CAREER PLANNING, DEVELOPMENT

AND SUCCESSION PLANNING

PRESENTED BY:
ROHINI B. AGRE
CAREER PLANNING AND CAREER DEVELOPMENT
PROCESS
INTEGRATION OF CAREER DEVELOPMENT PROCESS
WITH FAMILY ISSUES
DEVELOPING CAREER PATHS COMPATIBLE WITH
CHANGING NEEDS
STEPS IN CAREER PLANNING

Preparing Personnel Skills Inventories

Developing Career Paths

Put Right Man AT the Right Place

Impart Training

Review and Counselling

SUCCESSION PLANNING

• A deliberate and systematic effort by an organization to

ensure leadership continuity in key positions, retain and
develop intellectual and knowledge capital for the future,
and encourage individual advancement.
 STEPS IN SUCCESSION PLANNING

Prepare and
Ensure congenial
develop a
organizational
management Develop a good Prepare the
Staffing and environment to
staffing plan, for performance management
development retain the desired
all anticipated appraisal system resource inventory
managerial
needs in different
personnel
time frames
IMPORTANCE OF SUCCESSION PLANNING

• Accelerating employees’ career development along with talent retention

• Supports the ongoing needs for manpower replacement & accordingly,
facilitate in developing suitable training and development programs
• Helps in increasing talent pool
• Adds value to the strategic plans
• Makes career development opportunities available for all employees of the
organization
• Motivates employees and improves their morale
• Values diversity
 MODELS OF SUCCESSION PLANNING

Succession planning by Succession planning by “Top-Down” succession

“Position” “Creating Pools” planning
• This model has • Creating pool of • Also known as “bottom-
operational simplicity potential individuals by up” succession plan
as identification is on the task force • Future mapping of
the basis of • Less biased as the competencies based on
performance and selection is based on the organizational
qualifications the recommendation of requirements and
• Cheapest and quickest cross-functional team relating the same to the
method members presently available
competencies
• Complete transparency
MANAGEMENT DEVELOPMENT PROGRAM (MDP)

• Scientific training process for managers and executives to enrich

their knowledge and skills, so as to make them competent to
manage their organizations effectively
CHARACTERISTICS OF MDP

• Continuous process
• Knowledge updating activity
• Vehicle for attitudinal change
• Stimulant to higher competence
• Deficiency improver
• Self-development process
COMPONENTS OF MDP

• Selection
• Intellectual conditioning
• Supervised training
STEPS OF MDP

• To look at the organization’s objectives

• To ascertain the development needs
• To appraise the present performance of managerial staff
• To prepare manpower inventory
• To plan for individual development programs
• To establish training and development programs
• To evaluate different programs as above
OBJECTIVES OF MDP

• Primary objective: to make the executives and managers vis-à-vis the organizations socially
responsive and managerially competent to survive in an atmosphere of uncertainty
• For top-management
1. Improve the thought process and analytical ability
2. Broaden the outlook (role, position, responsibilities) in and outside the organization
3. Think through the problems (present & future)
4. Understand economic, technical and institutional forces to solve business problems
5. Acquire knowledge about the problems of Human Resources
CONTD…

• Middle-level management
1. Establish clear picture of executive functions & responsibilities
2. Bring an awareness of broad aspects of management problems, and an acquaintance with and
appreciation of interdepartmental relations
3. To develop the ability to analyze problems and take proper actions
ORGANIZATIONAL DEVELOPMENT (OD)

• Organization Development is an effort planned, organization-wide, and

managed from the top, to increase organization effectiveness and health
through planned interventions in the organization's 'processes,' using
behavioral-science knowledge
CHARACTERISTICS OF “OD”

• Planned organization change

• Planned intervention
• Top management commitment to OD
• Social philosophy as a norm of change
GOALS OF “OD”
• To emphasize the need for changing from close system to open system by inculcating various changes in
the organization
• To supplement authority and hierarchical role with knowledge and skills, to create a more congenial
work environment
• To build mutual trust and confidence in the organization for managing people and reducing conflict
• To change structure and roles inconsistent with accomplishment of goals
• To encourage sense of ownership & pride in the organization
• To decentralize decision making close to the source of activity
• To emphasize on feedback, self control and self-direction
• To develop the spirit of cooperation, mutual trust and confidence
• To develop reward system based on achievement of goals and development of people
ROBERT BLACK & JANE S. MOUTON (1963)’S 6-PHASE
APPROACH TO “OD”

1. Investigation by each member of the organization of his own managerial

styles
2. Examination of boss subordinate relationship
3. Analysis of work team action
4. Exploration of coordinated issues of interrelated terms
5. Identifying and defining major organizational problem areas
6. Planning for executing agreed upon solutions that result in changes in the
organization
STEPS IN “OD” Identification
and diagnosis of
problem

Developing
strategy

Implementing
the program

Reviewing the
progress of the
program
THANK YOU