Career and Sucession Planning Lect 9

8/7/2019 Career and Sucession Planning Lect 9

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y Careery A career is a sequence of positions occupied by a person

during the course of his or her life.

y Sequence of jobs that make up what a person does for aliving

y Career planningy Systematically matching career goals, individual

capabilities and opportunities for fulfillment.y Important because the consequences of career success

or failure are linked closely to each individual's self-concept, identity, and satisfaction with career and life.


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y Sustainable career advantagey Combination of personal attributes, skills and

capabilities that allow a person to consistently

outperform othersy Revolves around professionalism, leadership, self-

management, communication, critical thinking,teamwork and continuous learning


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y Career managementy is the process of career planning and management

succession.

y

Career planningy shapes the progression of people in an organization

according to organizational needs and assessments of theperformance, potential and preferences of individualemployees.

y Management succession planningy takes place to ensure as far as possible that the

organization has the managers it requires to meet futurebusiness needs.


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y To ensure that the organizations needs formanagement succession are satisfied.

y To provide men and women of promise with a

sequence of experience, supplemented but neverreplaced by training, which will equip them forwhatever level of responsibility they have the abilityto reach.

y

To give individuals with potential the guidance andencouragement they need if they are to fulfill theirpromise and achieve a successful career with theorganization in line with their talents andaspirations.


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y Career planning is the process by which one selectscareer goals and the path to these goals.

y Career planning is a continuous process.

y

Guidelines to help an individual in planning a career;y Choose a field of employment and focus on career goals.y Assess indicators of job change.y Plan the exit carefully.


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Career planning that focuses on jobs and onconstructing career paths that provide for the logical

progression of people between jobs in an

organization.


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Career development consists of of the personal actionsone undertakes to achieve a career plan.


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There are four main theories:

Roes theory of career choice

Ginzbergs developmental theory

Supers self concept theory

and

Crites model of career maturity theory.


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Roe explored family influences on career development and developed aplan for categorizing occupations by type and level.

Ginzberg: and his associates created a developmental theory withspecific sequential periods and stages that describe the process ofcareer development. Adolescents go through three career choicestages fantasy, tentative, and realistic.

Super: Individuals self-concept plays a central role in career choice.Super stated that the implementation of self-concept is a key factorthat influences career development over the life span.

Crites and others helped to establish that the career maturity of

adolescents and the career adaptability of adults are usefulconstructs in identifying who is more likely to experience problemsin completing career development tasks.


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Sociocultural influences

Socioeconomic status Adolescents with parents whograduated from college are more likely to pursue highereducation as an immediate career. Where you come fromis where youre going.Parents and peers Parents have a tremendous

influence on career choices both by support andmodeling.School influences Too few counselors and too littletime for teachers are two factors that inhibit qualitycounseling for adolescents making career choices.

Ethnic minority adolescents Once again, parentalinfluence is strong in decisions made by the individualand groups..


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y Employee development: the combination of formaleducation, job experiences, relationships, andassessment of personality and abilities to help

employees prepare for the future of their careers.y Development is about preparing for change in the

form of new jobs, new responsibilities, or newrequirements.


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y Protean career: a career that frequently changesbased on changes in the persons interests, abilities,and values and in the work environment.

y To remain marketable, employees must continuallydevelop new skills.


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y An employee starts out as a sales person, then becomesan account manager, gets promoted to sales manager,and is now VP of Sales. Which type of career did this

employee have?A. Protean

B. Traditional

C. Glass ceiling

D. Dead end


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For l c tion

y These may include:y Workshops

y Short courses

y Lectures

y Simulations

y Business games

y Experiential programs

y Many companies operatetraining anddevelopment centers.

y Collecting informationand providing feedback

to employees about theirbehavior,communication style, orskills.

y Information forassessment may comefrom the employees,their peers, managers,and customers.

Ass ss nt


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One ay t evel e l yees is t e in it anassessment which ay c nsist f assi ning an

activity t a tea and seeingwho rings what s ills

and strengths to the tea .


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Myers-Briggs Type Indicator (MBTI)

Assessment Centers

Benchmarks Assessment

Performance Appraisal

360-Degree Feedback


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y It is a psychological testthat identifiesindividuals preferencesfor source of energy,means of informationgathering, way ofdecision making, andlifestyle, providing

information for teambuilding and leadershipdevelopment.

y This is the most populartest for employeedevelopment.

y The assessment consistsof more than 100questions about howthe person feels or

prefers to behave indifferent situations.


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Assessment Centers

y An assessment process inwhich multiple raters or

evaluators (assessors)evaluate employeesperformance on anumber of exercises,

usually as they work in agroup at an offsitelocation.

y A measurement tool thatgathers ratings of a

managers use of skillsassociated with successin managing.

Benchmarks


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y Performance appraisals can be useful foremployee development under certain conditions:

1. The appraisal system must tell employees

specifically about their performance problems andways to improve their performance.2. Employees must gain a clear understanding of the

differences between current performance andexpected performance.

3. The appraisal process must identify causes of theperformance discrepancy and develop plans forimproving performance.


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y 360-degree feedbackcan be used fordevelopment purposes:

1. The rater would identify an area of behavior as a

strength of the employee or an area requiringfurther development.2. The results presented to the employee show how he

or she was rated on each item and how self-evaluations differ from other raters evaluations.

3. The individual reviews the results, seeksclarification from the raters, and sets specificdevelopment goals based on the strengths andweaknesses identified.


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y Ram participated in leaderless group discussions andin-basket exercises and was observed by a number ofraters. Which assessment method was used for Ram?

A. InterviewB. Performance appraisal

C. Assessment Center

D. Coaching


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y Job experiences: thecombination ofrelationships, problems,

demands, tasks, andother features of anemployees jobs.

y Most employee

development occursthroughjob experie ces.

y Key job experienceevents include:y Job assignmentsy Interpersonal

relationshipsy Types of transitions

y Through theseexperiences, managers

learn how to handlecommon challenges,and prove themselves.


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Working outside ones home country is the mostimportantjob experie cethat can develop an

employee for a career in the global economy.


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y Interpersonal relationships: employees can alsodevelop skills and increase their knowledge about theorganization and its customers by interacting with a

more experienced member:y Mentoring

y Coaching


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y Geeta is in the process of understanding whatpossibilities exist for her within the organization basedon her strengths and developmental areas. Which

phase of the career management process is she in?A. Self Assessment

B. Reality Check

C. Goal Setting

D.Action Planning


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Data Gathering:Self-Assessment

y The use of information by

employees to determinetheir career interests,values, aptitudes,behavioral tendencies, anddevelopment needs.

y MBTIy Strong-Campbell Interest

Inventory

y Self-Directed Search

y Information employersgive employees about

their skills andknowledge and wherethese assets fit into theorganizations plans.

Feedbac


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Goal Setting

y Based on theinformation from the

self-assessment andreality check, theemployee sets short- andlong-term careerobjectives.y Desired positionsy Level of skill to applyy Work settingy Skill acquisition

y Employees prepare anaction plan for how they

will achieve their short-and long-term career goals.

y Any one or a combinationof development methodsmay be used.

y Approach used depends onthe particular developmentneed and career objectives.

Action lanning&Follow-U


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Career Development Plan


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Glass Ceiling

Circumstances

resembling aninvisible barrierthat keep most

women andminorities fromattaining the top

jobs inorganizations.

Circumstances

resembling aninvisible barrierthat keep most

women andminorities fromattaining the top

jobs inorganizations.

SuccessionPlanning

The process of

identifying andtracking high-potentialemployees who

will be able tofill topmanagementpositions whenthey become

vacant.

The process of

identifying andtracking high-potentialemployees who

will be able tofill topmanagementpositions whenthey become

vacant.

DysfunctionalManagers

A manager who

is otherwisecompetent mayengage in somebehaviors thatmake him or herineffective oreven toxic stifles ideas anddrives awaygood employees.

A manager who

is otherwisecompetent mayengage in somebehaviors thatmake him or herineffective oreven toxic stifles ideas anddrives awaygood employees.


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Indra Nooyi became the first woman CEO of PepsiCo in2006.

Her success at the company gives her the distinction ofbeing one of the women to break through the glassceili g.


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Succession Planning

hSuccession planning

Technique that identifies specific people to fill future openings in key positions throughout the organization.

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What is Succession PlanningWhat is Succession Planning

A systematic process of preparing for future changes of leadership in key positions,

retain and develop intellectual and knowledge capital for the future, and encourage

individual advancement. It is designed to be ongoing, owned by leadership. It encourages

a focus on aligning staff and leadership with the library's strategic goals and objectives.

It is more than replacement planning, it aims at raising competencies of available

personnel to meet the future personnel demands at higher roles

Provides the organization with a back up and ensures that loss of key personnel does not

lead to loss of the organizations intellectual capital or disrupt operations


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When and Why Succession PlanningWhen and Why Succession Planning

Is an ongoing process

Being proactive as an organization in case of

retirements, resignations, terminations, deaths,

accidents, transfers etc.

Assists with continuity and transfer of key and much

needed skills and experience in the organization and

the profession as experienced people retire and

leave the profession

Builds loyalty, motivates and prepares interested

employees for more challenging tasks


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Process for

Developing aSuccessionPlan


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yWhen a manager is an otherwise valuableemployee and is willing to improve, theorganization may try to help him or her change the

dysfunctional behavior:y Assessment

y Training

y Counseling

y Specialized programs include IndividualCoachingforEffectiveness (ICE)y This includes diagnosis, coaching, and support activities

tailored to each managers needs.


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y Employee development is the combination offormal education, job experiences, relationships,and assessment of personality and abilities to help

employees prepare for the future of their careers.

y Training is more focused on improvingperformance in the current job, but trainingprograms may support employee development.


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y In modern organizations, the concept of a career isfluid a protean career that changes along withchanges in a persons interests, abilities, and values

and changes in the work environment.y To plan and prepare for a protean career requires

active career management, which includesplanning for employee development.

yAssessment can help the organization identifyemployees with managerial potential or identifyareas in which teams need to develop.


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yAssessment centers combine a variety of methodsto provide assessment information. Managersmust share the assessments, along withsuggestions for improvement.

yJob experiences contribute to developmentthrough a combination of relationships, problems,demands, tasks, and other features of anemployees jobs.

y Organizations can ensure that women andminority employees receive access to developmentresources such as coaches and mentors.


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Career management policies Demand/supply forecastsCareer dynamics*

Potential assessment Succession planning Recruitment

Self-assessment Career planning Induction training

Management

development

Career

counselling

Mentoring

and coaching

Management

training

Career progression

* How career progression takes place in the organization

THE PROCESS OF CAREER MANAGEMENT

Career and Sucession Planning Lect 9

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