BALANCING INDIVIDUAL AND

ORGANIZATIONAL NEEDS
THE CHANGING CAREER PARADIGMS
OLD PARADIGMS
Job Security
Longitudinal Career Paths
Job/Person Fit
Organizational Loyalty
Career Success
Academic Degree
Position/Title
Full-Time Employment
Retirement
Single Jobs/Careers
Change in jobs based on fear
Promotion highly tenure based

NEW PARADIGMS
Employability Security
Alternate Career Paths
Person/Organization Fit
Job/Task Loyalty
Work/Family Balance
Continuous Relearning
Competencies/Development
Contract Employment
Career Sabbaticals
Multiple Jobs/Careers
Change in jobs based on
growth
Promotion highly performance
based

THE PSYCHOLOGICAL CONTRACT
The overall set of expectations held by an individual with respect to
what he or she will contribute to the organization and what the
organization will provide in return.

Contributions from
the Individual
Effort
Ability
Loyalty
Skills
Time
Competencies
Inducements from
the Organization
Pay
Job security
Benefits
Career opportunities
Status
Promotion opportunities
CAREER MANAGEMENT PROCESS

STEP 1 INDIVIDUAL
ASSESSMENT

STEP 2 INTERPERSONAL
ASSESSMENT

STEP 3 ORGANIZATIONAL
ASSESSMENT

STEP 4 ACTION PLANNING

Who am I? (Career Stage, Path
Preference, Political Style)



How do other see me? (Self-
insight, image, political style,
personality)

What are my options within
the organization?
(Knowledge of the
organization, future trends,
options, opportunities)

How do I achieve my goals?
(Motivation, confidence, goal
setting, action planning)


CAREER STAGE SCALE

ENTRY


DEVELOPMENT


BALANCED


EXPLORATION

STAGES OF CAREER DEVELOPMENT

Stage 5: Late Career (ages 55retirement):


Stage 4: Midcareer (ages 4055):

Stage 3: Early Career (ages 2540):

Stage 2: Organizational Entry (ages 1825):
.
Stage 1: Preparation for Work (ages 025):

LEADERSHIP MANAGEMENT


Interpersonal Skills
Communications
Teamwork
Flexibility
Build appropriate relationships
Leadership Abilities
Visioning Process
Coach and Train Peers and Subordinates
Create and Lead Teams
Implement Employee Involvement Strategies
How Do You Develop Leaders?

Job change/rotation
Special projects and assignments
Exposure and involvement in key business challenges
Task forces, committees, change initiatives

Job Performance feedback
Executive coaching
360-degree feedback process
Developmental assessment workshops


Critical skill building training programs
Transition training programs
Key external training programs
Self-directed learning initiatives



A
s
c
e
n
d
i
n
g

V
a
l
u
e

E
x
p
e
r
i
e
n
c
e

F
e
e
d
b
a
c
k

&

C
o
a
c
h
i
n
g

F
o
r
m
a
l


L
e
a
r
n
i
n
g


EXECUTIVE COACHING

Aimed at business executives in work environment
Help to improve effectiveness in terms of leadership and decision
making
Difference between Personal and executive coaching
Goal setting is business oriented.
Business leader can discuss weakness in confidential and safe
environment
Focus can be on:
Leadership Training
Financial Awareness
Management Training
Time Management
Project Management
Team Building
TEAM BULIDING

It is the process of enabling that group of people to achieve that goal
Group of people common objective high quality
results , who wrok together and enjoy their work.
Members should be valued and have sense of belonging.
Indivuduals shoukd be given challenging tasks and assignments to
achieve teams objective.
five key issues to be considered in team building:

Interdependence
Goal specification
Cohesiveness
Roles and Norms
Communication

SUCCESSION PLANNING

Definition :a process by which one or more successors are identified
for key posts (or groups of similar key posts), and career moves
and/or development activities are planned for these successor.
Targeted only to key leadership positions
How Succession Planning Helps
Understanding the organization's long-term goals and objectives
Identifying the workforce's developmental needs.
Determining workforce trends and predictions
Benefits of Succession planning:
Better Retention
Valuable training goals
Increased preparation for leadership
Greater employee satisfaction
Enhanced commitment to work and workplace
Improved corporate image


TALENT RETENTION
FACTS
Over 50% of the people recruited into an organization
will leave within 2 years.
1 in 4 people recruited will leave within 6 months.
Nearly 70% of organizations report that staff turnover
has a negative impact.
Nearly 70% of organizations report having difficulties in
replacing staff.
Approximately 50% of organizations experience regular
problems with employee retention.

Why is retention becoming one of the top
issues in HR?
The enormous cost associated with staff turnover.

The difficulties experienced in replacing people (on
average positions go unfilled for over 9 weeks).

Despite advances in recruitment practices recruitment is
still a less than perfect science each new recruit
represents risk.

Costs associated with training.

The overall impact on the organizations ability to meet
the needs of its customers
TALENT RETENTION TOOLS

Career development opportunity
Sense of accomplishment
Job security
Confidence in future
Good compensation
Recognition
Fairly evaluating job performance
Make Your CEO Understand
War for talent

Starts at the top

Affects shareholder value

Turnover costs money

The workforce is diversifying

Workforce planning and development are critical

The Road Ahead..




Its Only The Strategy
That Will Matter.