Manpower planning provides an inventory of skills and potentials available within an organization. But career planning determines who could be groomed for higher level assignments, where, when and how. Manpower planning provides information on the human resources available within the organization for expansion, growth and technological innovations. But career planning only tells us who could succeed in case of retirement, death, resignations, etc. of existing personnel.




Career planning covers all levels of employees. Whereas succession planning is generally required for higher level executives. Career planning is based on a succession plan for the higher level executives. Whereas succession plan involves identification of successors. Succession planning motivates employees and facilitates continuity of the organization. Career planning may consist of charts showing the career paths of different categories of employees showing how they can advance up in the organization. Whereas a succession plan consists of a runner up chart or succession chart for a particular position.


market trends expectations of the society company relocations family message market demand / supply family relocations friends message technology / changes job outgrowing society message media message job burnout .

corporate objectives criteria for promotions performance management systems competency requirements change corporate strategy organization succession plans merger/ acquisitions organization culture changes potential assessments organization structure organization development programs organization future needs .

Growth Exploration Establishment Maintenance Disengagement .

fit between self and work Establishment Advancement.8 Exploration Developmental tasks Identify interests. change balance between work and nonwork Phasing out of work Activities Helping Learning Following directions Apprentice Making independent contributions Colleague Training Sponsoring Policy making Mentor Relationships to other employees Typical age Years on job Sponsor Less than 30 Less than 2 years 30 ² 45 2 ² 10 years 45 ² 60 More than 10 years 61+ More than 10 years . security. skills. update skills Disengagement Retirement planning. develop life style Maintenance Hold on to accomplishments . growth.11 .

Withdrawal ± individual contemplates retirement or possible career changes Maintenance ± individual tries to maintain productivity while evaluating progress toward career goals Advancement ± people focus on increasing their competence Establishment ± the person learns the job and begins to fit into the organization and occupation .

More of learning happens.` ` The first stage is basically getting the knowledge from the institutes. This stages basically develops skills essential for getting that right job. .

.` ` ` The right job is with you. What next? Young professionals enter an organization with technical knowledge often without understanding the organization·s demands and expectations.

love Emotional Do I matter? .Newcomer-Insider Psychological Contracts for Social Support Function of Supportive Attachments Direct assistance Provision of information Examples of Insider Response Supervisor cues newcomer Mentor gives advice Supervisor offers feedback Newcomer is apprenticed Others (new) empathize Type of Support Protection from stressors Newcomer Concern What are the risks? What must l know? How am I doing? Who do I follow? Informational Evaluative Feedback Modeling Evidence of standards Empathy. esteem.

. One must be able to accept the psychological state of dependence. They are expected to show competence include learning and following instructions.` ` ` ` They must work with more experienced people. The relation with those experience is sometimes called apprenticeship.

This stage gives him freedom to work independently. The person gains technical expertise in a content area. He becomes the independent contributor of ideas in a chosen area. he moves to establishment. .` ` ` ` Once the employee is through with the dependence stage.

People at times fail at this stage because of the lack of self confidence.` ` ` He is expected to rely much less on others direction. . The high contrast between this stage and the previous stage leads to failure.

` ` ` ` The persons who are at this stage are expected to become mentor for those who are at exploration stage. They tend to deal more and more with people outside the organization. Their interests broadens. Their central activities are of training and interaction with others. .

Psychosocial functions provided by a mentor Role modeling Acceptance and confirmation Counseling Friendship Characteristics of good mentoring relationships ±Regular contact ±Consistency with corporate culture ±Training in managing the relationship ±Accountability ±Prestige for mentor .

relationship egins Cultivation .relationship has new identity .Initiation .relationship gains meaning Separation .protégé asserts independence Redefinition .

` ` ` Mentored individuals earn higher salaries Mentored individuals have higher promotion rates Mentored individuals are better decision makers .

a work schedule that allows employees discretion in order to accommodate personal concerns Eldercare .assistance in caring for elderly parents and/or other elderly relatives .` ` Work-home conflicts more likely affect women Organizations· attempts to help Flexible Work Schedule .

a point in an individual·s career in which the probability of moving further up the hierarchy is low Firms respond with Lateral moves Project teams Affirmation .` ` Career Plateau .

This can also cause psychological stress. . Persons who cannot cope up with this requirements may decide to shift back to establishment. People who derive satisfaction by seeing others moving up can survive until their retirement.` ` ` ` They assume the responsibility for the work of others.

` ` ` ` Most of the people retire in stage of maintenance . Its fundamental characteristic is that it involves shaping the direction of the organization itself. These professionals direct their attention to long range strategies. Their primary job is to identify and sponsor the careers of their successors. .

.` The last significant move in disengagement stage is to accept the sub-ordinates decisions without second guessing them.

` ` Plan financially Plan psychologically Bri ge Empl yment ² employment that takes place after a person retires from a full-time position but before the person·s permanent ithdra al from the orkforce .

Spouse Dual Careers Health Income .

Child Homemaker Student Worker Citizen Leasurite .

Stages enter adult world 22-28 settling down 33-40 enter middle adult hood 45-50 Periods transition in period stability transition out period culmination of middle adult hood 55-60 .

pay package variety tasks job independence job security job prestige contribution to society freedom on the job meet lifestyle preferences .

more experience support for aptitude support for aspirations more education more training support for attitude support for motivations skills variety support for commitment .

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