1 presented by: group 8 (pm – ii). sudhir kujur(43) abha kujur(54) ravi kumar anand(18) mansi...
TRANSCRIPT
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CAREER MANAGEMENT
AND DEVELOPMENT
Presented by: Group 8 (PM – II)
GROUP MEMBERS
Sudhir Kujur(43)
Abha Kujur(54)
Ravi Kumar Anand(18)
Mansi Sharma(8)
Christine D’Souza(32)
Rahul Ekka(74) 2
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QUESTIONS FOR DISCUSSION
1. When you think about the term “career,” what comes to your mind?
2. What is meant by the idea of a “new” employment relationship?
3. Does it make sense to speak of careers and career planning in today’s business environment?
4. What are the typical issues employees face as they progress through their careers?
5. What types of career development activities are actually used?
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HRD AND CAREER DEVELOPMENT
Understanding employee careers Influencing those careers Changing KSAOs to reflect changes in
environment Assist employees in preparing for new
work and enhance their employability
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THE “NEW EMPLOYMENT RELATIONSHIP” OLD
If competent and reliable, job for life “Entitlement” mentality Paternalistic companies Loyalty expected up and down
NEWNo promise of
Survivability Non-acquisition Room for promotion Job until retirement Money for your pension Undying loyalty up or down
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RESULTS OF “NEW RELATIONSHIP”
Individuals responsible for their own development
Must demonstrate value added to company
Must understand nature and nuances of business
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EMPLOYERS SHOULD:
Provide opportunities for development
Allow for employee participation in
Decision making
Career management
Performance-based compensation
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WHAT IS A “CAREER”?
The property of an organization or occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of person’s work pattern
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“CAREER” DEFINED
“The pattern of work-related experiences that span the course of a person’s life.”
Includes objective and subjective views of work
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RELATIONSHIP OF CAREER TO NON- WORK ACTIVITIES
Must consider all of person’s skills, abilities, and interests
Also must look at family and societal influences
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CAREER DEVELOPMENT
“An ongoing process by which individuals progress through a series of stages, each of which can be characterized by relatively unique set of issues, themes and tasks.”
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CAREER PLANNING A deliberate process of:
Becoming aware of Self Opportunities Constraints Choices Consequences
Identifying career-related goals
Working to attain career goals
CAREER MANAGEMENT
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CAREER MANAGEMENT
“Process of preparing, implementing and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.”
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SPECTRUM OF CAREER DEVELOPMENT ACTIVITIES
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STAGES OF LIFE AND CAREER DEVELOPMENT
Stage views of adult development:
Erik Erickson
Daniel Levinson
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ERIKSON’S STAGES OF LIFE
Basic trust vs. mistrust
Autonomy vs. shame and doubt
Initiative vs. guilt
Industry vs. inferiority
Identity vs. role confusion
Intimacy vs. isolation
Generativity vs. stagnation
Ego integrity vs. despair
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LEVINSON’S ERAS OR SEASONS OF LIFE (FIGURE 12-2)
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STAGE VIEWS OF CAREER DEVELOPMENT Traditional model of career development
Five stages in Greenhaus et al. model:Preparation for Work (0–25)Organizational Entry (18–25)Early Career (25–40)Midcareer (40–55)Late Career (55–retirement)
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OTHER VIEWS OF CAREER DEVELOPMENT Protean career – individuals must
reinvent their careers over time (Hall & Mirvis)
Multiple career concept model:Linear – steady movement up the
hierarchyExpert – devotion to expertise within an
occupationSpiral – periodic moves across related
occupationsTransitory – frequent moves across
different jobs or fields
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A MODEL OF CAREER MANAGEMENT
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SUMMARY OF CAREER MANAGEMENT ACTIVITIES Career exploration
Awareness of self and environment
Goal setting
Strategy development
Strategy implementation
Progress toward goal
Feedback from work and non-work sources
Career appraisal
ROLES IN CAREER MANAGEMENT
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ROLES IN CAREER MANAGEMENT
Manager
Employees
Company
HR Manager
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THE EMPLOYEE’S ROLE Take the initiative to ask for feedback from
managers and peers regarding their skill strengths and weaknesses
Identify their stage of career development and development needs
Seek challenges by gaining exposure to a range of learning opportunities
Interact with employees from different work groups inside and outside the company
Create visibility through good performance
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MANAGER’S ROLES AND RESPONSIBILITIES
Roles Responsibilities
Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns
Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs
Advisor Generate options, experiences, and relationshipsAssist in goal settingProvide recommendations
Referral agent Link to career management resourcesFollow up on career management plan
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HRD PROFESSIONAL’S RESPONSIBILITY Provide information or advice about
training and development opportunities
Provide specialized services such as testing to determine employees’ values, interests, and skills
Help prepare employees for job searches
Offer counseling on career-related problems
Companies are responsible for providing employees with the resources needed to be successful in career planning: Career workshops
Information on career and job opportunities
Career planning workbooks
Career counseling
Career paths
COMPANY’S ROLE
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ORGANIZATION POTENTIAL ASSESSMENT Assessing individuals to ensure they are
available and qualified to fill key positions when they become vacant
Assesses promotability of employeesManagerialProfessional Technical
Assessments of organizational potentialPotential ratingsAssessment centersSuccession planning
CAREER PLANNING
& DEVELOPMENT INTERVENTION
S
CAREER STAGES A career consists of a sequence of work
related positions occupied by a person during a course of a lifetime. Employees progress through at least four distinct career stages:
1. The establishment stage (ages 21-26 years)
2. The advancement stage (ages 26-40 years)
3. The maintenance stage (ages 40-60 years)
4. The withdrawal stage (ages 60 years and above)
CAREER STAGE
CAREER PLANNING ISSUES
Establishment What are alternative occupations, organizations, and jobs?What are my interests and capabilities?How do I get the work accomplished?Am I performing as expected?Am I developing the necessary skills for advancement?
Advancement Am I advancing as expected?How can I advance more effectively?What long term options are available?How do I get more exposure and visibility?How do I develop more effective peer relationships?How do I better integrate career choices with my personal life?
Maintenance How do I help others become established and advance?Should I reassess myself and my career?Should I redirect my actions?
Withdrawal What are my interests outside of work?What postretirement work options are available to me?How can I be financially secure?How can I continue to help others?
INTERVENTION
CAREER STAGE
PURPOSE INTENDED OUTCOME
Realistic job preview
EstablishmentAdvancement
To provide members with an accurate expectation of work requirements
Reduce turnover, Reduce training costs, Increase Commitment, Increase Job Satisfaction
Job Pathing EstablishmentAdvancement
To provide members with a sequence of work assignments leading to a career objective
Reduce turnover, Build organizational knowledge
Performance feedback and coaching
EstablishmentAdvancement
To provide members with knowledge about their career progress and work effectiveness
Increase productivity, Increase Job Satisfaction, Monitor Human Resource Development
Assessment Centers
EstablishmentAdvancement
To select & develop members for managerial & technical jobs
Increase person job fit, Identify high potential candidates
CAREER DEVELOPMENT INTERVENTIONS
INTERVENTION
CAREER STAGE
PURPOSE INTENDED OUTCOMES
Mentoring EstablishmentAdvancementMaintenance
To link a less experienced member with a more experienced member for member development
Increase job satisfaction, Increase member motivation
Developmental Training
EstablishmentAdvancementMaintenance
To provide education & training opportunities that help members achieve career goals
Increase organizational capacity
Work-life balance planning
EstablishmentAdvancementMaintenance
To help members balance work & personal goals
Improve quality of life, Maintain member motivation
Job rotation & challenging assignments
AdvancementMaintenance
To provide members with interesting work
Increase Job satisfaction, Maintain member motivation
INTERVENTIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
Dual- Career accomodations
AdvancementMaintenance
To assist members with significant others to find satisfying work assignments
Attract & retain high quality members, Increase Job satisfaction
Consultative Roles
MaintenanceWithdrawal
To help members fill productive roles later in their careers
Increase problem solving capacity, Increase Job satisfaction
Phased Retirement
Withdrawal To assist members in moving into retirement
Increase Job satisfaction, Lower stress during transition
POTENTIAL CONFLICTS BETWEEN ORGANIZATION & INDIVIDUAL
Organizational Needs and Demands
Individual Needs and Career Goals
1. Concern for effective and efficient operation, profit and productivity
2. Concern for all members of the organization
3. Need to fill the rates in the organization structure
4. Need for skills to fill all positions
5. Need for some specific, well developed skills
6. Best utilization of all talents within the organization
7. Manager to work in geographic location best for the organization
1. Concern for self-fulfilment and self-actualization
2. Concern for self
3. Need self-fulfilment and self actualization
4. Interest in challenging work only
5. Bored by routine work using
specific skills
6. How to utilize own potential
within or outside the enterprise
7. Location must suitable for self
and family
THE STRATEGY IS TO MATCH INDIVIDUAL STRENGTHS AND ORGANIZATIONAL OPPORTUNITIES. SPECIFICALLY, A SUCCESSFUL CAREER PLANNING PROCESS INVOLVES THE FOLLOWING STEPS:
1. Preparation of a personal profile (know thyself). 2. Development of long-term personal and professional goals.
(Note, the terms "goals" and "objectives" will be used interchangeably.)
3. Identification and evaluation of the present environment, its threats and opportunities.
4. Forecasting and making predictions within the company as well as outside; identification of threats and opportunities.
5. Analysis of personal strengths and weaknesses. 6. Development of strategic career alternatives. 7. Testing for consistency of strategies and re-evaluation of career
goals. 8. Evaluation and choosing from alternatives. 9. Development of short-range objectives and action plans. 10. Development of contingency plans. 11. Implementation of the career plan. 12. Monitoring progress.
SUCCESSION PLANNING PROCESSHOW IS IT CARRIED OUT?
SUCCESSION PLANNINGInvolves identifying key management
positions that the organization cannot afford to have vacant.
PURPOSE
Facilitates transition when an employee leaves.
Identifies development needs of high potential employees and assists with their career planning
Identify key positions and possible successors for each of these positions . For Example :-
Replacement Chart
J. Smith V.P Marketing
R.Jones Sales Director
Ready now
C.Williams Productions Manager
15 months
S. Anderson Director Marketing
Research1 year
SUCCESSION PLANNING HELPS1. To ensure that key positions remain
filled.
2. To identify critical training and development needs of both individual managers and the organization as a whole .
Disadvantages Advantages
Do not tell
Tell
Pros and Cons of Disclosing Succession Planning
High performers
may leave the organization , unsure
of their future.
Allows flexibility as business needs
change
Unrealistic expectations and implied contracts
Retention Strategy
SUCCESSION PLANNING AT GE
SUCCESSION PLANNING AT GE
In 1994, years before he retired from GE, Jack Welch had started the succession planning process. He developed a list of qualities, skills and characteristics a CEO should essentially have.
In November 2000, General Electric Inc. (GE) announced that Jeff Immelt (Immelt), the president and CEO of GE Medical Systems, would be the successor to Jack Welch (Welch), the Chairman and CEO of the company. Welch was to retire in September 2001, after a successful 41-year stint at GE.
The three candidates for the top spot at GE were Immelt, W. James McNerney (McNerney), CEO of GE Aircraft Engines, and Robert L.Nardelli (Nardelli), president and CEO of GE Power Systems
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Choosing between the final trio "was the most difficult and agonizing
decision, ever had to make….All the three exceeded every expectation we set for them.”
Welch characterized Immelt as "a natural leader, and ideally suited to lead GE for many years,“.
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But what did Jack Welch think of succession planning? One of his most admired skills was the ability to develop his subordinates so there was always someone ready to take his place when Jack was offered a promotion. Furthermore, in 1991, Jack Welch stated: "From now on, choosing my successor is the most important decision I'll make. It occupies a considerable amount of thought almost every day."
The fact that McNerney and Nardelli were taken on as the CEOs of 3M and Home Depot, respectively, within weeks of their losing out to Immelt, was in itself taken by observers as testimony of corporate America's confidence in leaders groomed by GE.
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Leadership Development in GE
Succession planning is an ongoing, rigorous and challenging process at GE. GE adopted succession planning right from the mid-1900s. At GE, succession planning was not confined to only the top management, but was applied across all tiers of management. The managers of GE's various businesses were encouraged to identify potential candidates and fulfill their development needs, and transform them into efficient leaders ready to take up top jobs at the company. As part of CEO succession planning, GE shifted its key candidates from one business to another to enable them to gain experience across all its businesses.
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The company used mainly annual performance reviews for identifying potential candidates, until the early 1980s. However, after Welch took over as the CEO, the succession planning process at GE became a more systematic process, with the use of various analytical tools and the involvement of the top management in leadership development and succession planning.
Since early 1980s, the annual Human Resource Reviews (popularly called Session C) had been at the heart of succession planning at GE. The Session C process was reportedly given as much importance as financial monitoring in GE
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