Career Planning A career is more than just the job or sequence of jobs a person holds over a lifetime. A career is all the jobs that are held progressively during one’s working life. A carrier is defined as a sequence of separate but related work activities that provides continuity, order and meaning in a person’s life- Edwin B.Flippo. Career Planning is defined as a systematic process by which one decides his/her career goals and the path to reach these goals. ( Career goals are the future positions one strives to reach in his career. Career path refers to the sequential and progressive path/line through which one moves towards his/her career goal)A career plan is a blueprint in which the entire career of employees is mapped out from the point of their entry into the point of their retirement from the organisation. If an organisation wants to retain its employees, it must satisfy their basic aspirations for growth and development for the advancement in their career. Steps in career planning: lL. Preparation of a man power plan showing future replacement needs and long-term potential of different categories of employees. 2. Building career paths / ladders for each category of employees. Foreg., a) Unskilled man — Semi-skilled-Skilled- Foreman b) AsstProf(OG)- AP(SG)- AP(SEL.G)-ASSOCIATE PROF- PROFESSOR Advancement in the above career paths may be time bound, as and when vacancy arises, based on seniority/merit/both. 3. Identifying employees through performance appraisal who have the necessary ability and willingness to climb up the ladder.4. Formulation and implementation of T&D plans, appraisal interviews and counseling etc.to prepare employees for higher jobs. 5. Periodical review of the career development plan. Advantages of career planning: 1. Itmotivates the employees to avail of the T&D facilities. 2. It increases employee’s loyalty to the organisation because they are convinced about the organisations care for them. 3. It encourages employees to remain in the organisation. So it reduces LTO. 4. It creates a better image for the organisation in the labour market which helps the organisation to attract competent people. 5. It helps the organisation to identify the talented employees who can be promoted. 6. Ithelns to sclect the career which is suitable to his stvle.7. It contributes to individual development and organisation development and effective achievement of corporate goals. 8. It satisfy employee esteem needs. Essentials for the success of career planning: 1. a PSN Support of top management Expanding enterprises to provide opportunities for promotion Motivate employees interested in their advancement. Fair promotion policy Counseling services for employees who do not know which career paths they have to choose considering their skills, interest and performance. Training facilities Availability of necessary data such as JD and personal inventory for charting career paths and identifying future manpower needs. Wide publicity of the plan.Career Development It consists of activities undertaken by the individual employees and the organisation to meet career aspirations and job requirements. It is essential for implementing carcer plans. Career development involves the following steps: 1. Challenging initial job -— The employees who receive challenging jobs early in their career can do better on later jobs. 2. Providing career option information — The managers identify the career paths that successful employees should follow, within the company. This information should be available for all employees. 3. Job postings — The posting lists the abilitics, cxpcricnec and seniority require to qualify for vacancies. So the managers can use job postings to provide information to all employees. 4. Assessment centres — The employees must be assessed through assessment centers to know their ability to do certain jobs.Continuous education and training — There should be on- the-job training and education for the employees for career development programmes. Career development workshops — A group of employees, their supervisors and managers join together and discuss some problems and resolve it. Periodic job changes — Job changes can take the form of vertical promotion. So that they can learn new things and face the future challenges easily. Sabbaticals — An extended leave can be allowed for attending Executive Development Programme. It enhances their career development.Problems in career planning &development: 1. Mobility- People who prefer faster career development do not stay in one position and also in one organisation. They move from position to position and from company to company. Career and family- Professionals who pursue their own career spend less time/attention to home. Dual career family — Both husband and wife work, they have conflicts between their work and family responsibilities.Succession planning The survival and growth of any organisation on continuous basis requires a succession of persons to fill key positions. This is done through Succession Planning. Succession planning can be defined as an executive inventory report indicating what individuals are ready to move into higher positions in the organisation. In an organisation, positions at higher levels fall vacant due to reasons like retirement, resignation, promotion, transfer, death etc. So the purpose of succession planning is to identify, groom, develop and make the people ready to occupy higher level jobs as and when they fall vacant. Succession may be from both internal /external sources. The internal source is more advantageous than external. It is also necessary to inject new blood into the organisation.TRAINING Training is the act of increasing the knowledge and skill of an employee for doing his/her job. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organisation to acquire and also to apply the required knowledge, skills and attitudes to perform their jobs effectively. Training is a learning experience that seeks a relatively permanent change in an individual that will improve his/her ability to perform his job.Training is a process of learning a sequence of programmed behaviour. It is application of knowledge.It gives people an awareness of the rules and procedures to guide their behaviour. Training is the act of increasing the knowledge and skills of an employee for doing a particular job-Edwin B.Flippo. Training is any process by which the attitudes, skills and abilities of employees to perform specific jobs are improved-Michael J.Jucious.Need/Purpose of Training To increase productivity To improve quality To help an orgn.to fulfil its future personnel needs To improve organisational climate To improve health & safety Personal growth To meet the challenges posed by the global competition SNS eS wo oS To fill the gap between what employee has and what his job actually demands 9. To improve the inter personal skillsImportance of training Favourable organisational climate 1. Better performance 2. Improved quality 3. Less supervision 4. Less learning period 5. High morale 6. Personal growth 7. 8. Helps employees to rise within the orgn. and increase their market share value, earning power and job security.9. Moulds the employees attitudes and helps them to achieve a better co-operation with the company and loyal to it. 10. Leads to low LTO and high standard of quality. 11. Helps to reduce dissatisfaction, complaints, grievances and absenteeism. 12. Vitamin pills are taken to solve personal health problems and training helps to solve our man power problems. 13. New comers can perform their job in a better way. 14. Helps the present employees by exposing them to latest concepts. 15. Old employees need refresher training to learn new concepts and use of sophisticated tools and equipments.16. Helps to prevent accidents. 17. Helps management to reduce waste. 18. Improves labour-mgt.relations and leadership skills. Hence create better corporate image. 19. Helps to improve the self confidence and encourages self development. 20. Helps employees to handle conflicts and reduce tension and stress.Methods and techniques of training 1. On-the job training 2. Off-the job training * On the job training refers to the methods that are applied in the work place,while the employee is actually working. + Off- the job training methods are used away from work places.On-the job training-OJT This training is conducted on the job/ at the work site. In this method, an employee is placed in a new job and is told how it may be performed. In ONT, a trainer/ supervisor teaches the employee. They learn the job by personal observation and also practice. It is learning by doing. It is mostly suited for jobs which can be learned quickly by watching and doing. The different methods of OJT are- a) Orientation training b) Coaching ¢)Internship d) Apprentice training e) Job instruction training f) Job rotationOrientation training- It is conducted for new entrants. It is a systematic and planned introduction of employees to their jobs, their co-workers and the organisation. It is also called Induction. The idea is to make the new employees feel at home in the new environment. Coaching- In this one, the new employees is trained/ given coaching on the job by his immediate supervisor. Internship — It refers to a joint programme of training in which schools and business co operate to enable the students to gain a balance between theory and practice. Classroom principles are better understood along with practical background in an organisation. It is usually applied to managerial personnel . Apprentice training- It is used to impart skills requiring long periods of practice as found in trade, crafts and other technical fields. It is conducted in direct association with work and under the direct supervision of experts.Job instruction training — It is a training through step-by-step learning. It involves listing all necessary steps in the job, each in proper sequence. These steps show, what is to be done, how it is to be done and why. The JIT involves the following steps: * The preparation of the trainee for instruction and present the instructions in a clear cut way. * Ask the trainee to tryout the job, if there are any errors ,they are corrected. * Encouraging the questions and allowing the trainee to work and the trainer follows up regularly. In JIT immediate feedback can be obtained. The errors can be corrected quickly. But a skilled trainer is required.Job Rotation — In this, the mgt.trainee is made to move from job to job at certain intervals. The jobs vary in content. So that they can have wider exposure. Merits of OJT: * The trainee learns on the job/work spot. * Tt is economical since no additional personnel/ facilities are required for training. * The trainee learns the rules, regulations and procedures by observing their day-to-day applications. * It is most suitable for teaching the knowledge and skill which can be acquired in a short period. * It is free from artificial situation of the class room. So it contributes to the effectiveness of the program. * It is most effective method as the trainee learns by experience, making him highly competent.Demerits of OJT : « The instructions are not given properly because of the inability of the experienced employee to impart skills to the trainee. * Learners are often subject to distractions of a noisy shop/ office. + Ifthe employee is unable to fully develop his skills, it leads to low productivity. « A poorly conducted OJT is likely to create safety hazards, results in damaged products/ materials and bring unnecessary stress to the trainces.Off-the job training It is conducted outside the work places. The actual location may be in the company class room/ in places which are owned by the company / association/ in universities. The different methods of off-the job training are- a) Lectures b) Conferences c) GD d) Case studies e) Role play f) Programmed. Instruction g) T-Group training. Lectures — It is a verbal presentation of information by an instructor to a large audience. It is a type of class room instruction. Lectures are the formal organised talks by the training specialists or the formal superior. It is one of the simple ways of imparting knowledge to the trainees especially when facts, concepts, principles, theories and problem solving abilities are to be taught. It is simple and can be completed within the given period. It can be used for large group. It saves the cost per trainee. Visual and audio visual aids can be used.It does not follow the principle of learning by practice. It is a one- way communication, so no feed back from the audience. Continuous lecture will bore the audience. Conferences — It is a formal meeting conducted in accordance with an organised plan in which the leader secks to develop knowledge and understanding by obtaining a considerable amount of participation of the trainees.It is a small GD, on organised subject matter, and on the active participation of the members involved. It is best suited for the purpose of analysing problems and issues and examine them from different views. But il is nol suitable for a small group of trainees. It slow because all trainees want to speak on a point.GD ~ It is a discussion by a group of trainees who discusses on a particular topic. They analyse the problems, causes for it and the ways to over come it. Case studies — The case is an actual event or situation on organisational problems which is a written description for discussion purpose. The case is a set of data (real/ fictional) , written or oral miniature description and summary of such data that present issues and problems calling for solutions or actions on the part of the trainee. Trainees study the cases to determine problems, analyse cases, develop alternative solutions, select the best one and implement it. This method promotes the analytical thinking and develops a persons problem solving. It is an ideal method to promote decision making abilities. It deals with real life situations. It helps to develop skills in using their knowledge.Role Play — In this one, trainees act out a given role as in a stage play. The trainees are required to enact defined roles on the basis of oral or written description of a particular situation. It primarily involves employer-employee relationship, hiring, firing, discussing a grievance procedure, conducting a interview or a salesman making a representation to a customer. It is a learning by doing. The result is known quickly. It helps to promote inter personal relations. It involves action, doing and practice. So the trainees behaviour can be known.Programmed Instruction — In this one, knowledge is imparted with the use of a text book or a teaching machine. It involves: - Presenting questions/problems to the learner. - Allowing the person to respond . - Providing feedback for his answers. - If answers are not correct, the learner reads the book and then answer until he answers correctly. - In this one, the trainees can learn at their own speed. Trainers are not intervened. Feedback is quick. The training can be given anywhere and at anytime. But the cost of preparation of book is high.T-Group training — It is also called as Sensitivity training. It is a group experience designed to provide maximum possible opportunity for the individuals to explore their behaviour, give and receive feedback, experiment with new behaviour and develop awareness of self and others. The aim of this training is to provide the participants with increased awareness of their own behaviour and how others perceive them. The emphasis is on a face to face interaction and confrontation. The specific results include increased ability to emphasise with others, improved listening skills, greater openness, increased tolerance of individual differences and increased conflict- resolution skills.T-group may be used to help participants: * Learn more about themselves especially their own weakness and emotions. « Develop insights into how they react to others and how others react to them. * Discover how groups work and how to diagnose human relations problems. + Find out how to behave more effectively in inter-personal relations and solve their problems. The drawback of this method is that once the training is over the participants are themselves again and they resort to their old habits.Other methods of training: a) b) Vestibule training- (Training-centre training)It is a class room training which is often imparted with the help of the equipment and machines which are identical with those in use in the place of work. The trainee can learn under simulated conditions, without disturbing the ongoing operations. The advantage is that the employee is relieved from the pressure of their regular work while learning. This method relates theory with practice. The trainees can learn the skills required by the job. But the setting up of a room with equipments is costly. In-basket method — It consists of files, letters, notes, documents and reports in a basket. The trainee has to deal and dispose of all the papers and files as if he works in an office. The feedback is given so that he can appraise his work. It has realism and high involvement of trainee.c) Management games- It is a training exercise stimulating a real business situation. In this, participants are divided into various teams which are placed in competition with each other in solving some problem information about which is supplied to all teams. It tests players ability to absorb information quickly and make decision under fire.Training Process The various activities involved in developing training programmes are listed below: 1.Organisational objectives and strategies The first step in the training process in an organisation is the assessment of its objectives and strategies. What business are we in? What is state of our business? Where do we want to be in the furure? It is only after answering these and other related questions that the organisation must assess the strengths and weaknesses of its human resources. 2. Assessment of training needs Necds assessment diagnoses prescnt problems and future challenges to be met through training and development. An individual needs training when his performance falls short of standard / performance deficiency is noted. Individuals also need training because of technology changes and job transfersThe group needs training when there is change in the organisation strategy. If the organisation changes or introduces a new line of products, production and sales department people to be trained to produce and sell the new products. Training can also be used when high scrap / accident rates, low morale and motivation or other problems are diagnosed. The individuals/ groups may be analysed thro’ personnel/skill inventories, MBO, exit interviews, QC’s , performance appraisals, interview, survey, rating scales cto.3. Setting training objectives After assessing training needs, training goals must be established. There are three skills are required to perform the job successfully. They are conceptual skill, technical skills and HR skills. When an employee moves to high level, his need for conceptual skill increases and technical skill decreases. The HR skill remains the same at all levels. Hence training is needed. The objectives of training are- i) To impart induction to new employees the basic knowledge required to perform his job ii) To help employces perform more effectively in the present job by updating the latest concepts iii)To prepare a second line of personnel so that they occupy higher position in future iv) To develop competency among employees in new areas.4. Designing training methods Every training programme must address certain vital issues- a) Who participates in the programme? b) Who are the trainers? c) What methods and techniques are to be used for training? d) What should be the level of training? e¢) What learning principles are needed? e) Where is the programme conducted? The training methods to be used are on the job training or off the job training .(Different methods are listed above)5. Implementation of the training programme Once the training programme has been designed, it is to be implemented. It involves the following: Deciding the location and organising training and other facilities. Scheduling the training programme Conducting the training programme Monitoring the training programme The availability of trainers with much skill is a problem. Hence they have to fix a person in advance.6. Evaluation of the programme The training programme must be evaluated since huge amount of money is spent for each training. So their uses must be judged. The main aim of evaluation is to know whether training objectives are achieved. The training programmes are evaluated by the measures of reactions, learning, behavioural change and organisation results. The cost benefit analysis must be made to evaluate the training.There are 4 categories of outcomes can be measured- 1.Reaction- Evaluate the trainees reaction to the programme. Did he like the programme? Did he think it worthwhile? 2. Learning- Did the trainee lear the principles, skills and fact that the supervisor/trainer wanted him to learn? 3. Behaviour- Whether the trainees behaviour on the job changed because of the training programme? 4. Results- What final results have been achieved? Did he learn how to work on machine? Did scrap costs decrease? Was turnover reduced? Are production quotas now being met? The feedback can be obtained thro’ questionnaire or interviews. A series of measurements are taken before the training and continues during and after the training is completed. The results are plotted in a graph to know the changes occurred as a result of training. Sometimes, pre and post tests are conducted to the training programme. Then the results of both the tests are compared after the training was over to know ite effects.Management Development Programme-MDP It is a process which improves current and future management performance of managers by imparting knowledge, increasing skills, shaping behaviour and changing attitudes. MDP is a conscious effort to improve managerial effectiveness thro’ a planned and deliberate learning process. MDP is also called as Executive Development Programme(EDP). MDP requires increasing professionalisation of management so as to replace the traditional, centralised authoritarian pattern of management by more democratic forms. The increase in productivity depends upon the competency and technical know-how of the management. Hence MDP is essential to prepare them to meet the challenges.The objectives of MDP are- 1.To develop managers to perform better on their present assignments 2. To prepare them for higher assignments 3. To provide a steady source of competent persons at all levels to meet organisational goals 4.To help them grow fast 5. To prevent obsolescence of managers 6. To replace elderly executives by highly competent and professionally qualified persons 7. To create a climate for the growth of an organisationMethods of MDP 1.On the job techniques * Coaching * Job rotation * Participation in deliberations of the Junior Board and Committees. 2. Off-the job techniques * Case study * Role play * In basket method * Management games * Sensitivity training * Simulation techniques * Conferences * LecturesSuch programmes are conducted by the following agencies: a) b) 3] In-company programmes- NLC, BHEL, ONGC, L&T, HLL, ITC, TATA’s ,SBI etc. have their own training centers in their organisation. Management Associations/ Productivity Councils eg., AIMA, MMA, FICCI, CIE etc. also organise. University departments, IIM’s, IIT’s, NITIE, ASCI, NIBM, NIPM, Defence colleges etc. also conduct MDP’s periodically for the various levels of executives.KNOWLEDGE MANAGEMENT-KM KM is a process of acquiring, generating, accumulating and using knowledge for the benefit of the organisation to enable it to gain a competitive edge for survival, growth and prosperity in a globalised competitive economy. It refers to ant system that helps people in an organisation share, access and update business knowledge and information. It is the concept of finding, gathering, assessing, organising and sharing information and knowledge. KM is the process of creating, sharing, using and managing the knowledge and information of an organisation. It refers to a multidisciplinary approach to achieving organisational objectives by making the best use of knowledge.What is Knowledge? a. Data- collection of unprocessed facts/raw data b. Information- processed data/organised/meaningful data c. Knowledge- it is the application of information Knowledge is the information i. contextual, relevant and actionable, strong experiential and reflective elements, good leverage and increasing returns, dynamic and evolves over time with experience. Knowledge is also called as Human Capital. Eg., The no.of students in a class is 80 is a data. There are 75 boys and 25 girls is information. When this information is used in a particular context, it is knowledge.When you convert the information into knowledge , there is difference between information and knowledge, ic., you make use of original data in a particular context which is good for you or the organisation that becomes knowledge. So you experience it and reflects on certain things based on the information. Hence with the help of knowledge you can have a competitive advantage over your rivals. This knowledge helps you to get better returns, to increase your efficiency and productivity. This knowledge keeps on changing/ dynamic. It is updated over a period of time. Eg., Google. So it keeps on changing over a period of time and with experience. As you grow and learn, it is changing. Since it resides with people, it is called as Human capital.Types of Knowledge 1. 2. Explicit knowledge ( codified) Tacit knowledge (embedded in the mind) Explicit Knowledge > > > Vv Structured knowledge ie., easy to codify Deals with objective, rational and technical knowledge eg., policies, goals, strategies, reports etc. Available in some form Easily shared, taught/ learned Visible information is available in reports, patents, technical specifications etc.Tacit knowledge > Unstructured knowledge > Highly personal, hard to formalize and not documented > Involves lot of human interpretation > It resides in head/ mind of people. So it is based on the experience, knowledge, intuition that a person has. > Not available or not formalSignificance of KM Is 4. Building and sharpening competitive edge for survival and growth- to develop and design appropriate corporate strategies Betterment of human relations- thro’ sharing of knowledge Improvement in organisational efficiency- it makes available the knowledge for decision making. So it increases organisational efficiency and its profits. Enhances the goodwill of the organisation. Enhancement of human capital capabilities- it motivates people to enhance their intellectual capabilities, resulting in new skills, improvement of existing skills etc. It prevents the depreciation of human capital. . To manage the knowledge workers, knowledge management is necessary . Faster decision making by reusing knowledge, since lesser time will be spent on gathering knowledge . Innovation- The unique knowledge derived from KM can help organisation to deliver innovative products and services to the customers.RESISTANCE TO TRAINING Reasons for resistance: i No relevance- Many employees feel that training is not directly linked to their job performance /their success/ their daily lives. . Punishment- Many employees see training as a type of punishment. . The control factor- The best employees who occupy leadership position don’t like being forced to do something as mandatory, and they like to be in control of the situation. . A fluid job market- Today’s employees move from one company to another quickly. Hence the employers feel it is not worth to invest in training these employees.. The Big picture is hard to see- Many employers fail to share their vision. This make employees unsecure of how they can contribute, so they resist for training. . Generational concerns- Older employees resist because they think their experience is enough. The younger workers have a feeling of know it all attitude and don’t like training. . Feeling underappreciated- Many times employees feel that they are not being listened/ appreciated. So they have a feeling that if they don’t care about us, we won’t care about them. . Fear- Fear/afraid of using technology during the training. . Timing- They don’t want to do it in their free time.OVERCOMING RESISTANCE . Identify the reasons for resistance-Get feedback and know their grievances. . Empower thro’ input- Understand what your employees find valuable/ lacking , and what they feel would bring the most value to them in the work can be offered. . Engage employees- Don’t assume that you know when training is needed. . Be flexible- They can also learn thro’ their mobile/ desktop/ e- learning and they can work at their own pace. Motivate- You have to motivate them. You can issue certificates. . Track performance- Track their daily/ weekly performance to know the progress before and after training .. Establish the concept that training is a reward- It is not a punishment/ disciplinary action, it is to help employees to excel/move forward. . Be respectful of employees time- Simplify training and it should not be too long. Be open and communicate frequently- Communicate openly and honestly and frequently about upcoming changes , new training etc. . Make it enjoyable- Fun, games, videos can be used. . Address the individual differences. Try to probe their problems during break.SELF DEVELOPMENT It refers to those activities that improve a persons talent, potential, employability, consciousness and ability to realize dreams and create wealth. In short, it is what you do to improve yourself and your prospects in life. It refers to the methods, programs, tools, techniques and assessment system that support human development at the individual level in organisations. It refers to the steps taken to better yourself such as learning new skills or overcoming bad habits. It includes activities that improve awareness and identity, develop talents and potential, build human capital and facilitates employability, enhance quality of life and contribute to the realization of dreams and aspirations.Programmes for Self Development 1. Stress management 2. Time management 3. Work life balance 4. Counseling 5. Health programs 6. Work shops 7. Seminars 8. Sessions for retirees/ about to retire to manage post retirement 9. Programs for women/housewife 10. Listening/ public speaking.