CAREER MANAGEMENT

AND SUCCESSION
PLANNING

Presented by,
Sahana R M
Sowmya s
Tejaswini u
MEANING
 “Career planning is the deliberate process through which a
person becomes aware of personal career related attributes and
the life long series of stages that contribute to his career
fulfilment.”
 Career planning is a process by which one selects career goals
and the path to these goals.
 The major focus of career planning should be on assisting the
employees in achiveing a better match between personal goals
and the opportunities that are realistically available in the
organisation.
 Career planning is not an event or end in itself, but a
continuous process of developing human resources for
achieving optimum results.
According to Edwin B. Flippo, “A career as a sequence of
separate but related work activities that provide continuity, order
and meaning in a persons life.”

According to Douglas T. Hall, “An individually perceived

sequence of attitudes and behaviours associated with work related
experiences and activities over the span of the persons life.”

According to Schermerhorn, Hunt and Osborn, “Career

planning is the process of enhancing an employees future value.”

According to Schwind, Das and Wagar, “Career planning is the

process of enhancing an employees future value.”
IMPORTANCE OF CAREER PLANNING
The importance of career planning is as follows:
 To offer careers, not jobs to the employees so that talent can
be attracted and retained in the organisation.
 To have effective utilisation of human resources which will
in turn lead to greater productivity.
 To reduce employee turnover.

 To motivate the employees and to boost their morals.

 To meet the immediate and future human resource needs of

the organisation on a timely basis.
BENEFITS/ IMPORTANCE TO THE INDIVIDUAL

 It helps the individual to discover his own talents, needs and

motives related to work.
 It helps fulfil the individual’s need to know what his
position and future in the organisation will be.
 It provides greater opportunity for the individual to obtain
optimal return for his personal investment( contribution of
talent, time etc.0 in the organisation.
 It provides the individual with a greater awareness of his
work environment and hence, promotes more intelligent
decision making with respect to careers and avoids
frustration caused by lack of career information.
 It leads to optimal personal development by developing
abilities and aptitude to the full.
 It helps fulfil the individual’s need to retain a sense of
control over his personal destiny in the increasingly
complex and impersonalised modern industrial society.
 It provides greater opportunities for change in the working
environment that would otherwise lead to boredom.
 It is conducive to job satisfaction by providing assignments
most suited to the individuals needs and tastes.
 It provides a sense of affiliation with the organisation and a
feeling that the organisation is interested in the individuals
development.
BENEFITS/ IMPORTANCE TO THE
ORGANISATION
 It helps in increasing efficiency/ productivity in jobs and in
turn, effectiveness in meeting the organisational objectives
through greater creativity, motivation and contribution of the
staff.
 It helps in reducing the turnover of high potential staff and
absenteeism of all staff.
 It facilitates staff mobility by planning assignments well
enough in advance to avoid some of the obstacles which arise
when staff are required to move at short notice.
 It helps in providing greater assurance of an adequate supply of
qualified personnel for future openings in managerial, technical
and other key positions.
 It promotes continuity of organisational knowledge by drawing
more upon internal personnel resources.
 It helps in reducing pressure on job classification and other
personnel system resulting from frustrated career.
 It provides an added input in programme planning by
offering more data on the capabilities of the work force
which, in turn permits a better judgement to be made of
whether or in what manner proposed programme objectives
can be accomplished.
 It prevents organisational chaos by helping to provide a
more regulated, ordered and objective procedure for upward
mobility of the staff members.
 It promotes optimum utilisation of human resources both at
present by preventing instances of mismatched staff
members and in the future by permitting long term planning
of the development of the employees usefulness to the
organisation.
 It contributes significantly to the reduction of costs.
PROMOTION
Meaning
When there are vacancies in an organisation, they can be filled
up by the internal employees or external candidates. Though
the organisation prefers to fill up the vacancies by the external
candidates through the selection procedure, the internal
candidates may also apply for the post and may be tested and
selected for higher level job in the organisational hierarchy at
par with external candidates.
According to Paul Pigors and Charles A. Myers, “
Promotion is advancement of an employee to a better job
better in terms of greater responsibility, more prestige or
status, greater skill and especially increased rate of pay or
salary.”
According to Arun Monappa and Mirza S. Saiyadin, “
Promotion is the upward reassignment of an individual in an
organisations hierarchy, accompanied by increased
responsibilities, enhanced status and usually with increased
income though not always so.”
According to Yoder, “Promotion provides incentives to initiative,
enterprise and ambition; minimises and unrest; attracts capable
individual; necessitates logical training for advancement and
forms an effective reward for loyalty and cooperation, long service
etc.”

Types of promotion
 Horizontal promotion
 Vertical promotion

 Dry promotion
 Horizontal promotion
This type of promotion involves an increase in responsibility and
pay with the change in the designation. However the job
classification remains the same.
E.g.: a lower division clerk is promoted as higher division clerk.
In such case, the position of the employee concerned has been
upgraded with some pay increase but the nature of the job
remains the same.
 Vertical promotion

In vertical promotion, there is a change in the status,

responsibilities, job classification, and pay.
E.g.: a production superintendent is promoted as production
manager. Sometimes, this type of promotion changes the nature
of job completely, for eg, a functional head is promoted as chief
executive of the organisation. The jobs involved at these two
positions are completely different.
 Dry promotion
It refers to increase in responsibilities and status without any
increase in pay or other financial benefits. For eg: a professor in a
university becomes Head of Department. It is just an elevation of
the Professor without any increase in financial benefits.
Basis of promotion
In order to arrive at a basis of promotion, organisations have to
analyse the pros and cons of different bases of promotion.
Following are the basis of promotion:
Promotion on Merit Basis: Merit is taken to denote an individual
employees skill, knowledge, ability, efficiency and aptitude as
measured from educational, training and past employment record.
When merit is adopted as basis of promotion, an employees
competence is taken into consideration and the employee who is
found most competent is promoted irrespective of his years of
service. This competence is measured by analysing the employees
present performance and his potential for promotion.
 Promotion on the Basis of Seniority:
Seniority refers to relative length of service in the same job and in the
same organisation. The logic behind considering the seniority as a basis
of promotion is that there is positive correlation between the length of
service in the same job and the amount of knowledge and the level of
skill acquired by an employee in an organisation. This system is also
based on the custom that the first in should be given first chance in all
benefits and privileges.
 Promotion on Merit-cum-Seniority Basis

There is a great controversy on the question of whether promotions

should be given on the basis of seniority or merit. Management prefer
merit promotion to enrich the organisational effectiveness but trade union
prefer seniority promotion to satisfy the employees interests. The most
widely method of promotion combines both merit and seniority. This
policy will satisfy both management and trade union.
Two employees of equal seniority, merit or ability should be the deciding
factor.
Two employees of equal competence, seniority should be the deciding
factor for promotion.
BENEFITS/ ADVANTAGES OF PROMOTION
 promotions provide an opportunity to the present employees to move
into jobs that provide greater personnel satisfaction and prestige.
 Promotions offer opportunities to management to provide recognition
and incentives to the better employees, to correct initial mistakes in
appointments and to freeze inefficient personnel.
 Promotions serve as an orderly, logical and prompt source of
recruitment for management to fill vacancies as they arise.
 Insiders shall have no problem in handling the new jobs because they
are intimately connected with the organisation structure and different
problems. Cost of training will be much lesser.
 A sound policy of promotion will keep the morale of the employees
high and will solve many personnel problems automatically such as
absenteeism, discipline, accidents, etc.
TRANSFERS
Meaning
A transfer implies a lateral movement of an employee in the
hierarchy of position with the same pay and status. A transfer
may be defined as change in the job within the organisation
where the new job is substantially equal to the old in terms of
pay, status and responsibilities. Transfers are possible from one
department to the other or from one plant to the other. A
transfer may be either Company-initiated or employee-
initiated.
According to Yoder and associates “Transfer is a lateral shift
causing movement of individuals from one position to another
usually without involving any marked change in duties,
responsibilities, skills needed or compensation.”
According to Edwin B. Flippo, “Transfer is a change in job
where the new job is substantially the equal to the old in terms
of pay, status and responsibilities.”

Types of Transfer
1. On the basis of purpose
a) Production Transfers: These transfers are made from one
department where the labour requirements are generally
reduced to departments where labour needs are increasing
or vacancies have occurred through separations. Such
production transfers are made to prevent lay-offs.
b) Replacement Transfers: from the viewpoint of purpose,
replacement transfer are similar to production transfers as
they also try avoid layoffs. Replacement transfers are used,
however to replace a new employee with an employee who
has been in the organisation for a long time.
c) Shift Transfers: this is common type of transfer of an employee from
shift to another on the same type of work. Workers generally dislike a
second shift assignment as it affects their participation in community life.
Therefore to minimise this, shift transfers are introduced. Of course there
are certain individuals who would prefer the second or the third shift.
d) Remedial Transfers: as the title suggests, these transfers are made to
remedy the situation. For eg if the initial placement has been faulty, or
the worker cannot get along with the supervisor, a transfer to a more
appropriate job or more agreeable supervisor might result in better
performance.
e) Versatility Transfers: the objective of these transfers is to increase the
versatility of the employee by shifting him from one job to another. In
this way, the employee is provided a varied and broader job experience.
This helps the employee through job enrichment and job engagement. It
can also help him get prepared for future promotions.
f) Precautionary Transfers: such transfers are made at precautionary
measure to avoid the misuse of office or misappropriation of funds by the
employees.
2. On the basis of Unit
a) Sectional Transfers: these transfers are made with in the
department from one section to another. The main purpose
of such transfers may be to train the workers and prepare
them to handle the operations of the different sections of the
department.
b) Departmental Transfers: transfer from one department to
another department with in the plant is called departmental
transfer. Such transfers are made if the nature of work is
same or substantially the same in both the departments such
as clerical or routine jobs.
c) Intern-Plant Transfers: if there are more plant under the
control of same management, transfer may be made from
one plant to another on varied reasons such transfers are
called intern-plant transfers
BENEFITS/ ADVANTAGES OF TRANSFERS
 It increases the productivity and effectiveness of the
organisation.
 It improves the skills of the existing employees.

 It provides greater job satisfaction to the existing employees.

 It helps stabilize fluctuating work requirements.

 It remedies faulty placements.

 It increases motivation and productivity through avoidance

of monotony.
 It improves supervisor-employee relations.

 It develops the employees for future promotions.

DEMOTION
Meaning
Demotion has been defined as “the assignment of an individual
to a job of lower rank and pay usually involving lower level of
difficulty and responsibility.”
According to Dale Yoder, “Demotion may be defines as a shift
to a position in which responsibilities are decreased. Promotion
is an increase in rank and demotion is decrease in rank.”
According to Beach, “Demotion is a reassignment of an
individual to a job of lower rank and pay usually involving
lower level of difficulty and responsibility.”
NEEDS/ ESSENTIALS OF DEMOTION
POLICY
A systematic policy on demotions should contain the
following,
 The circumstances under which employees can be demoted
(reduction in operations, serious indiscipline, etc.) should be
clearly specified and made known to employees.
 The superior who is authorised and responsible to initiate a
promotion should be named.
 Any alleged violation of established rules and regulations
should be competently investigated.
 Once violations are proved there should be consistent and
equitable application of the policy.
 The policy should be fair and impartial.
 The lines of demotion (from one job to another) should be
specified.
 In case of demotions caused by adverse economic conditions
and technological changes, the basis for demotion (merit or
seniority) should be specified.
 Clear cut norms for judging merit and seniority should be
stated.
 Guidelines for determining seniority of demoted employee and
nature of demotion (permanent or temporary) should be
formulated.
 A provision should be made for appeal and review of every
demotion.
 It should be an open rather than a closed policy.
CAREER MODELS

The career management model consists of a

few important components.
• Career exploration.
• Awareness.
• Goal setting.
• Strategy development.
• Strategy implementation.
• Feedback.
• Career appraisal.
1. Career Exploration
 Career exploration is the collection and analysis of
information regarding career-related issues.
 One should aware of his own talent, interest, values, the
importance of work in is total life, about alternative jobs inside
or outside the organization. Career exploration promotes
awareness.
2. Awareness
 Exploration increases awareness. Awareness is a relatively
complete and accurate perception of a person’s own qualities
and characteristics of his relevant environment. Awareness is a
central concept in career development.
 A thorough awareness of self and environment allows a person
to set right career goals and strategies.
3. Goal Setting
 People set career goals to maintain motivation, have something to look
forward to and achieve success. Effective career goals follow the
S.M.A.R.T. model. That is, they are specific, measurable, achievable, and
realistic and have a timeline.
 Career goal must be specific and concrete in order to develop an effective
strategy to achieve the goal. The career goal of a person is to receive
quick promotion.
 It is essential to write one sentence about a career goal or objective in our
resume.
4. Strategy Development
 A strategy is a plan chosen to bring about a desired future, such as the
achievement of a goal or solution to a problem. A career strategy is a
sequence of activities designed to help an individual attain a career goal.
A career strategy is a structured approach to developing capabilities, tools,
and resources in an organization, which will enable people to navigate
their career ‘journey’ successfully.
 The establishment of a realistic goal or set of goals can facilitate the
5. Strategy Implementation
 Strategy implementation put simply is the process that puts
plans and strategies into action to reach goals. The
implementation of a reasonable strategy can produce progress
toward the stated career goal.
6. Feedback
 Feedback is a response towards the sender about a message.
The implementation of a career strategy can provide useful
feedback to the person. This feedback can enable the person
to appraise his career.
 To verify the effectiveness of career progress, a person must
have feedback. The accomplishment of a career goal is
confirmed by feedback. There are some tips for effective
feedback. Feedback should be specific, timely and sincere.
7. Career Appraisal
 Whether or not a person is making progress toward a goal, the
implementation of a career strategy can provide useful
feedback to the person. This feedback, in conjunction with
feedback from other work and non-work sources, can allow a
person to appraise his or her career.
 Career appraisal is the process by which people acquire and
use career related feedback to determine whether their goals
and strategies are appropriate. Career appraisal permits a
person to monitor the course of a career, represents adaptive,
and feedback functions of career management.
 The career appraisal process may lead to a reexamination of
career goals. The additional information obtained from career
appraisal becomes another tool for career exploration that
continues the career management cycle.
CAREER STAGES
 The stage through which an individual’s career evolves is
termed as “career cycle”. Every individual’s career goes
through stages and the stage that the individual is in will
influence his preference for various occupations

Growth stage

Exploration

Establishment

Maintenance

Decline
 The main stages are as follows:

1. Growth Stage: It lasts from birth to age 14 and is a period during which the
person develops a self-concept by identifying and interacting with other people
such as family, friends and teachers. In this stage the individual develops a
unique self concept. Towards the end of this stage the adolescent begins to think
realistically about alternative occupations.

2. Exploration Stage: It is the period between the ages of 15 to 24. In this stage the
individual seriously explores various occupational alternatives. The individual
attempts to match these alternatives with what he has learned and in relation to
his interests and abilities. Tentative broad occupational choices are usually made
during the beginning of this period. In this stage the individual has to develop a
realistic understanding of his abilities. The individual must make sound
educational decisions based on reliable sources of information about occupational
alternatives.

3. Establishment Stage: It is between the periods of 24 to 44 years during the work

life of individuals. During those periods it is hoped a suitable occupation is found
and the person engages in those activities that help him in his career.
 The establishment stage is subdivided into the following:
 Trail sub-stage: During this period the individual determines whether or
not the chosen field is suitable.
 Stabilization sub-stage: Here the individual sets firm occupational goals
and takes measures to achieve them.
 Mid – career crisis sub-stage: During this period people often make a
major reassessment of their progress relative to original ambitions and
goals. Also during this period, people have to decide how important work
and career are to be in their life. It is often during this stage that the
individual is faced with difficult choices between what he or she really
wants, what really can be accomplished and how much can be sacrificed
to achieve it.
4. Maintenance Stage: Between the ages of 45 to 65, many individuals
move from the stabilization sub stage directly to the maintenance stage.
During this stage the individual has created a position and more efforts
are directed at maintaining that position.
5. Decline Stage: This is the deceleration period as retirement approaches.
This is the period which many people are faced with the prospect of
having to accept reduced levels of power and responsibility.
Role of Employees in Career Management:
 The employee, the manager, and the employer all have roles in the employee’s
career development. For example, the manager should provide timely and
objective performance feedback, offer developmental assignments and support,
and have career development discussions with the employee.
 He or she should act as a coach, appraiser, advisor, and mentor, listening to and
clarifying the employee’s career plans, giving feedback, generating career
options, and linking the employee to organizational resources and career options.
 For its part, the employer should provide career-oriented training, development,
and promotional opportunities, offer career information and career programs,
and give employees a variety of career options.
 Ultimately, however, it is the employee who must shoulder responsibility for his
or her own career; assess interests, skills, and values; seek out career information
resources; and generally take those steps that must be taken to ensure a happy
and fulfilling career. For the employee, career planning means matching
individual strengths and weaknesses with occupational opportunities and threats.
 In other words, the person wants to pursue occupations, jobs, and a career that
capitalize on his or her interests, aptitudes, values, and skills. He or she also
wants to choose occupations, jobs, and a career that make sense in terms of
projected future demand for various occupations. Ideally, he or she should create
in his or her mind an ideal future “self” to strive for.
Role of Manager in Career Management:
 Understanding the employee, their career goals and aspirations.

 Have dedicated career conversations.

 Help the employee to understand the University's philosophies

and protocols around career development.
 Provide encouragement and support to the employee regarding
career development.
 Provide guidance to the employee on appropriate development
opportunities.
 Share and promote potential career moves with the employee.

 Align employee's career aspirations with the priorities and

goals of the department, business unit or faculty and the
university's vision.
 Provide feedback on the development process.
ROLE OF HRM IN CAREER
MANAGEMENT
A. The Employee’s Role:
 Employees are more responsible for initiating and
managing their own career planning than their
organization.
 1. Employees must identify their knowledge, skills,
abilities, interests and values.
 2. They must seek out information about career options

to set career goals and develop career plans.

 .

CONTD…….
B. The Organization’s/Manager’s Role:
 If career development is to succeed, the senior level managers and HR
managers must work together to design and implement a career development
system.
 1. Managers should encourage employees to take responsibility of their own
career.
 2. They must offer assistance in the form of feedback on individual,
performance.
 3. They must make available information about the organization, the job and
career opportunities in the organization.
 4. The organization is responsible for supplying information about its
mission, policies and plans for providing support for employee self-
assessment, training and development.
 5. One of the important supports comes in the form of mentoring. Receiving
advice and counsel from someone who has gone through similar experiences
will be invaluable to employees
ROLE OF COMPANY IN CAREER
MANAGEMENT
Company’s Role in Career Management
Companies are responsible for providing employees
with the resources needed to be successful in career
planning:
o Career workshops

 Information on career and job opportunities

 Career planning workbooks

 Career counseling

 Career paths
MEANING OF SUCCESSION PLANNING
Succession planning is the identification of job
vacancies that can be expected to occur through
retirement or attrition & the strategic consideration of
where & how internal candidates might fill those
vacancies.
ADVANTAGES OF SUCCESSION
PLANNING
 It serves as contingency planning and keeps the organization
well prepared for any sudden attrition that may happen and
reduces the impact of losing key employees to a great extent
 By insisting on succession planning, managers get to identify
various skill-sets among the team members and their strengths
come to light
 Also, employees who are identified as successors based on the
skill-sets they possess can be groomed well to handle the
relevant positions, and any skill-set that is lacking in the
employee can be developed by providing appropriate training
and opportunities
 Employees get to have a well-defined road map of their career
and it serves as a motivation factor for them to perform even
better
CONTD……
 Employees who get to understand that their organization
has future plans for them, will tend to stay with the
organization for longer time
 Internal employees already have a good understanding of
the organization and its goals. Thus, it saves a
considerable amount of time and cost for the
organization in hiring and inducting new candidates for
these positions
 Overall, it creates a very positive atmosphere within the
organization and leaves employees feeling extremely
satisfied in terms of career progress and highly
motivated
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