Career Planning

1
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 Career Planning
• Career is a sequence of attitudes and behaviours associated
with the series of job and work related activities over a
person’s lifetime.
• Career is a sequence of positions held by a person during the
course of life time.
• Career planning is a continuous process of developing human
resources for achieving optimum results.
• A process where one selects career goals and path to these
goals.
• Employee development is a joint initiative of the employee as
well as the employer to upgrade the existing skills and
knowledge of an individual.
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 OBJECTIVES OF CAREER PLANNING
AND DEVELOPMENT
• To attract and retain persons in an organization
• To utilize human resources optimally
• To improve morale and motivation level of employees
• To reduce employee turnover
• To practice a balanced ‘promotion from within’ policy
• To make employees adaptable to changes
• To increase employee’s loyalty commitment to the
organization
• To inculcate equitable employment practices providing equal
career progression opportunities to women and minorities

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 Knowing
Yourself
Skills,
likes/dislikes
and Value

Taking Finding
Action Career Out
Working Planning Exploring
towards what is
your goal out there

Make
Decisions
Comparing
options
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 Step 1: knowing yourself
Identifying individual needs and aspirations
• Begin by thinking about where you are now, where you want to be
and how you’re going to get there. 
• Once you have thought about where you are at now and where you
want to be, you can work on getting to know your skills, interests and
values. 
• Begin by asking yourself the following questions:
• Where am I at now?
• Where do I want to be?
• What do I want out of a job or career?
• What do I like to do?
• What are my strengths?
• What is important to me?

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 Step 2: Finding out
Analysing career opportunities

This step is about exploring the occupations and learning areas that interest
you. Once you have some idea of your occupational preferences you can
research the specific skills and qualifications required for those occupations.
• Explore occupations that interest you and ask yourself how do my skills and
interests match up with these occupations?
• Where are the gaps?
• What options do I have to gain these skills or qualify for these
occupations? 
• What skills do I need?
• Where is the work?
At the end of this step you will have a list of preferred occupations and/or
learning options.  

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 Step 3: Making decisions
Identifying needs and opportunities

• This step involves comparing your options, narrowing down your

choices and thinking about what suits you best at this point in time.  
• Ask yourself:
• What are my best work/training options?
• How do they match with my skills, interests and values?
• How do they fit with the current labour market?
• How do they fit with my current situation and responsibilities?
• What are the advantages and disadvantages of each option?
• What will help and what will hinder me?
• What can I do about it?

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 Step 4: Taking action
Action plans and periodic review

• Here you plan the steps you need to take to put your plan into action. 
Use all you have learnt about your skills, interests and values together
with the information you have gathered about the world of work to create
your plan. 
• Begin by asking yourself:
• What actions/steps will help me achieve my work, training and career
goals?
• Where can I get help?
• Who will support me?
• At the end of this step you will have:
• a plan to help you explore your options further (eg work experience, work
shadowing or more research); or
• a plan which sets out the steps to help you achieve your next learning or
work goal. 
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 DIFFERENT STAGES OF CAREER
DEVELOPMENT

• Exploratory stage
• Establishment stage
• Maintenance stage
• Stage of decline

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 EXPLORATORY STAGE
• Ensure the availability of accurate information about
the various occupations existing in the organization to
the new employee

• Create opportunities to enable new employees to get

information with the organizational careers through job
rotation, internship, visit different units, seminars, etc.

• Sponsor educational and training programmes for

ensuring supply of potential talent in future.

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 ESTABLISHMENT STAGE

• Identification of the best possible talent for the

organization
• Communicating the correct and positive of the
organization to the employee
• Maximum learning and favorable attitudes of the
employees towards the organization
• Assigning challenging jobs to employees to enable them
test their abilities and skills/
• Designing of development plan ,identification of
development needs, deciding career steps, etc

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 MAINTANANCE STAGE

• Strategies motivate employees, so that they can be

productively utilized even without promotion
• Adequate opportunities for transition from
specialist cadres to generalist position at higher
levels of the organization
• Help employees to adjust to their changing roles
their career shifts from active position to advisory
position
• Help employees to prepare for retirement
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 DECLINE STAGE
• Manage retirement without destroying the
employee’s sense of self-worth
• Invent new creative part-time roles for which
can use their knowledge, experience and
wisdom

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 ADVANTAGES OF CAREER
DEVELOPMENT
• It reduces employee turnover by providing promotional avenues
• It improves morale and motivation
• It enables organizations to map promotional vacancies internally
• It ensures better utilization of employee’s skills and provides increased
work satisfaction to employees
• It makes employees adaptable to the changing requirement of the
organization.
• It reduces industrial disputes related to promotional matters and
thereby provides opportunity to the organization to maintain hard
industrial relations.
• Career development programs ensure equitable promotional decisions
for every human in an organization.

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 SUCCESSION PLANNING

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 Succession Planning
• Succession planning in an organization helps identify specific
individuals to fill future vacancies in key positions.

• A succession plan is a plan for identifying who is currently in

post and who is available and qualified to take over in the event
of retirement, voluntary retirement, dismissal & sickness.

• It helps in identifying human resource shortages and skill

shortages before openings occur. Thereafter, it becomes easy to
groom qualified candidates for future vacancies.

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Succession
G e n e ra l M a n a g e r Key
V. K . G a rg N a m e s g iv e n a r e r e p la c e m e n t
A /2 c a n d id a te s
P A to A . P r o m o t a b le n o w
G e n e ra l M a n a g e r B . N e e d in g d e v e lo p m e n t
L . M a th e w s C . N o t s u it a b le t o p o s it io n
B /1 1 . S u p e r io r p e r fo r m a n c e
2 . A b o v e A v e ra g e p e rfo rm a n c e
A s s is ta n t G e n e r a l M a n a g e r 3 . A c c e p ta b le p e r fo r m a n c e
R .K . A ro ra A /2 4 . P o o r p e rfo rm a n c e
B .K . N e h ru B /3

D iv is io n : D iv is io n : D iv is io n :
A c c o u n t in g & P la n n i n g M a n a g e r Te c h n ic a l A d v is o r
H R M anager
Ta x a t io n M a n a g e r A .N . G u p ta A /1 N .R . M u rth y B /3
C .P. T h a k u r A /1
A .T. R o y C /2 K . P. R a o B /1

N o r t h e r n R e g io n C e n tr a l R e g io n S o u t h e r n R e g io n M a n a g e r E a s te rn R e g io n
M anager M anager A . S u b ra m a n y a m B /2 M anager
L . C . S r iv a t s a v A / 2 S .P. K u m a r A /1 B .K . M e n o n B /1 R . K r is h n a B /3
A. Thapar C /4 R . P andey B /3

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 Need for succession planning
• The purpose of succession planning is to identify and develop
people to replace current jobholders in key positions.

• Succession planning, compares assure a steady flow of

internal talent to fill important vacancies.

• Succession planning encourages ‘hiring from within’ and

creates a healthy environment where employees have careers
and not merely jobs.

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• If qualified candidates are not available within the company,
outsiders can be considered readily for possible openings.
– Complete dependence on succession from within or from outside is not
desirable.
– Internal candidates require a ‘pat on the back’ when they do well.
– External candidates are needed for injecting fresh blood into the company.

• The absence of a succession plan can seriously hamper the growth

prospects of an organization. Imagine the disastrous
consequences when there is a sudden vacuum at the top level.
There is no one to steer the ship.

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 FOUR LEVERS FOR LEARNING

On-The-Job
5-
10 Experiences
5-1
0% %
Mentoring or Coaching
55-65%
25-30%
Training or Continuing
Education

Motivated Self-
Development

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 “We put good people
in big jobs before they
are ready.”
—Pepsi Co.
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 Succession Planning: Key Elements
Assessment of
Key Positions

Identification of
Key Talent

Key
Elements
Development
Monitoring & Review

Assessment of
Key Talent

Generation of
Development Plans

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 Succession Planning: Key Elements

1. Assessment of Key Positions:

• What are the competencies and experiences needed
to qualify for each key position?

2. Identification of Key Talent:

• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.

3. Assessment of Key Talent:

• For each person, primary development
needs are identified focusing on what they need in order
to be ready for the next level.

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 Succession Planning: Key Elements

4. Generation of Development Plans:

• A development plan is prepared for how we will help the
person develop over the next year.

5. Development Monitoring & Review

• An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.

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