Career & Succession Management

8/4/2019 Career & Succession Management

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Career Management


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Career definedA sequence of employment relatedpositions, roles, activities andexperiences encountered by a person

Two approaches: Personal level(undertaken by the individual himself)& organizational level (designed bythe organization)


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Career Management

Attempts to influence the way the careers of one or more people develop

(a) Manage one s own career (b) Manage careers of others

Teach employees how to plan theircareer growth once they havedetermined where they want to go.


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Protean Versus Traditional

CareersIssue Traditional Career Protean CareerWho s in charge Organization Individual

Core values Advancement Freedom, growth

Degree of mobility Low High

Success criteria Position, level, salary Psychological success

Key attitudes Organizationalcommitment

Work satisfaction,professionalcommitment


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Contemporary Framework of CareerManagement

Self-Assessment

CareerChoice/Establishment

CareerManagementover life


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Self-Assessment

Understanding background,experiences, likes & dislikes identifiedby reviewing history

Clarifying your valuesInterests & passionsPreferred lifestyleLife goals & personal visionInventorying your skills


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Drucker-Managing Oneself

What are my strenghts? How do I perform?

What are my values?


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Career DevelopmentCareer Anchors


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Self Assessment

Career Autobiography (CA)The identities Exercise (IE)The Career Values Card Sort (CVCS)

The Campbell Interest and SkillsSurvey (CISS) or SIIThe 10-Years-Out Exercise (TYO)Lifestyle Representation Exercise(LRE)The Interview with Others (IWO)The Peer Coaching Exercise (PEER)

Performance Evaluation Analysis


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We need to ask.

What are the most important drivers ofour satisfaction?Is advancement in an organization thekey to our sense of succeeding?Is balancing work and family our mostimportant task?

Is having time to pursue outsideinterests or support the community acritical element in our pursuit of ameaningful life?


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The Career and LifeOrientation Index


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Mutual Discovery


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Self Concept

Self-perceived talents & abilitiesSelf-perceived motives & needsSelf-perceived attitudes and values

constitute Career Anchor the pattern of self-perceived talents,

motives, and values-serves to guide,constrain, stabilize, and integrate theperson s career.


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Schein's Career Anchors

Edgar Schein has identified eight themes which relate to workrelated preferences in people and drives them to success. Theeight themes are:

1. Technical/Functional competenceThis kind of person likes being good at something and will work

to become a guru or expert. They like to be challenged and thenuse their skill to meet the challenge, doing the job properly.2. General Managerial competence

These folk want to be managers (and not just to get moremoney). They like problem-solving and dealing with other peoplethriving on responsibility. To be successful, they also need

emotional competence3. Autonomy/IndependenceThese people have a primary need to work under their own rulesand steam. They avoid standards and prefer to work alone.

4. Security/StabilitySecurity-focused people seek stability and continuity as a primary

factor of their lives. They avoid risks and are generally 'lifers' intheir job.


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Which theme is you?

Have a think about your preferencefor working or the type of workenvironment you enjoy(ed) (ordisliked) working in: in current or past part time/full time work whilst undertaking pervious study volunteering in any past situations where you had to

solve a problem and/or generate anoutcome of some sort (sport activity forexample)


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Discovering your CareerAnchor

The simplest way of discovering your career

anchor is to list the 8 anchors on paper or

small cards and spend 30 minutes orderingthem in priority according to what drives you,

and what's important to you. Then, come back

to the 8 in two days time and see if you'd swap

anything around.


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Knowing your Career Anchor.

Helps identify the type of work/workenvironment to which you are better suited.Helps you plan your career in a way that ismost satisfying to you.Helps you identify the more appropriate

jobs on offer. Aids in your pitch for a particular positionat all three stages of the applicationprocess (cover letter/response to selectioncriteria, resume and interview).


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Organizational Career Paths

Bad news (Career is dead; long live the career)

Good newsFunctional paths- functional specialty

Industry paths- clusters Institutional sector- path with a heart Values oriented personal mission


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Career Lattice

Viable alternative for career mobility & job productivityStructure supports different pathsSkills, values, interests, competition,workplace and customer needs, andindividual and group initiativeCurrency is not advancement butlearningCareer variety


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Reframing CareerPerspective

From Career Ladder Perspective

To Career Lattice Perspective

Moves are limited Moves can go in any direction(up, down, across)

Promotions and titles are the mainrewards What people contribute mattersmost

The boss provides answers anddirection

We collaborate (Let s figure itout.)

Rewards are based on loyalty Rewards are based on results

Employees are dependent onothers

Independence, flexibility, andteamwork are the ways work getsdone


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Job Family Analysis A job family is a grouping of jobs or roles which are broadly similar in terms of skill requirements,

educational qualifications and nature of experience

Job family analysis starts by dividing the job population into job families of basically similar jobs e.g.

Credit Operations (Credit, Microcredit, Institutional Credit)

Thereafter in each job family, Key Jobs would be identified along with identifying the kind of skills

required to support those jobs.

Illustrative


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Job Families

Career BandSBU Operations

Legal,

RecoveryNPA Mgt.

Business

Development &Marketing

Internal

Audit &Vigilance

Finance

&Accounts HRDD ISD Corporate Services

1 - AM/M

(Executing)

*AM/M - Credit/Microfinance/ P &D/ SFCManagement;*AM/M (Operations) Branch;*AM/M (Operations)- Zone

*AM/M -ARD/Legal;*AM/M(Monitoring Branch);*AM/M(Legal) Zone

*AM/M- Marketing/BusinessDevelopment/CorporatePlanning & Budgeting,New Initiatives;*AM/M (BusinessDevelopment) Branch*AM/M (Business

Development) - Zone

*AM/M -Internal Audit* AM/M RiMD* AM/M(Zonal AuditCell)

*AM/M -CAD/RMD* AM/M(Support) Branch* AM/M(Support)- Zone

*AM/M HRDD* AM/M(Support) Branch* AM/M(Support)- Zone

*AM/M- ISD

*AM/M -Administration/Premises/Procurement/OfficialLanguage* AM/M (Support) Branch* AM/M (Support) - Zone

2- AGM(Operationali zing &Implementin g)

*AGM - Credit/Microfinance/ P &D/ SFCManagement ;*AGM (Operations) Branch;*AGM (Operations)- Zone

*AGM -ARD/Legal;AM/M(Monitoring Branch);

AGM- Marketing/BusinessDevelopment/CorporatePlanning & Budgeting,New InitiativesAGM (BusinessDevelopment) Branch

* AGM -Internal Audit* AGM RiMD* AGM (ZonalAudit Cell)

*AGM -CAD/RMD* AGM(Support) Branch* AGM(Support)- Zone

*AGM HRDD* AGM(Support) Branch* AGM(Support)- Zone

*AGM- ISD

*AGM -Administration/Premises/Procurement/OfficialLanguage* AGM (Support) Branch* AGM (Support) - Zone

FeederJobs

3- DGM(Integrating &Coordinating level 1)

*DGM - Credit/

Microfinance/ P &D/ SFCManagement;*DGM (Operations) Branch;*DGM (Operations)- Zone

*DGM -

ARD/Legal;*DGM(Monitoring) Branch;*DGM(Legal)-Zone

*DGM- Marketing/

BusinessDevelopment/CorporatePlanning & Budgeting,New Initiatives*DGM (BusinessDevelopment) Branch*DGM (BusinessDevelopment) - Zone

* DGM -

Internal Audit* DGM RiMD* DGM (ZonalAudit Cell)

*DGM -

CAD/RMD

*DGM -

HRDD

*DGM

- ISD

*DGM -

Administration/Premises/Procurement/OfficialLanguage

Job Family AnalysisIllustrative


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Creating Job Ladders Feeder jobs are used to arrive at job ladders - i.e. the sequence of jobs that an individual would move

through, to get to the senior roles.

Credit SFC MgtMicro

FinanceARD P & D BD

M

AM

AGM

GM

DGM

CGM

CorpPlg

Marketing NewInitiatives

Illustrative


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Creating Career Paths

Career Path Analysis involves identifying opportunities for an employee to take

on different jobs in course of his career with the organization, by way of Normal track; Fast track; Lateral paths;

Vertical paths

The rationale for normal and fast track promotions:

Normal track: Achievement of threshold Overall Performance Score andvacancies. (may not reach the top management position, but may peak at amiddle / senior management level)

Fast track: Faster career progression to employees who are highperformers with high potential. (considered for promotion after spending aminimum period in the current grade and the threshold Overall PerformanceScore)


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Creating Career PathsNormal Track

Normal track signifies the regular progression of employees within the organization based on the

average Overall Performance Score across assessment years and availability of vacancies.

AssistantManager-

Credit

AM

M

AGM

DGM

GM

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Years

Grades

Manager-Credit

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Assistant GeneralManager- Credit

Deputy GeneralManager- Credit

GeneralManager-

Credit

CGM

Chief General

Manager-Credit

Illustrative


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Creating Career PathsNormal Track

Normal track signifies the regular progression of employees within the organization based on the

average Overall Performance Score across assessment years and availability of vacancies.

AssistantManager-

Credit

AM

M

AGM

DGM

GM

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Years

Grades

Manager-Credit

24

Assistant GeneralManager- Credit

Deputy GeneralManager- Credit

GeneralManager-

Credit

CGM

Chief General

Manager-Credit

Illustrative


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Creating Career PathsFast Track

Fast Track signifies faster progression of employees on the basis of outstanding performance, potential

assessment and availability of vacancies.

AM-Credit

AM

M

AGM

DGM

GM

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Years

Grades

Mgr-Credit

24

AssistantGeneral

Manager-Credit

DeputyGeneral

Manager-Credit

GeneralManager-

Credit

CGM

Chief General

Manager-Credit

Illustrative


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Creating Career PathsLateral Movement

Progressions that occur in the same / across job families but in the same level/career band. Forexample, movement from DGM (Credit) to DGM (Microfinance), AGM (Marketing) to AGM (BusinessDevelopment) is a lateral movement.

Only between the same levels and would enable the employee to take on new responsibilities withinthe same level. This may be of two types:

Through increasing job scope:

Higher responsibility in a job having similar job responsibility/accountability

Additional responsibility that is related to existing area of work Thus preparing him for an upward movement to a higher grade

To gain diverse skills:

Similar responsibility level but different job description Handling a different department/ function Pick-up diverse skill/ experience and thus preparing him for an upward movement to a

higher grade


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AssistantManager-

Credit (BO)

AM

M

AGM

DGM

GM

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Years

Grades

Mgr Credit (BO)

24

DGM - ARD

GM-RIMD

CGMCredit(HO)

AGM -BD

DGM -DFID

GM-SFMC

CGM

Lateralmovementacross jobfamilies

Lateralmovementacross jobfamilies

Creating Career PathsThe prerequisites for lateral movement are:

Ideally occur at the mid point of an individual s term in a grade: Ensures that the employee does not miss out on promotion opportunities as compared to others who

continue on the vertical path. Provides adequate learning time for the individual to reach maturity and full effectiveness in the role

Assessment of actual vs target competency/skill levels

Illustrative


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Creating Career Paths

Vertical Movement

Vertical paths are progressions which occur from the lower level to the higher level /career band, in thesame /different departments, but within the same job family. These are of two types:

Type 1 Higher Responsibility

Elevation to a higher grade with higher responsibilities. (Handling a higher responsibility in thesame/different department, in the same job family)

Type 2 Specialist vs. Generalist

Deep specialization in one stream to advance to the next career level. Employee would grow as an expertin the same department within a job family throughout his/her career.

Specializations may be allowed in certain roles/functions/ departments, while in other departments,employees would need to follow a generalist career path (i.e. be flexible for both lateral and vertical moves

within/ across job families and across departments).


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Creating Career PathsVertical Movement

Movement from a lower to higher level in the same job family

Illustrative


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Creating Career PathsLateral Movement

Movement within / across job families in the same level

Job Family 1 (J1) Job Family 1 (J2)

Department 1 Department 2 Department 3 Department 4

Career band 1

Career band 2

Career band 3

Career band 4

Career band 5

Lateral movement in the same/across

job families but atthe samelevel/career band

Illustrative


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Creating Career Paths Movement from a lower to higher level across job families

Job Family 1 (J1) Job Family 1 (J2)

Department 1 Department 2 Department 3 Department 4

Career band 1

Career band 2

Career band 3

Career band 4

Career band 5

Vertical movement - not allowedacross job families; first theemployee needs to move laterallyacross a job family to and thenmake a vertical movement to thetarget role.

Hence if a vertical movement has to take place across job families, a lateral movement across job families is a prerequisite before the employee can move up vertically in the new job family.

Illustrative


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Identifying talent, training & developing itis the pillar of Career ManagementProcess

Enables managers to make career movesleveraging their strengths & moving into

leadership roles

ABG uses development assignments,

classroom training, coaching and


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Development assessment centers : DACs have been designed tosupport managers in assessing and developing their capabilities. Over1,200 managers across all management levels have participated in theDACs since 2003.

Individual Development Plan : Post-DAC, the developmental goalfor an individual, in terms of priorities for learning and developmentexperiences to move to the next career stage, is captured through theindividual development plan (IDP). These are monitored on a real timebasis for tracking implementation on the PeopleSoft platform.

Talent reviews : A three-tier annual talent review process, held at theunit level, business level and Group level, ensures a focused approach tothe implementation of lDP. The review discussions provide meaningful inputinto the career and succession planning process.

Talent engagement : Business heads anchor programs aimed atdeveloping leadership potential and are personally involved in the design ofspecific courses. Other initiatives, such as the Chairman's Challenge andIdeas Unlimited, provide in depth engagement opportunities with hi-potentials.

Career & Succession Management

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