establishment
c. Mid-Career
d. Late-Career
e. Decline

Table 7: View of employees on stage of career cycle in planning career

S.No. Particulars Frequency Percentage

1 Exploratory 23 46
2 Establishment 16 32
3 Mid-Career 10 20
4 Late-Career 1 2
5 Decline 0 0

Fig 6: Stage of career cycle in planning career

50%
46%
45%
40%
35% 32%
30%
25%
20%
20%
15%
10%
5% 2%
0
0%
Exploratory Establishment Mid-Career Late-Career Decline

Observation & Interpretation: 46% of employees plan their career in the exploratory
stage while 32% of employees plan in establishment stage, 20% plan in their mid-
career, and 2% in their late-career.

47
 6. How do you intend to further your career in the organization?
a. Same area of work
b. More specialized area
c. Cross functional

Table 8: View of employees on area of work to further their career in Organization

S.No. Particulars Frequency Percentage

1 Same area of work 18 36
2 More Specialized Area 25 50
3 Cross Functional 7 14

Fig 7: Area of work to further their career in Organization

60

50
50

40 36

30

20
14

10

0
Same Area of Work More Specialized Area Cross Functional

Observation & Interpretation: 50% of the employees intend to further their career in
more specialized areas in the organization, while 36% of the employees chose to remain
in same area of work and 14% are opting for cross-functional areas.

48
 7. Is the employees’ need for development taken into consideration by the
higher authority?
a. Frequently
b. Not So Frequently
c. Rarely
d. Never
e. Not sure

Table 9: View of employees on whether employee’s need for development

taken into consideration by the higher authority

S.No. Particulars Frequency Percentage

1 Frequently 25 50
2 Not so Frequently 15 30
3 Rarely 9 18
4 Never 0 0
5 Not sure 1 2

Fig 8: Whether Employee’s Need for Development

Taken into Consideration by the Higher Authority
60
50

40
30

18
20

0 2
0
Frequently Not so Rarely Never Not sure
Frequently

Observation & Interpretation: 50% of the employees feel that their needs are taken
into consideration frequently by the higher authority, where as 30% feel not so often,
18% feel that it happens rarely and 2% of the employees are not sure about it.

49
 8. Have you been given an opportunity to discuss and clarify about
development and training needs?

a. Yes
b. No
c. Not sure

Table 10: View of employees on opportunity given to discuss and clarify about
development and training needs

S.No. Particulars Frequency Percentage

1 Yes 45 90
2 No 4 8
3 Not sure 1 2

Fig 9: Whether opportunity given to discuss and clarify about

development and training needs
Yes
No
2% Not sure
8%

90%

Observation & Interpretation: 90% of the employees believe that they are given the
opportunity to discuss and clarify about development and training needs in the
organization whereas 8% deny about being given such opportunity and 2% are not sure
about it.

50
 9. What kind of training program do you think is necessary for your career
planning and development?

a. Job Instruction Training

b. Job rotation
c. Coaching

Table 11: View of employees on kind of training program necessary for their
career planning and development

S.No. Particulars Frequency Percentage

1 Job Instruction Training 9 18
2 Job rotation 12 24
3 Coaching 29 58

Fig 10: kind of training program necessary for their career

planning and development

Job Instruction Training

Job Rotation
Coaching

Observation & Interpretation: 58% of the employees feel that coaching is the
necessary training program for career planning and development, whereas 24% feel that
job rotation is necessary while 18% are in favour of job instruction training.

51
 10. What is the impact of training program conducted by the organization?
a. Improvement in technical skills

b. Improvement in behavioural skills

c. Helpful in achieving goals
d. Not much helpful
e. Can’t Say

Table 12: View of employees on impact of training program conducted by the

organization?

S.No. Particulars Frequency Percentage

1 Improvement in technical skills 21 42
2 Improvement in behavioral skills 10 20
3 Helpful in achieving goals 17 34
4 Not much helpful 1 2
5 Can’t Say 1 2

Fig 11: impact of training program conducted by the

organization?
45 42
40
34
35
30
25
20
20
15
10
5 2 2
0
Improvement in Improvement in Helpful in Not much Can't Say
Technical Skills behavioural skills achieving goals helpful

Observation & Interpretation: It has been observed that there is a 42% improvement
in technical skills of the employees through training program conducted by the
organization.

52
 11. Are the action plans really helpful for career development?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree

Table 13: View of employees on whether action plans are really helpful for
career development

S.No. Particulars Frequency Percentage

1 Strongly Agree 32 64
2 Agree 12 24
3 Neither Agree nor Disagree 4 8
4 Disagree 2 4
5 Strongly Disagree 0 0

Fig 12: Whether action plans are really helpful in Career

Development
70 64
60

50

40

30 24
20
8
10 4
0
0
Stongly Agree Agree Neither Agree Disagree strongly Disagree
nor Disagree

Observation & Interpretation: 64% of employees strongly agree that action plans are
helpful for their career development, 24% agree, 8% are neutral, whereas 4% disagree.

53
 12. How frequently does the organization provide career development plans for
the employees?

a. Quarterly
b. Half Yearly
c. Yearly

Table 14: View of employees on frequency of the organization in providing career

development plans for the employees

S.No. Particulars Frequency Percentage

1 Quarterly 7 14
2 Half Yearly 27 54
3 Yearly 16 32

Fig 13: Frequency of the organization in providing career

development plans for the employees

Quarterly
14%
Half Yearly
32%
Yearly

54%

Observation & Interpretation: 54% of the employees feel that the organization is
providing career development plans on a Half yearly basis, 32% feel it is Yearly and
14% employees feel it is quarterly.

54
 13. How far the career planning will be helpful in reaching the career
aspirations?
a. To a great extent
b. Very often
c. To a low extent
d. No contribution
e. Can’t Say

Table 15: View of employees on whether career planning will be helpful in

reaching career aspirations

S.No. Particulars Frequency Percentage

1 To a great extent 28 56
2 Very often 13 26
3 To a low extent 7 14
4 No contribution 2 4
5 Can’t Say 0 0

Fig 14: Whether career planning will be helpful in reaching

the career aspirations
60 56

50

40

30 26

20
14

10
2 2
0
To a great extent Very often To a low extent No contribution Can't Say

Observation & Interpretation: 56% of the people feel that the career plans are helpful
for reaching career aspirations to a great extent, 26% feel they are very helpful, 14%
feel they are helpful to a low extent, whereas 4% feel they are not helpful.

55
 14. How far do you get support and motivation from your superiors to put your
career plan into action?
a. To a great extent
b. Very often
c. To a low extent
d. No contribution
e. Not sure

Table 16: View of employees on how far do they get support and motivation from
their superiors in putting their career plan into action

S.No. Particulars Frequency Percentage

1 To a great extent 28 56
2 Very often 13 26
3 To a low extent 7 14
4 No Contribution 1 2
5 Not sure 1 2

Fig 15: How far do they get support and motivation from their
superiors in putting their career plan into action
60 56

50

40

30 26

20
14

10
2 2
0
To a great extent Very often To a low extent No contribution Not sure

Observation & Interpretation: 56% of the people feel that their superiors and
colleagues help them to a great extent while 26% feel very often.

56
 15. How frequently does the organization provide appraisals for the
employees?
a. Every six months
b. Every year
c. Every two years

Table 17: View of employees on frequency of the organization in providing

appraisals for the employees.

S.No. Particulars Frequency Percentage

1 Every six months 17 34
2 Every year 25 50
3 Every two years 8 16

Fig 16: Frequency of the organization in providing appraisals for

the employees

Every six months

16%
Every year
34% Every two years

50%

Observation & Interpretation: 50% of the employees get yearly appraisals, 34% get
every six months whereas 16% of the employees get appraisals every two years.

57
 16. How far the career planning activities that are taken up in the organization
helpful to you?
a. Very helpful
b. Helpful
c. Less helpful
d. Not helpful
e. Can’t Say

Table 18: View of employees on how far the career planning activities taken up in
the organization are helpful to employees

S.No. Particulars Frequency Percentage

1 Very helpful 28 56
2 Helpful 13 26
3 Less helpful 8 16
4 Not helpful 1 2
5 Can’t Say 0 0

Fig 17: How far career planning activities taken up in the

organization are helpful to you ?
60 56

50

40

30 26

20 16

10
2 0
0
Very Helpful Helpful Less Helpful Not Helpful Can't Say

Observation & Interpretation: 56% of the employees concluded that the career
planning activities taken up by the organization are very helpful, 26% feel they are
helpful, 16% feel they are not that helpful, whereas 2% believe they are not helpful at
all.

58
 17. Are you getting good career opportunities for your career advancement ?
a. Yes
b. No
c. Can’t Say

Table 19: View of employees whether employees are getting good career
opportunities their career advancement

S.No. Particulars Frequency Percentage

1 Yes 35 70
2 No 14 28
3 Can’t Say 1 2

Fig 18: Whether employees are getting career opportunities in

their career advancement
2%

Yes

No
28%
Can't Say

70%

Observation & Interpretation: 70% of the employees feel that they are getting good
career opportunities for their career growth while 28% of the employees responded
negatively.

59
 18. What type of career development method would you recommend in the
organization?
a. Job rotation
b. Internship
c. Learning group

Table 20: View of employees on what type of career development method would
they recommend in the organization

S.No. Particulars Frequency Percentage

1 Job rotation 22 44
2 Internship 11 22
3 Learning group 17 34

Fig 19: What type of career development method would they

recommend in the organization

Job Rotation

Internship
34%

44% Learning Group

22%

Observation & Interpretation: 44% of the people recommended job rotation as a

career development method in the organization, 34% feel learning group will be helpful,
whereas 22% recommend internship.

60
 19. To what extent are you satisfied regarding succession planning in the
organization?
a. Highly satisfied
b. Satisfied
c. Neither Satisfied nor dissatisfied
d. Dissatisfied
e. Highly Dissatisfied

Table 21: View of employees to what extent are you satisfied regarding succession
planning in the organization

S.No. Particulars Frequency Percentage

1 Highly satisfied 32 64
2 Satisfied 14 28
3 Neither Satisfied nor dissatisfied 3 6
4 Dissatisfied 1 2
5 Highly Dissatisfied 0 0

Fig 20: To what extent employees are satisfied regarding

succession planning in the organization ?
70 64
60

50

40
28
30

20

10 6
2 0
0
Highly Satisfied Satisfied Neither Satisfied Dissatisfied Highly
nor Dissatisfied Dissatisfied

Observation & Interpretation: 64% of the employees in the organization are highly
satisfied with the succession planning, 28% are satisfied, 6% are neither satisfied nor
dissatisfied, whereas 2% are dissatisfied with it.

61
 20. How satisfied are you with the career planning and development process in
your organization?
a. Highly satisfied
b. Satisfied
c. Neither Satisfied nor dissatisfied
d. Dissatisfied
e. Highly Dissatisfied

Table 22: View of employees on How satisfied are you with the career planning
and development process in your organization

S.No. Particulars Frequency Percentage

1 Highly satisfied 19 38
2 Satisfied 21 42
3 Neither Satisfied nor dissatisfied 8 16
4 Dissatisfied 2 4
5 Highly Dissatisfied 0 0

Fig 21: How satisfied employees are with the career

planning and development process in their organization
50
42
40 38

30

20 16

10
4
0
0
Highly Satisfied Satisfied Neither Dissatisfied Highly
Satisfied nor Dissatisfied
Dissatisfied

Observation & Interpretation: 42% of the employees in the organization are satisfied
by Career Planning & Development process in their organization, 38% are highly
satisfied, 16% are neither satisfied nor dissatisfied, whereas 4% are dissatisfied.

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 CHAPTER V
FINDINGS, SUGGESTIONS &
CONCLUSION

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 5.1 FINDINGS OF THE STUDY

1. Most of the employees agreed that career planning and development are
necessary for them.
2. Majority of the employees accepted that there is a proper career planning
process and they felt that it is essential for their growth.
3. People in the organization think that career planning and development helps to
secure right person in the organization. So, it is an important aspect in human
resource planning and development.
4. Most of the employees plan their career in the Exploratory Stage of their career
cycle.
5. Employees in the organization lean more towards advancing their careers in
specialized fields.
6. The organization gives their employees an opportunity to discuss and clarify
their development needs.
7. Employees in the organization feel that coaching is a necessary training program
for career planning and development.
8. The training programs conducted by the organizations help their employees by
improving their technical and behavioural skills and also help them in achieving
their goals.
9. Most of the employees agree that their needs for development are taken into
consideration by the organization.
10. The action plans are very helpful for career development programs.
11. Career plans help in fulfilling career aspirations of the employees to a large
extent.
12. The organization provides career development plans for their employees on a
regular basis.
13. More than half of the employees agree that they get support & motivation from
their superiors.
14. Half of the employees get yearly appraisals, some get half-yearly appraisals and
the rest get appraisals every two years.
15. Employees are highly satisfied with the succession planning in the organization.
16. “Job rotation,” “learning groups” and “Internship” are some of the career
development methods recommended by the employees.

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17. Majority of the employees are satisfied with the career planning and
development process in their organization.
18. The organization offers good career opportunities for career development.

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 5.2 SUGGESTIONS
Following are the suggested plans:

1. Career development program could be integrated with in the organization's

ongoing training and development program.
2. Examine the individual self-setting techniques and opportunities for
improvement.
3. Career counselling and career development workshops could be conducted.
4. Superiors must encourage their subordinates more to perform better.
5. Company should try to establish individual development plans.
6. Continuous training programs should be implemented which will help the
employees to improve skills; in fact these are highly essential for career
planning and development.
7. Organization should inculcate “Job rotation,” “learning groups” and
“Internship,” as career development methods for their employees.
8. Employees should be motivated with rewards and recognition.
9. Quarterly appraisal system could be introduced by the company for those
employees who perform extraordinarily well.
10. Competency based training is best for career development.

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 5.3 CONCLUSION

Broadly, the term career is referring to an individual's entire work life. It can be

defined in a narrow sense, to be the succession of jobs and/or ranks held by a person in

a particular organization. An individual's career begins with placement in a job and

ends with departure from the organization, which may be through retirement,

resignation or death.

Based on the information collected, I have come to this conclusion that there are

career planning and development programs, which are followed in the organization, and

they have become an important part in running the organization effectively. Career

plans help in reaching career aspirations of the employees and the employees are

satisfied with the program.

From the study I have also found that the career planning and development

activities taken up by the organization are helpful to the employees and I suggested that

they continue the training program that help the employees to improve their skills; and

continue with career development activities which are highly essential for career

planning and development and also for greater employee satisfaction. Employees are

very much satisfied with the career planning and development program in their

organization and the organization is satisfied with the results achieved.

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 BIBLIOGRAPHY

1) Greenhaus, J.H. Callahan, G.A., Career Management (2nd ed), New York:
Dryden Press, 1994
2) P. Subbarao (2008), Human Resource Management and Industrial Relations,
Meena Pandey.
3) Gary Dessler A frame work for Human Resource Management (6th ed),
Published by Prentice Hall,
4) Schein Edgar, The Art of Managing Human Resources, Oxford University Press,
USA (1987)
5) Priti Ramjee, Career Development activities for employees.

Websites & Search Engines

1) http://en.wikipedia.org/wiki/Information_technology_in_India
2) ww w.google.co.in
3) http://managementfunda.com/career-planning/#
4) www.citehr.com
5) www.worldhr.com

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 QUESTIONNAIRE

1. Is career planning and development necessary for each employee?

a. Very Important
b. Important
c. Neither Important nor unimportant
d. Slightly Important
e. Unimportant
2. Does career planning and development exist in your organization?
a. Yes
b. No
c. Not sure
3. Do you agree that career planning is an important aspect in human
resource planning and development?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree
4. Do Career Planning and development help to secure the right person into
an organization?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree
5. During which stage in the career cycle do you plan your career?
a. Exploratory
b. Establishment
c. Mid-Career
d. Late-Career
e. Decline

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6. How do you intend to further your career in the organization?
a. Same area of work
b. More specialized area
c. Cross functional
7. Is the employees’ need for development taken into consideration by the
higher authority?
a. Frequently
b. Not So Frequently
c. Rarely
d. Never
e. Not sure
8. Have you been given an opportunity to discuss and clarify about
development and training needs?
a. Yes
b. No
c. Not sure
9. What kind of training program do you think is necessary for your career
planning and development?
a. Job Instruction Training
b. Job rotation
c. Coaching
10. What is the impact of training program conducted by the organization?
a. Improvement in technical skills
b. Improvement in behavioral skills
c. Helpful in achieving goals
d. Not much helpful
e. Can’t Say
11. Are the action plans really helpful for career development?
a. Strongly Agree
b. Agree
c. Neither Agree or Disagree
d. Disagree
e. Strongly Disagree

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12. How frequently does the organization provide career development plans for
the employees?
a. Quarterly
b. Half Yearly
c. Yearly
13. How far the career planning will be helpful in reaching the career
aspirations?
a. To a great extent
b. Very often
c. To a low extent
d. No contribution
e. Can’t Say
14. How far do you get support and motivation from your superiors to put your
career plan into action?
a. All the time
b. Frequently
c. Rarely
d. Never
e. Can’t Say
15. How frequently does the organization provide appraisals for the
employees?
a. Every six months
b. Every year
c. Every two years
16. How far the career planning activities that are taken up in the organization
helpful to you?
a. Very helpful
b. Helpful
c. Less helpful
d. Not helpful
e. Can’t Say

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17. Are you getting good career opportunities for your career advancement?
a. Yes
b. No
c. Can’t Say
18. What type of career development method would you recommend in the
organization?
a. Job rotation
b. Internship
c. Learning group
19. To what extent are you satisfied regarding succession planning in the
organization?
a. Highly satisfied
b. Satisfied
c. Neither Satisfied nor dissatisfied
d. Dissatisfied
e. Highly Dissatisfied
20. How satisfied are you with the career planning and development process in
your organization?
a. Highly satisfied
b. Satisfied
c. Neither Satisfied nor dissatisfied
d. Dissatisfied
e. Highly Dissatisfied

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