Impact of Career Planning on the

Organization Performance
By
Rania Hassan Ali
Faculty Of Commerce ,Cairo University
MBA
Human Resource Major
To
Dr. Raghda Abu Al-Saud
Research Project
 Introduction
In today's competitive climate of people-related business, it is imperative
to find a way to attract, develop, retain and motivate competent people
(Sara et al, 2010). However, a survey by the Aberdeen Group and the
Institute for Human Capital (2005) found that of the 170 organizations
studied, 57% said they were unable to attract the talent they needed to
gain a competitive advantage while 79% of the heads of organizations
anxiety was an issue. Challenges in implementing succession planning, the
CIPDs Learning and Development Survey (2012) also found that about 75%
of organizations in England reported deficits in managerial and leadership
skills resulting in lower performance in their organizations.
In order to increase the effectiveness of organizations, many resources
can be used to achieve this, including money, men and machines. People
are among the most important of these resources (Kehinde, 2012). In the
past, men working in a business enterprise had different values, they were
once referred to as a production worker, and they were called human
asylum to the organization, and today they are given more value as they
are seen as a talent operating within the organization (Kehinde, 2012)
This concept has been borrowed from intellectual capital theory which is
defined as a stock of knowledge flows available to an organization, and
these intangible resources associated with the people who make up the
tangible resources such as money and physical assets make up the market
or the total value of a business (Armstrong, 2009).
From an organization's perspective, failure to motivate employees to plan
their careers can lead to staff shortages to fill vacant positions, reduced
employee commitment and inappropriate use of funds earmarked for
training and development programs (Gupta, 2008). Using the career
planning approach, employers can train the employee on individual career
planning, and by achieving employee plans, the allocation of human
resources can be planned to achieve a balance between the goals of the
organization and the goals of the individual, which helps in increasing the
efficiency of employees in order to achieve higher performance of the
organization.
Career planning that focuses on planning employee growth and
advancement; Career planning seeks to provide direction and encourage
employees to realize their potential and ensure the best use of human
resources by more satisfied and productive employees. Career planning
facilitates expansion and growth of the organization. Personnel required
to fill future vacancies can be identified and developed in time. The
planned program for career advancement provides a higher level of talent
from within the organization, it also helps in the optimal use of
administrative resources by meeting their aspirations for growth, it
ensures satisfactory performance for employees in the ever-changing
environment.
Research Problem
Employees are the main assets of any organization; They play an active
role in the success of the company that cannot be underestimated.
Equipping these unique assets through effective career development
becomes imperative in order to maximize job performance. There is a
level from which the employees find it difficult to move up or get a
promotion, but the organization needs employees who perform their
duties well. Lack of career development after training is a problem.
Research Objectives
Knowing the impact of career planning on the performance of Almasi
Beverages Ltd.
If the company believes in expanding career planning facilities and
company growth. The career planning facilities of the company were
crucial in professional management.
A statement whether the company plans for employee growth and
advancement. The growth and development of employees in the company
has been crucial in managing career
Research Hypothesis
What is the effect of career planning on organizational performance.
Hypothesis 1- A positive relationship between career planning and
organizational performance.
Hypothesis 2 -relationship between the organisational culture and employee
skills.
Hypothesis 3 - relationship between the organisational culture and training
program.
Hypothesis 4 - relationship between the technology, and employee skills.
Hypothesis 5 - relationship between the technology, and training program.

Research Model
Research is a research model about defining our research problem and
developing the default research model.
To conduct a definitive descriptive design of the relationship between career
planning and organizational performance as Career planning as the
independent variable, Organizational performance as the dependent
variable.

Research Importance
The study will help organizations to maintain high performance by
focusing on career planning as one of the professional management
practices, which leads to increased employee motivation, reduced
employee turnover rate, and succession planning.
The study will stimulate organizations to give more attention to career
planning and career progression policies.
Literary reviews
Professionals in contemporary society express a strong desire to seek
more than just a job. They are looking for job opportunities that promise
to expand their interests, personality, and abilities. Then they want a
variety of things from their job besides a paycheck and some fringe
benefits, and their loyalty to the organization depends on the degree to
which the employer fulfills these desires (Bartlett, 2012). As living
standards improve, workers are no longer satisfied with just the usual job
and fringe benefits. They want a career that expresses their interests,
personality, abilities, and aligns with their overall life situation.
Unfortunately, most employers fail to realize this need and the tools and
experiences they provide do not enable workers to advance in their
careers (Nuzouf, 2007).
According to Armstrong (2004), career planning is of great importance to
both the employee and the organization. This is because there is an
interaction between the organization he works for and the plans and goals
of the organization through the employee's career. The employee plans
for his professional life by defining his goals and aspirations for his
professional life, which seeks to continuously acquire the administrative or
professional skills and experiences that achieve these goals and ambitions
and may bring rewards and promotion. Graham and Bennett (2005) agree
with this and argue that career planning and development implies a higher
stature and responsibilities that can occur in a single organization, through
inter-organizational mobility, or a combination of both. Employees can
move from one organization to another not necessarily in the same
profession, but perhaps from one field to another or from one level to
another (Rubens, 2010).
The current economic context, characterized by increasing competition
and integration, has led to the need to maintain a competitive advantage
in an increasingly uncertain business environment and to the introduction
and diffusion of the concept of professional management that was
previously neglected. Thus, more organizations are now beginning to
develop and implement structured planning and career development
systems for employees.
In career management, Career Planning aims at identifying the
professional needs, aspirations and opportunities of individuals and
implementing human resource development programs to support that
profession. According to Edgar Sheen, career planning (Manolescu, 2003)
is a continuous process of discovery in which the slow individual develops
his occupational concept as a result of the skills or abilities, needs,
motivations and aspirations of his own value system. Career planning is
seen as a very systematic and comprehensive process targeting career
development, implementation of strategies, self-assessment, opportunity
analysis and outcome evaluation.
Importance of Career Planning
A career may be defined as ‘a sequence of jobs that constitute what a
person does for a living’. Career planning is a process by which one selects
career goals and the path to those goals. It involves a clear selection of
career goals and career paths. It encourages individuals to explore and
gather information, which enables them to syn-thesize, gain
competencies, make decisions, set goals, and take action. It is a crucial
phase of human resource development that helps the employees in
making the strategy for work-life balance.
Career planning is needed for the following reasons:
Provides career goals and paths:
It is needed to provide career goals and career paths to an employee. It
provides clear future directions in terms of career.
Develop competencies:
It motivates and encourages an employee to develop competencies for
higher level jobs. The competencies can be conceptual, interpersonal and
technical.
Creativity:
It is needed to increase employee creativity. It is needed for innovation in
an organization. It can be lead to entrepreneurship within the
organization.
Employee retention:
It is needed for retention of qualified employees in the long-term. This is
needed to decrease costs of recruitment, selection, and training.
Motivation:
It motivates employees for higher performance. Upward movement in the
organization is based on the quality and quantity of performance.
Benefits of Career Planning:
● Career planning ensures a constant supply of promotable
employees.
● It helps in improving the loyalty of employees.
● Career planning encourages an employee’s growth and
development.
● It discourages the negative attitude of superiors who are interested
in suppressing the growth of the subordinates.
● It ensures that senior management knows about the caliber and
capacity of the employees who can move upwards.
 ● It can always create a team of employees prepared enough to meet
any contingency
● Career planning reduces labor turnover.
● Every organization prepares succession planning towards which
career planning is the first step.
Organizational Performance: is defined as the actual output of a
company measured against its intended output. It is a broad field that
deals with what an organization does and can accomplish when it
interacts with its various constituencies.
The organisational performance deals with some specific areas of the
outcomes in an organisation. The concept compares the goals and
objectives of an organisation with its actual performance in these distinct
areas.
Product market performance, market share, sales and others through its
ability to achieve social responsibility.
The financial performance includes returns on assets, profits and returns
on investments, as individuals in a competitive business environment are
considered intangible assets whose effectiveness can be measured by
measuring the extent to which employees' performance contributes to
increasing the efficiency of the organization's performance.
Shareholder return includes total shareholder return, economic value
added, etc. Shareholder value is the value that a person owns shares in
the company. It is the ultimate measure of organizational performance
and it determines the extent to which a company can enrich its
shareholders.
Organizational Performance Factors:
1. Structure of an organisation
It plays a pivotal role in its performance because it can either advance or
hinder the execution of all its policies. It is the structure that determines
how the work processes will impact profitability and how viable its
supervisory connections are.
The departmental structure is very important as it decides the reporting
hierarchy. Without proper system and structure in place it will not be
possible to accomplish effectual organizational performances nor will it be
possible to improve the quality of products and services that could
impress its clients and consumers
2. Leadership
Leadership has proved to be one of the most significant influencing factors
of organisational performance as it has a direct impact on the failure and
success of a business entity. It is a process via which one person exerts
immense influence over either another individual or a group to achieve
results that he considers viable. Leadership helps the company in taking
consistent and rational decisions.
3. Environment
The environment of a workplace has a significant impact on organisational
performance. Whether the employees of a company have the necessary
environmental condition to work satisfactorily and do they even have the
required supplies and tools to enhance their work performance are
questions that need to be addressed.
The essential elements that should be considered necessary for a pleasant
environment at the workplace to improve organizational performance are
safety, material things like light, ventilation, workspace, strategy manuals,
consumable supplies, and hardware instruments, etc.
4. Organizational culture
The organisational culture has the power to influence organisational
performance. It is actually a concept to understand the values, traditions,
customs, and beliefs of the members of a company. This analytical tool is a
significant condition that defines patterns of shared assumptions.
The nature of the organisational culture will decide whether desired
results can be obtained from the employees or not because an influential
culture will result in better performance.
5. Knowledge management
Knowledge management aims to create and exploit intellectual capital in a
manner that will prove both useful and profitable for the company. This
concept is about gathering, sharing, organizing and analyzing knowledge in
terms of people skills, documents, and resources in a deliberate manner. It
is a business tool that has become one of the best-influencing factors to
boost organisational performance.
6. Individual skills
Is the workforce having the necessary skills to boost organisational
performance because skills do matter a lot in carrying out responsibilities
in an efficient manner. One of the most critical factors that can prove a
significant influencer is whether the workforce is equipped to handle the
allotted work.
And are they equipped with proficient learning skills, communication, and
social abilities, primary reasoning power and critical thinking to make a
difference?

7. Motivation
In other words, motivation is an effectual key that nudges an individual’s
persistence power, sense of direction and intensity to work towards
achieving a goal. The motivational factors are different for every individual
and fulfill their needs in a different manner. As per a widely acknowledged
theory, human needs are categorised at five levels, and as soon as the
requirement at the lowest or first level is satisfied, the individual starts
thinking about the next and so on.
There is a slight hitch because it is imperative that the person is motivated
to seek the next level otherwise it will not have any meaning for him. The
two motivational factors are descriptive factors that include a sense of
belonging, competences, opportunities and threats and contextual factors
that include organizational strategy, working conditions, salaries, etc.
“Human Resources Management” appears at the center of the internal
factors because the effective use of human resources is of primary
importance to the organization’s survival and long term success. People
form the organization and people manage the
processes that create the product or service for which the organization is
in business. In fact, how well these human resources are managed is
probably the most critical factor in an organization’s overall performance.
Human resource is one of the critical components of an organization that
can enhance organizational performance to the highest levels. And since
professional management is one of the tools of human resources
management, and since career planning is one of the means of
professional management, therefore, individuals in any organization are
considered one of the elements that contribute to raising the level of
organizational performance, which becomes necessary to keep them
satisfied and motivated through promotions, benefits, incentives and
recognition of their efforts.
Organizations must also provide training and learning opportunities for
employees so that they can push themselves to new levels of
performance.
IRIN (2016) conducted a study on the effects of career planning on
employee performance in the public sector: The National Board of Grain
and Production Board case and found that career orientation affects
employee performance. Oduma (2014) assessed the effect of career
planning on employee performance in Public University, a case of
Kenyatta University. It was found that planning, career advancement and
mentoring had a positive effect on the performance of the staff at the
Kenya Government University.
SARAH (2010) assessed career planning, development, and employee
motivation in the banking industry: a case study for the Bank of Uganda.
The study revealed that career planning and advancement had a
significant impact on motivation. Most of these studies focused on the
relationship between career planning and employee performance,
creating a gap in its relationship to organizational performance.
The Effect of Career Planning on Organizational Performance:
The employee's career planning, according to his self-presumption, which
consists of three categories:
1. Self-awareness and readiness capabilities,
2. The development of a sense of motivation and needs,
3. The basic and important values related to the career path.
The first two categories are related to real experiences in the work
environment. Accordingly, the career planning department is; The process
of forecasting, career selection and career development that determines
the fit between an employee's interests, abilities, beliefs, psychological
conditions, traditional age values, and work and organization needs (Elahi,
2008). Shane (1996), after a lengthy study of a group of administrators
and students at MIT and the establishment of career planning, divided it
into eight types: technical and functional aptitude,
Career planning is a practice that involves an ongoing process of discovery
in which an individual develops his or her professional concept as a result
of the skills or abilities, needs, motivations and aspirations of his value
system (Cole, 2010). Swanepoel et al., (2007) suggests that while an
employee is primarily responsible for career planning, the management of
the organization can do a lot to support employees in managing their
careers and in making more realistic career decisions. Career planning
practice is seen as a very systematic and comprehensive process of
implementing strategies, self-assessment, opportunity analysis and
outcome evaluation. The process of practicing career planning includes
both organization and individual responsibility. Thus, individuals should
define their aspirations and capabilities, and through assessment and
advice, to understand their training and development needs; In terms of
technical skills and required educational progress.
To be viable, in the short term, or to maintain a competitive advantage, in
the long run, organizations must reconcile employees with the right skills
in the right positions. The type and skills of the employees vary, depending
on the scope of the company, the economic sector, the specific
technology, the characteristics of the consumer, etc. The characteristics of
the organization influence the job structure, the types of employees
assigned to each job and the methods of development on the work. Many
employers offer many promotion opportunities for certain types of jobs
(especially those involving unique skills to give value to the organization)
and limited opportunities for others (Manolescu, 2003).
According to Shane (2003), career planning is a career development
exercise that involves a continuous process of discovery in which an
individual develops his / her career concept as a result of the skills or
abilities, needs, motivations, and aspirations of his or her value system.
Career planning according to Kleinknecht and Hefferin (2002) stated that it
is a professional management practice that entails a continuous process of
self-evaluation and goal setting for both the employee and the employer
in achieving the goal of the organization. Career planning practice is
viewed as a very systematic and comprehensive process of targeting
professional management practice, implementation of strategies,
implementation of strategies, self-assessment, opportunity analysis and
outcome evaluation. The process of practicing career planning includes
both organization and individual responsibility. Thus, individuals must
define their aspirations and capabilities, and through evaluation and
advice to understand their training and development needs; In terms of
technical skills and required educational progress.
Career planning is a practice that companies rely on to build an effective
and efficient workforce for the future. This practice is based on training
need analysis to determine the training required to build the capabilities
of employees to reach a key position in the organization. Firms need to
upgrade and redefine their career planning practices that take place both
inside and outside the training program to ensure that their process will
benefit both the individual and the overall corporate strategy. Aberdeen
Group (2006), Career planning is a professional management practice that
companies need to start with as a foundation, to create a robust process
and then to invest in future training that will improve the technical skills of
employees. It is a professional management exercise of a "performance
culture" in setting up a company-wide training program policy.
The career planning process includes both organization and individual
responsibility. Thus, individuals must define their aspirations and
capabilities, and through evaluation and advice to understand their
training and development needs; The organization needs to identify its
needs and opportunities, to plan its employees and ensure that its
employees have the necessary information and appropriate training for
career development.
Therefore, career planning (Popescu Neveanu, 2003) should link individual
needs and aspirations with organizational needs and opportunities,
evaluate, advise and inform its employees on career planning, and
individual development efforts with training and development programs.
Most often this matching is not done, organizations that pay differential
attention to their employees, plan a career for high-performing individuals
with greater opportunities for promotion and do not take into account the
performance of potential employees.
The career planning model taken from the literature is presented in the
following form:

Feedback

Individual Assessment Individua

needsand andcounselingpers ldevelopmen
aspirations onnel tefforts

Harmonization Harmonization Setting on

thecareerpa
th

Organizatio Personnel Training

nalneedsandop planningand anddevelop
portunities careerinformation mentprogra
ms

Feedba

Figure 1. The career planning process

The specialized literature recommends that professional counseling
activities should be provided to all employees as a formal activity of the
human resources department. Creating a special career counseling
service, consisting of professionals with psychosocial and / or managerial
training, who know the needs of both individuals and organizations, would
lead to a better alignment between the needs of individuals with full goals
and the goals of the organization.
According to experts in human resource management (Mathis et al.,
1997), the following models of career planning are:
- Luck and Fortune model. It is this model that the employee, to get the
desired job, relies only on luck. He must be persistent and always in place
at the right time.
- "Organization knows best" model. The model is based on the fact that an
employee moves from one job to another depending on needs. This
model is mainly supported by young employees, who rely on adults for all
opinions, and less so than adult employees.
- A "self-directed" model. This model gives importance to individuals.
Employees establish their own development during their careers, while
also getting help.
Responsibility for employee career planning:
An important aspect of career planning is to determine the extent to
which both parties (individuals and organizations) are responsible for this
process. On the one hand, the individual is responsible for his
development throughout his life stages, and secondly, the organization
involved in career planning and development helps to improve the
organizational environment and enhance employee satisfaction at work.
● Individual responsibility in career planning
Individual career planning (Zlate, 2004) can be defined as all procedures of
self-evaluation, exploration of opportunities, goal setting, etc., designed to
help an individual make informed choices and changes about a career. It is
a complex procedure that requires systematic and careful thought in
formulating short and long term goals.
Therefore, career planning is based on evaluating individual skills,
interests, and motivations, on analyzing organizational opportunities,
defining their career goals, and developing a strategy to achieve those
goals.
Individual career planning ((Zlate, 2004)) can browse through five steps:
1. Self-assessment is collecting information about yourself (values,
interests, and skills) and continuously evaluating and reporting to others;
2. Exploring opportunities includes gathering information about
opportunities that exist within organizations but also outside them
(training and other development methods);
3. Making decisions and setting short and long term goals for training
requirements, job / department change, etc.
4. Planning consisting of identifying ways and means to achieve goals,
arranging their actions to achieve them, considering their consequences,
and determining deadlines and resource requirements.
5. The pursuit of achievement goals. The actions taken by the individual
represent his successes and failures, and decisions to maintain or change a
career path.
The individual job perspective (Chartered Institute of Personnel and
Development - CIPD, 2005) is determined by the individual career and
personality situation, age, family circumstances, financial expectations,
desired lifestyle, etc. Some individuals hope to promote to a senior
position within an organization, others want to take a new job in another
organization, or accept new and different responsibilities by investing in
developing new skills and acquiring new capabilities, reducing or
increasing the number of working hours, or searching for jobs with a
flexible schedule the work. All these aspects are covered by the following
structural diagram:
 P PRESENT FUTURE
AS
T

Currentprio Career and

ritiesaboutcar lifegoals
Expe eer

Figure 2. Individual’s perspective on career

● Organizational responsibility for career planning

To be viable, in the short term, or to maintain a competitive advantage, in
the long run, organizations must reconcile employees with the right skills
in the right positions. The type and skills of the employees vary, depending
on the scope of the company, the economic sector, the specific
technology, the characteristics of the consumer, etc. The characteristics of
the organization influence the job structure, the types of employees
assigned to each job and the methods of development at work. Many
employers offer many opportunities to promote certain types of jobs and
limited opportunities for others.
Organizational career planning plays a crucial role in attracting, developing
and maintaining employees. Without the organization's participation in
creating, supporting and enhancing the professional jobs of its employees,
it cannot achieve the expected results at the organizational and individual
levels.
 P PRESENT FUTURE
AS
T Current Skills
objectivesof needed
Combination developinghu toensure
ofabillities, man futureviabili
knowledgeand resourceswith ty
skills of in andcompeti

Figure 3. Organization’s perspective on career

Organizational career planning system
Due to the many changes that have emerged in the lives of individuals and
organizations, the idea of developing a steady career path has become
somewhat outdated because fewer of those are planning for the long
term. Jobs are shorter and more unstable, job security decreases and
short term employment becomes more common. Most individuals are
expected to change many jobs throughout their working lives and to
participate in a variety of projects.
The decrease in the number of jobs available within the organizations and
the restriction of managerial levels has led to changes in the traditional
path of organizational career development. There are fewer opportunities
for promotion so that employees retain the same job for longer periods
before they are promoted. The traditional career path involves upward
mobility, giving employees the certainty of well-defined reinforcement
paths. At the moment, the focus is on job rotation, multi-skill
development, and lateral promotion.
Designing and implementing a career planning system is beneficial for
organizations to identify employee development needs and match them
with business needs.
The career planning system contributes to increasing the career
satisfaction of the employees as it helps them to define and take over the
positions that are compatible with their goals and plans. From the
company’s point of view, the career planning system reduces the time
needed to fill vacant jobs, helps in succession planning (preparing
employees to fill jobs that have become vacant after employee turnover
or retirement), identifying employees with administrative capabilities and
ensuring the opportunity for all employees to define career goals and
develop plans. To achieve it.
The main components of a professional management system
Career planning systems vary in complexity and focus on specific
components of it. However, all career planning systems have the following
components:
1. A self-assessment that assists employees in setting goals, values, skills,
and behavioral trends. Psychological tests are used as "strong inventory
goals"
Reality Check: Employees are made aware of how the company evaluates
their skills, knowledge, and place in the company's plans (such as
promotion opportunities, sideways moves).
2. Setting goals: Employees set short and long term career goals related to
the respective professional jobs, the level of competency required,
identifying steps forward, and learning new skills. These goals are
discussed with the manager and recorded in the individual development
plan.
3. Planning Activities: During this stage, employees determine how to
achieve short and long term career goals. These plans may include
attending lectures and seminars, submitting applications to fill vacancies
within the company or participating in interviews.
Figure 4. The career planning process
The Roles of Employees, Managers, And the Organization in Career

1 2 3 4
. Realitycheck . Settinggoals . .
Selfas Planning
sessment activities

Planning:
Employees, managers, and organizations (Hollenbeck, et al., 2008) share
responsibility for career planning.
● The employee's role
Regardless of the operating organization, individuals should be actively
involved in managing their career, motivated by its beneficial effects on
well-being (economic and psychological point of view) (George, et al.,
2007).
- Economic viewpoint - at the most basic level, work provides income to
individuals to ensure their survival and families and the satisfaction of
other interests, hobbies and entertainment; Career opportunities are a
source of extrinsic (external) motivation for employees.
- Psychological viewpoint - This is all the expectations that employers and
their employees have of each other. In general, the psychological contract
affirms that the organization will provide job security and opportunities
for promotion if the employee remains in the company and maintains a
high level of professional performance.
Organizations with structured career planning systems expect their
employees to take responsibility for planning their careers. By providing
employees with an intensive course to familiarize them with the specific
job system of the organization; Participation is voluntary and the
employees conduct their self-assessment, define their career goals, and
prepare their own action plans.
Regardless of the complexity of the career planning system, employees
must take the following actions:
- To take the lead in the sense of soliciting feedback from colleagues and
superiors regarding the strengths and weaknesses of their skills;
- to determine the stage of career development and development needs;
To seize as many learning opportunities as possible (about sales, product
design, etc.);
To interact with employees from different work groups inside and outside
the organization (such as professional societies and project teams).
● The role of the manager
Managers play a major role in its planning process. Generally, employees
seek career advice for their line managers as they are the ones who
determine the level of training and assess their ability to be promoted.
However, managers are the main source of information on job vacancies,
training courses, and other development opportunities
The success of the manager and employee discussion of the profession
(Otte et al. 1992) depends on the achievement of the following aspects:
Managers need to get a complete picture of the employee's work-
related purposes and goals;
The manager and the employee agree on the next steps for
development;
The employee understands the manager's perception of his
performance, his development needs, and his career options;
 The manager and the employee agree on how to meet the employee's
needs for the current job;
The manager identifies resources to help the employee achieve the
committed goals set out in their discussion.
The main role of a manager (Zeus et al., 2008) within the organization is to
provide employees with career development training. The purpose of this
type of training is to help employees think about different career options
and make decisions on their behalf. The defining elements of a manager's
role in career counseling are:
• To design and implement performance appraisal systems and standards:
the role of helping to clarify the organization's opportunities to develop
and discuss options and directions for the future development
organization that employees can prepare and adapt to new requirements.
• Analyzing current and future career plans.
• Setting goals: The manager holds a unique position to assess and discuss
an employee's dedication to achieving his or her career goals. The
manager may refer the employee to assess his motivations and choices
regarding the job, and actively participate in setting career goals and
planning actions.
• Regular encouragement and support to employees while implementing
agreed strategies for the job.
•Work with employees who feel stressed or unhappy at work: Personal
problems in the workplace (for example, conflicts with colleagues or other
team members) may negatively affect an individual's performance.
Training in developing communication skills and finding ways to resolve
conflicts can improve performance and can keep the employee on a
career path.
 ● The role of the organization
Organizations are responsible for providing the resources needed to
succeed in career planning for employees. These resources include:
- Workshops on various topics (how does the career planning system,
self-assessment or goal setting work).
- Employment centers or information systems (or databases in places
where employees can learn about job opportunities or training
programs).
- Career Planning Guides (printed material to guide employee witches
containing exercises, discussions, and advice on career planning).
- Career Counseling (advice from a professional counselor who
specializes in helping employees who are interested in career planning).
- Career paths (planning work phases, identifying skills needed to
advance within the same family of channels as wireless that foster a
professional technical position in a management position).
The organization must monitor the career planning system to ensure that
both managers and employees use it properly and especially to assess its
usefulness in achieving its business objectives.
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