DEVI AHILYA VISHWAVIDYALAYA

INDORE

SESSION : 2020-2022
HUMAN RESOURCE MANGEMENT
INTERNAL : 3RD
TOPIC : CAREER DEVELOPMENT & SUCCESSION PLANNING

SUBMITTED TO: SUBMITTED BY:

PROF. RAUNAK JAIN MM SEM 2 SEC ‘A’
PRIYA OJHA
KIRAN PAWAR
NIHAL GUPTA
ALOK SHRIVASTAVA
SYNOPSIS :
1. CAREER DEVELOPMENT

a. Definition
b. Introduction
c. Concept
d. Methods
e. Conclusion

2. SUCCESSION PLANNING

a. Definition
b. Introduction
c. Concept
d. Steps involved
e. Conclusion
 DEFINITION

➢"Career development is a process in which personnel experience, concept and publicly

observable aspect of career interact to precipitate each successive stage of occupational
statuses". - Mansfield
➢ "Career development is a process of planning the series of possible jobs one may hold
in an organization over time and development strategies designed to provide necessary
job skills the opportunities arise". - Middlemist, Hill and Greer
➢ “Career development is an ongoing process that occurs over the life span; includes
home, school, and community - Pietrofesa and Spleta
➢ “career development is self-development over the life span through the integration of
the roles, settings, and events of a person’s life”. - Gysbers and Moore
 INTRODUCTION
➢According to Edwin Flippo, “A career is sequence of separate but related work
activities that provide continuity, order and meaning to a person’s life.” It is not
merely a series of work-related experiences, but consists of a series of properly
sequenced role experiences leading to an increasing level of responsibility, status,
power and rewards. It represents an organized path taken by an individual across
time and space.
➢Career Development refers to the process an individual may undergo to evolve
their occupational status. It is the process of making decisions for long term
learning, to align personal needs of physical or psychological fulfillment with career
advancement opportunities. Career Development can also refer to the total
encompassment of an individual's work-related experiences, leading up to the
occupational role they may hold within an organization.
 INTRODUCTION
➢The career development involves the process of conversion of personal career plan
into action in order to achieve career goals. There are three key heroes who share
responsibility for an employee’s career development- the employee, the
organization, and the manager.
➢Career development is indispensable for implementing career plans. It consists of
activities undertaken by the individual employees and the organization to meet
career aspirations and job requirements. An important requirement of career
development is that every employee must accept his/her responsibility for
development as all development is self-development.
➢It is based on needs of human resource and skill and potential require by the man
to perform on various jobs. The one of the important aspect of career development
is that every employee must accept his or her responsibility for development.
 INTRODUCTION
➢Career development is the interaction of psychological, sociological, economical,
physical and chance factors that shape sequence of jobs, occupations/profession or
career that a person may engage in throughout a lifetime.
➢It involves a person’s past, present, and future works roles.
➢it is linked with a person’s family life, self-concept, and all aspect of the person’s
environmental and cultural condition.
➢Career development is an ongoing and formalized effort that focuses on developing
enriched and more capable employees.
➢Super (1957) identified five stages -growth, exploration, establishment,
maintenance, and decline that were thought to capture individuals’ work related
experiences from the years of childhood to retirement.
 CONCEPT
➢The framework posits that there are four distinct career development concepts.
Each is unique, and no single career development concept is right for everyone. Of
the four, the first two have been intuitively known for some time; the final two more
recently have been recognized and apply to many people in the workplace.

➢Linear: To the person motivated by the linear concept, success only comes
from moving up the corporate ladder. This proves to be a difficult concept to yield
continuing success. Movement up the organizational pyramid provides fewer
positions into which to advance. Many who carry the linear concept are frustrated.
Many leave positions of influence when they become “topped out.” The “de-
layering” of organizational levels of the 1990s left many linear disillusioned. For
many, it is an emotionally brutal concept.
 CONCEPT
➢Expert: Success for the person motivated by the expert concept is being
known as the best among his or her peers. This includes the craft worker who
yearns to be the best welder at Amalgamated Inc. It is also the trial lawyer garnering
community recognition for a high-profile case, the surgeon with national recognition
for an innovative procedure or the accountant with the most knowledge in the
department of accounting rules. Those who carry the expert concept may have
been told in their youth to “grow up to be good at something.” Their parents or
grandparents may have been influenced by the Great Depression, during which the
employees who kept their jobs were often the ones with the best skills.
➢Spiral: Success is being able to move from one position to a related but often
broader position, usually every five to 10 years. Broadening is the key. A spiral’s
parents may have taught him to be “well rounded.” New positions are a natural
extension of the prior work. This is the engineer who migrates into project
management and then to capital budgeting and eventually to corporate budgeting
functions. Spirals amass a vast amount of knowledge and experience.
 CONCEPT
➢Roamer: Success to the roamer is being able to change jobs often.
Movement is more frequent than spirals, perhaps every two to three years, and the
succeeding jobs are often unrelated to past professional experiences. A roamer may
move from funeral director to draftsman. These are often people from the
extremes of economic backgrounds who don’t value security. They either were
raised in an upper-economic stratum and presume money will always be there or
were in a poorer economic environment and know they can survive on very little.
Roamers can play key roles in companies that are expanding, both geographically
and into new markets. They make good startup people. Roamers tend to value
work with high people involvement.
➢Each career concept has a set of underlying motives. These are the things that make
people happy at work and energize them. Linearis are motivated by power and
achievement. Experts seek expertise and security. Spirals value growth and
creativity. Roamers are passionate about variety and independence.
 METHODS
There are many methods that are used extensively for the purpose of careers
development. However mostly these are used in combination of more than one
method. Following are the commonly used methods of career development.

➢Discussion with Knowledgeable Individuals:

In this method the subordinate is combined with his superior to agree on the best
career development activities. Hence in certain cases guidance counselors and
psychologists provide this service. Moreover in case of academic institutions like
colleges and universities, specialized career planning and development guidance is
provided to the students. Professors are usually responsible for such guidance.
 METHODS
➢Company Material:
There are certain organizations that have developed certain specific material for the
development of its employees. The developed material is in accordance with the
needs of the organizations. Moreover the job descriptions can be considered as good
material that show the employees. Actually to decide whether their strengths and
weaknesses match with the requirement of any offering job within their own
organization.

➢Performance Appraisal System:

The performance appraisal system in the organizations can also be regarded as a
good source of career development. When the strengths and weaknesses of
employees are discussed with their relative supervisors than the needs for the
development of employees emerged clearly. If there is no possibility to overcome the
weakness of a certain employee, then there can be a solution of an alternative career
path for that employee.
 METHODS
➢Workshops:
Certain organizations offer the workshops for their employees that last for two or
more days. So that the employees can be able to develop their career within the
organization. The career objectives are described and matched by the employees with
the needs of the organizations. In other situations, the workshops are presented at the
community level. So that the employees may be sent or they may start the visit
themselves.
➢Personal Development Plans (PDP):
There are some organizations that encourage their employees to present their own
plans of personal development. Such a plan consists of a summary of needs of
personal development of employees along with the specified action list for the
achievement. So the management encourages the employees to analyze their
weaknesses and strengths.
 METHODS
➢Individual Career Development:

Career progress and development is largely the outcome of actions on the part of an
individual.
Some of the important steps that could help an individual cross the hurdles on the
way ‘up’ may include:

a. Performance:
Career progress rests largely on performance. If the performance is sub-standard,
even modest career goals can’t be achieved.
b. Exposure:
Career development comes through exposure, which implies becoming known by
those who decide promotions, transfers and other career opportunities. You must
undertake actions that would attract the attention of those who matter most in an
organization.
 METHODS
c. Networking:
Networking implies professional and personal contacts that would help in striking
good deals outside (e.g., lucrative job offers, business deals, etc.). For years men have
used private clubs, professional associations, old-boy networks, etc., to gain exposure
and achieve their career ambitions.
d. Leveraging:
Resigning to further one’s career with another employer is known as leveraging.
When the opportunity is irresistible, the only option left is to resign from the current
position and take up the new job (opportunity in terms of better pay, new title, a new
learning experience, etc.). However, jumping too jobs frequently (job-hopping) may
not be a good career strategy in the long run.
 METHODS
➢Organizational Career Development:

The assistance from managers and HR department is equally important in achieving

individual career goals and meeting organizational needs.
A variety of tools and activities are employed for this purpose:
a. Self-Assessment Tools:
Here the employees go through a process in which they think through their life roles,
interests, skills and work attitudes and preferences. They identify career goals, develop
suitable action plans and point out obstacles that come in the way. Two self-assessment tools
are quite commonly used in organizations.
• The first one is called the career-planning workshop. After individuals complete their self-
assessments, they share their findings with others in career workshops. These workshops
throw light on how to prepare and follow through individual career strategies.
• The second tool, called a career workbook, consists of a form of career guide in the
question-answer format outlining steps for realizing career goals. Individuals use this
company specific, tailor-made guide to learn about their career chances. This guide,
generally throws light on organization’s structure, career paths, qualifications for jobs and
career ladders.
 METHODS
b. Individual Counseling:
• Employee counseling is a process whereby employees are guided in overcoming
performance problems. It is usually done through face-to-face meetings between the
employee and the counselor or coach. Here, discussions of employees’ interests,
goals, current job activities and performance and career objectives take place.
• Counseling is generally offered by the HR department. Sometimes outside experts
are also be called in. If supervisors act as coaches they should be given clearly
defined roles and training. This is, however, a costly and time consuming process.
c. Information Services:
Employment opportunities at various levels are made known to employees through
information services of various kinds. Records of employees’ skills, knowledge,
experience and performance indicate the possible candidates for filling up such
vacancies.
 CONCLUSION
➢Career development is a continuous process where both employees as well as
employers have to put efforts in order to create conducive environment so that they
can achieve their objectives at the same time.
➢Given the present situations, if employees want their organization to give them an
opportunity to grow and achieve their ambitions, they need to be prepared for the
future jobs. The main focus of organizations is on the employability of their people.
Therefore, individuals should make sure that they have skills and competencies
plus willingness to perform a specific job efficiently. Although the organizations can
hire employees from outside but they require portable competencies in order to get
the job done.
➢Organizations likewise need to become proactive in designing and implementing
career development programs for their employees
 DEFINITION

➢Succession planning, according to Singer and Griffith, is the systemic effort by the
library to ensure continuity in key positions, retain and develop intellectual and
knowledge capital for the future and encourage individual advancement.
➢William Rothwell (2005), refers to it as succession planning and management
(SP&M): “the process that helps ensure the stability of the tenure of personnel.
➢Clutterbuck (2012) builds on Rothwell’s definition, emphasizing that succession
planning is a “dynamic process of aligning employee aspirations and talents with the
constantly evolving needs of the organization and of providing employees with the
resources and support they need to grow into new roles.
➢Hermon (2007) offers his own definition of succession planning. “It involves the
adaptation of specific procedures to ensure the identification, development, and
long-term retention of talented individuals at the upper-level of management in
libraries”
 INTRODUCTION

➢Succession Planning is the process of identifying and tracking high-potential

employees who will be able to fill top management positions when they become
vacant.
➢Succession planning is an ongoing process that identifies necessary competencies,
then works to assess, develop, and retain a talent pool of employees, in order to
ensure a continuity of leadership for all critical positions. Succession planning is a
specific strategy, which spells out the particular steps to be followed to achieve the
mission, goals, and initiatives identified in workforce planning. It is a plan that
managers can follow, implement, and customize to meet the needs of their
organization, division, and/or department.
 INTRODUCTION

➢Succession Planning, involves coaching and development of prospective successors

or people within a firm or from outside to take up key positions in an organization
through an organized process of assessment and training.
It ensures a smooth transition of power in key leadership roles. If the successor is
chosen within the organization, it will help motivate the employees, and also save
on cost and extra time which the management would have spent in scanning
candidates from other firms.
➢It ensures a smooth transition of power in key leadership roles. If the successor is
chosen within the organization, it will help motivate the employees, and also save
on cost and extra time which the management would have spent in scanning
candidates from other firms.
 INTRODUCTION
➢Succession planning can be defined as the process of identifying critical roles in a
company and the core skills associated with those roles, and then identifying
possible internal candidates to assume those jobs when the incumbents leave[1]
➢In dictatorships, succession planning aims for continuity of leadership, preventing a
chaotic power struggle by preventing a power vacuum.[2]
➢In monarchies, succession is usually settled by the order of succession.[2]
➢In business, succession planning entails developing internal people with the
potential to fill key business leadership positions in the company.
➢Effective succession or talent-pool management concerns itself with building a
series of feeder groups up and down the entire leadership pipeline or progression.[3]
In contrast, replacement planning is focused narrowly on identifying specific back-
up candidates for given senior management positions. Thought should be given to
the retention of key employees, and the consequences that the departure of key
employees may have on the business.
 CONCEPT

➢Succession planning evaluates each leader’s skills, identifying potential

replacements both within and outside the company and, in the case of internal
replacements, training those employees so that they’re prepared to take over.
Succession planning is not a one-time event; succession plans should be reevaluated
and potentially updated each year or as changes in the company dictate.
➢In addition, businesses might want to create both an emergency succession plan, in
the event a key leader needs to be replaced unexpectedly, and a long-term
succession plan, for anticipated changes in leadership.
➢Succession planning is a process of ensuring a suitable supply of successors for
current and future key jobs. It is an essential activity that focuses on planning and
managing the career of individuals to optimize their needs and aspirations. The
term succession planning can be better understood by studying its characteristics.
 CONCEPT
➢A succession of persons to fill key positions over time is essential for the survival
and success of an organization. The purpose of succession planning is to identify
and develop people to replace current incumbents in key positions in cases of
resignation, retirement, promotions, growth, expansion and creation of new
positions. Succession by people from within provides opportunities to employees
for progress in their careers.
➢In some professionally managed corporations every key executive is usually asked
to identify three or four best juniors who could replace him in his job should the
need arise. Complete dependence on internal sources may however cause
stagnation in the organization. Similarly, complete dependence on outside talent
may cause stagnation in the career prospects of present employees which may in
turn lead to a sense of frustration.
 CONCEPT

➢Succession planning is one of those initiatives that many companies don’t find the
time to start until it’s too late — if you don’t address succession planning now your
organization may end up facing the burden in the middle of a crisis.
➢Moreover, organizations that understand the need to manage the development of
their high performers are a step ahead of their competitors! The effort required to
establish a development programme for future leaders is worthwhile because it
creates a motivated and capable group of employees that are ready to move forward
in the organization when the need arises.
STEPS INVOLVED
 STEPS INVOLVED

➢STEP 1. Identify Key Areas and Positions :

Key areas and positions are those that are critical to the organization's operational activities
and strategic objectives.
Identify which positions, if left vacant, would make it very difficult to achieve current and
future business goals
Identify which positions, if left vacant, would be detrimental to the health, safety, or
security of the Canadian public.
 STEPS INVOLVED

➢STEP 2. Identify Capabilities for Key Areas and

Positions:

To establish selection criteria, focus employee development efforts, and set

performance expectations, you need to determine the capabilities required for the
key areas and positions identified in Step 1.
Identify the relevant knowledge, skills (including language), abilities, and
competencies needed to achieve business goals
Use the Key Leadership Competencies profile
Inform employees about key areas and positions and required capabilities
 STEPS INVOLVED
➢STEP 3. Identify Interested Employees and Assess
Them Against Capabilities :

Determine who is interested in and has the potential to fill key areas and
positions.
Discuss career plans and interests with employees
Identify the key areas and positions that are vulnerable and the candidates who
are ready to advance or whose skills and competencies could be developed
within the required time frame
Ensure that a sufficient number of bilingual candidates and members of
designated groups are in feeder groups for key areas and positions
 STEPS INVOLVED
➢STEP 4. Develop and Implement Succession and
Knowledge Transfer Plans :

Incorporate strategies for learning, training, development, and the transfer of

corporate knowledge into your succession planning and management.
Define the learning, training, and development experiences that your organization
requires for leadership positions and other key areas and positions
Link employees' learning plans to the knowledge, skills (including language), and
abilities required for current and future roles
Discuss with employees how they can pass on their corporate knowledge
 STEPS INVOLVED

➢STEP 5. Evaluate Effectiveness :

Evaluate and monitor your succession planning and management efforts to ensure the
following:
• Succession plans for all key areas and positions are developed;
• Key positions are filled quickly;
• New employees in key positions perform effectively; and
• Members of designated groups are adequately represented in feeder groups for key
areas and positions
 CONCLUSION

➢Businesses have always needed some form of succession planning. After all, no one
lives forever, or heads a company or a division forever. Now more than ever,
succession planning is a must. Because rapid turnover has become a way of life in
corporate circles - from the top down through every level of employment -
businesses that don’t plan strategies for meeting their future talent needs will face
disruption when key employees retire or leave.
➢PepsiCo, IBM and Nike provide current examples of the “succession-planning"
approach to succession and talent management. In these and other companies
annual reviews are supplemented with an ongoing series of discussions among
senior leaders about who is ready to assume larger roles. Vacancies are anticipated
and slates of names are prepared based on highest potential and readiness for job
moves. Organization realignments are viewed as critical windows-of-opportunity to
utilize development moves that will serve the greater good of the enterprise.