Leolingham2000
Management Consultant
Sirisha.nadella
Mba Final Yr
Yashswa
Student
Rajesh Kumar
Head-human Resources
+1 Other

HII...ALLL
I AM MGMT STUDENT & I HAVE TO SUBMIT THE WRITE UP FOR ABOUT 500 WORDS FOR WHICH I HAVE CHOOSEN THIS SUBJECT.
PLEASE CAN ANYBODY TELL " WHAT IS EXCATLY CAREER PLANNING ?"
" IS IT SAME AS DEVELOPMENT PROGRAMS ?"
" WHY THE ORGANISATIONS ARE MOVING TOWARDS THIS APPROACH TO HAVE CONCERN WITH THE CAREER DEVELOPMENT OF THE EMPLOYEES ?"
AND
IF IT IS DIFFERENT FROM TRAINING & DEVELOPMENT & EXECUTIVE DEVELOPMENT
"WHAT IS DIFFERENCE BETWEEN CAREER PLANING & DEVELOPMENT ?"
ALSO IF ANY ONE EXPLAINS IT WITH THE PRACTICAL EXAMPLE OF THEIR EXPERIENCE IT WILL B MORE HELPFUL TO ME
THANKS & REGARDS,
YASHSWA
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Hi Yashwa...

How r u? Howz life???

Career Planning....

Career Planning is a relatively new personnel function. Established programmes on Career Planning are still rare except in larger or more progessive organisations.

Many of today's workers have high expectations about their jobs. There has been a general increase in the concern of the quality of life. Workers expect more from their jobs than just income. A further impetus to creer planning is the need for organizations to make the best possible use of their most valuable resources-people-in a time of rapid technological growth and change.

A career has been defined as the involving sequence of a person's experiences over time. It is viewed as fundamentally a relationship between one or more organisations and the individual. To some a career is a carefully worked out plan for self advancement to others it is a calling- a life role to others it is a voyage to self discovery and to still others it is life itself.

Aims and Objectives of Career Planning:

Career Planning aims at matchign individual potential for promotion and individual aspirations with organizational needs and oppurtunities. Career Planning is making sure that the organization has the right people with the right skills at the right time. In particular it indicates what training and development would be necessary for advancing in the career alterign the career path or staying in the current position. Its focus is on future needs adn oppurtunities and removal of stagnation, obsolescence, dissatisfaction of the employee .

In the process it opens avenues for growth to higher levels of responsibilities for each adn every employee of the organization through hierarchy of position and training and development activities to equip the individuals with the requisites fir succession.

The principal objective of career planning are:

(1) To secure the right man at teh right job and at the right time.

(2) To maintain a contended team of employees.

Role of Career Planning:

(1) It motivates employees to grow.

(2) It motivates employees to avail training and development

(3) It increases employees loyalty as tehy feel organization cares about them through career plan for them. So they integrate their goals with the organization goals.

(4) Encourage employee to remain in orgaization.

(5) Organization image as better employment market.

(6)It contributes to man power planning as well as organizational development adn effective achievement of corporate goals.

(7) It helps employee in thinking of long term involvement with organisation.

(8) Career Planning provides general scenario of career oppurtunities in organisation.

(9) It gives an idea of direction towards growth.

(10) Builds pathways for employee.

(Im covering only the important points)

Regards,

Sirisha...
CAREER PLANNING

CAREER PLANNING FOR EMPLOYEES

LEVEL 1

-is an outcome of CAREER MANAGEMENT PROCESS.

which is an outcome of

-corporate strategic planning

-corporate objectives

-corporate strategy.

Hence you need to review these in detail.

--------------------------------------------------------------------

LEVEL 2

Career Planning is a critical element / outcome of

1. SUCCESSION PLANNING,

2.Performance appraisal and

3.Potential assessment systems.

4. NEW recruits , who have been selected for specific careers.

----------------------------------------------------------------------------

The process of career planning

Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.

Career planning ‑ the competency band approach

It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.

Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.

These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.

The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.

A competency band career development approach can be linked to

Aiming points

1. Competence band 1 definition

Basic training and experience

2. Competence band 2 definition

Continuation of medium training and experience

3.Competence band 3 definition

Continuation of advanced training and experience



Career planning is for core people as well as high‑flyers

The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.

Career planning is for individuals as well as the organization

Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.

Career plans must therefore recognize that:

* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;

* individuals are more motivated by an organization that responds to their aspirations and needs;

* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.

Career planning techniques

Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance. The procedures used are those concerned with:

0 personal development planning .

0 training and management development.

0 mentoring

0 career counseling

In addition, career planning procedures may cater for the rising stars by 'fast tracking' them, that is, deliberately accelerating promotion and giving them opportunities to display and enlarge their talents. But these procedures should pay just as much, if not more, attention to those managers who are following the middle route of steady, albeit unspectacular, progression.

------------------------------------------------------------------------------------------------------------------------------

1. Career counseling

Performance management processes, should provide for counseling sessions between individuals and their managers. These sessions should give the former the opportunity to discuss their aspirations and the latter the chance to comment on them ‑ helpfully ‑ and, at a later stage, to put forward specific

career development proposals to be fed into the overall career management programs.

2.Personal development planning

Personal development planning is carried out by individuals with guidance, encouragement and help from their managers/HRM as required. A personal development plan sets out the actions people propose to take to learn and to develop themselves. They take responsibility for formulating and implementing the plan, but they receive support from the organization and their managers in doing so. The purpose is to provide a 'self‑organized learning framework'. Personal development planning consists of the following stages:

1. Analyse current situation and development needs. This can be done as part of a performance management process.

2. Set goals. These could include improving performance in the current job, improving or acquiring skills, extending relevant knowledge, developing specified areas of competence, moving across or upwards in the organization, or preparing for changes in the current role.

3. Prepare action plan. The action plan sets out what needs to be done and how it will be done under headings such as outcomes expected (learning objectives), the development activities, the responsibility for development (what individuals are expected to do and the support they will get from their manager, the HR department or other people), and timing. A variety of activities tuned to individual needs should be included in the plan, for example observing what others do, project work, planned use of e‑learning programs and internal learning resource centres, working with a mentor, coaching by the line manager or team leader, experience in new tasks, guided reading, special assignments and action

3. MANAGEMENT DEVELOPMENT

Formal approaches to management development

The formal approaches to management development include:

* development on the job through coaching, counseling, monitoring and feedback by managers on a continuous basis associated with the use of performance management processes to identify and satisfy development needs, and with mentoring;

* development through work experience, which includes job rotation, job enlargement, taking part in project teams or task groups, 'action learning', and secondment outside the organization;

*formal training by means of internal or external courses;

*structured self‑development by following self‑managed learning programs agreed as a personal development plan or learning contract with the manager or a management development adviser ‑ these may include guidance reading or the deliberate extension of knowledge or acquisition of new skills on the job.

The formal approaches to management development are based on the identification of development needs through performance management or a development centre. The approach may be structured around a list of generic or core competences which have been defined as being appropriate for managers in the organization.

Informal approaches to management development

Informal approaches to management development make use of the learning experiences that managers meet during the course of their everyday work. Managers are learning every time they are confronted with an unusual problem, an unfamiliar task or a move to a different job. They then have to evolve new ways of dealing with the situation. They will learn if they analyse what they did to determine how and why it contributed to its success or failure.

Competency‑based management development

Competency‑based management development uses competency frameworks as a means of identifying and expressing development needs and pointing the way to self­ managed learning programs or the provision of learning opportunities by the organization.

Competency‑based management development may concentrate on a limited number of core or generic competences which the organization has decided will be an essential part of the equipment of their managers if they are going to take the organization forward in line with its strategic plans. For example:

• strategic capability to understand the changing business environment, opportunities for product‑market development, competitive challenges and the strengths and weaknesses of their own organization in order to identify optimum strategic responses;

•change management capability to identify change needs, plan change programs and persuade others to participate willingly in the implementation of change

• team management capability to get diverse groups of people from different disciplines to work well together.

• relationship management to network effectively with others to share information and pool resources to achieve common objectives;

• international management to be capable of managing across international frontiers working well with people of other nationalities.



-------------------------------------------------------------------------------------------------------------------

Mentoring

Mentoring is the process of using specially selected and trained individuals to provide guidance and advice which will help to develop the careers of the 'prot6g6s' Allocated to them.

Mentoring is aimed at complementing learning on the job, which must always be the best way of acquiring the particular skills and knowledge the job holder needs. Mentoring also complements formal training by providing those who benefit from it with individual guidance from experienced managers who are 'wise in the ways of the organization'.

Mentors provide for the person or persons allocated to them :

advice in drawing up self‑development programs or learning contracts; general help with learning programs; guidance on how to acquire the necessary knowledge and skills to do a new job; advice on dealing with any administrative, technical or people problems individuals meet, especially in the early stages of their careers; information on 'the way things are done around here' ‑ the corporate culture and

its manifestations in the shape of core values and organizational behaviour ;

0 coaching in specific skills;

0 help in tackling projects ‑ not by doing it for the trainees but by pointing them in the right direction, that is ‑ helping people to help themselves;

0 a parental figure with whom the trainee can discuss their aspirations and concerns and who will lend a sympathetic ear to their problems.

================================================== ============

================================================== ====================================

" IS IT SAME AS DEVELOPMENT PROGRAMS ?"

The answer is NO.

DEVELOPMENT PROGRAMS are tools used in the

career planning and development of employees.

Development is concerned with a broader subject matter

of a conceptual or theoretical nature and the development

of personal attitudes. It comprises all learning experiences,

both on and off the job, including formal, classroom training.

TRAINING AND DEVELOPMENT CONTRIBUTIONS.

1.Broadens the employees' interests / awareness.

2. Broadens the employees' business perspectives.

3.Exposes the employees' to new avenues of management thoughts.

4.Prepares the employees' for greater responsibility.

5.Permits employees' to greater interaction internal/external channels.

6.Helps to prepare employees' for promotions within the organization.

7.Helps to prepare the employees' for additional responsibilities.

8.Helps to provide employees' with modern practices/ techniques.

9. Helps the employees' to share ideas concepts with others.

10. Helps the employees' to accept / manage new technologies.

11.Helps the employees' to accept / manage new processes.

12.Helps the employees' to accepts / manage new culture.

13.Helps the employees' to accepts / manage new OD programs.

etc etc.

================================================== =======

================================================== ===

" WHY THE ORGANISATIONS ARE MOVING TOWARDS THIS APPROACH TO HAVE CONCERN WITH THE CAREER DEVELOPMENT OF THE EMPLOYEES ?"

There are a number of factors , which are affecting growing organizations.

-to keep talents within the organization.

-to reduce attrition of skilled people.

-to retain skilled staff.

-to promote talents within the organization.

-it is a career path in succession planning.

etc etc.

================================================== ====

================================================== =====

AND

IF IT IS DIFFERENT FROM TRAINING & DEVELOPMENT & EXECUTIVE DEVELOPMENT

"WHAT IS DIFFERENCE BETWEEN CAREER PLANING & DEVELOPMENT ?"

Career Planning is the roadmap for the employees to progress in

their career within the organization.

For the roadmap to succeed and achieve the end results, it needs input

which will help the employees to grow/develop. These inputs comes in the

form of

-training programs

-development programs

-executive development programs

-business coaching

-mentoring

-counseling

etc.

CAREER PLANNING IS A PROCESS, WHILE TRAINING/DEVELOPMENT ETC

ARE TOOLS USED TO CONDUCT THE PROCESS.

================================================== =====

================================================== ========

regards

LEO LINGHAM
Hi. I have some positions available in a startup HR consulting business. They will be big time soon since the consulting is being started by very intelligent people. They will be into recruitment, HR consulting, HR turnkey assignments, Job portals etc. It will be an interesting role and there will be lots of learning. Its a great opportunity.
In case anyone of you are interested or know of anyone who is interested, pl call me on 9820997098 or rajeshk37hotmail.com
.
Thx
Rajesh
HII
LEO - thanx a looot 4 the valuable information provided. I have gone through it roughly as i will get it back in detail n if ne doubt can i ask it.......???? hope u will help me.
SHIRISHA - thanx u very much also 4 the contribution u made
regards
yashswa
Hi Sirisha,

I just came across some posts where you were answering career questions and felt the need to contact you in reference to the same for my wife.

I recently got married and my wife now wants to work.

She is a BCom, MCom and a PGDIT (one year).

She has worked with me for 2 months as a Collection Agency Employee while I used to work with as a Regional manager at GE Money Chandigarh about 3 months back, which is also not on papers. Hence, She is a fresher.

We are all now in Delhi staying close to Noida.

She doesnt have any other experience in her kitty as of now.

She is inclined towards learning and is ready to take challenges in the beginning of her career either in the field of Accountancy or in IT/ITES.

I would like to take this opportunity to ask you a few questions....

Which field should she enter ?
Is there a course that would help her get an excellent salary package ?

The goal is to have a faster growth and an excellent salary package.

You can reply to me here or directly at my email address

If you may call my wife Kulwinder Bedi directly at her phone number 9910408610, it will be so kind and nice of you.

Thanks and Regards,

Harkirat Singh Bedi
Hi Leo,

I just came across some posts where you were answering career planning questions and felt the need to contact you in reference to the same for my wife.

I recently got married and my wife now wants to work.

She is a BCom, MCom and a PGDIT (one year).

She has worked with me for 2 months as a Collection Agency Employee while I used to work with as a Regional manager at GE Money Chandigarh about 3 months back, which is also not on papers. Hence, She is a fresher.

We are all now in Delhi staying close to Noida.

She doesnt have any other experience in her kitty as of now.

She is inclined towards learning and is ready to take challenges in the beginning of her career either in the field of Accountancy or in IT/ITES.

I would like to take this opportunity to ask you a few questions....

Which field should she enter ?
Is there a course that would help her get an excellent salary package ?

The goal is to have a faster growth and an excellent salary package.

You can reply to me here or directly at my email address

If you may call my wife Kulwinder Bedi directly at her phone number 9910408610, it will be so kind and nice of you.

Thanks and Regards,

Harkirat Singh Bedi
Hi Rajesh,
It was nice talking to you today
You you recieve my wife's Resume by EOD today from .
Request you to please look into it and let me know what can give her a career boost.
Regards,
Harkirat
Hello Leo,
thanks for the valuable input, there was an about two points as I mentioned below, i would like to read your input as well as the members' input please:
1. the Succession planning is not part of the Career planning in terms of the Org. structure and process ( should it be in separate section/dept.)
2. the Career Development is Leadership development ? or it's basically developing set of competencies required to enable an employee to perfectly perform a certain job ( whether leadership or other competencies)
actually, it was an argument where i believe the opposite in the first point and i believe in the second part of the second point. please give me your views. I would appreciate if you can refer to any reference or resources where i can explore in such topic.
Thank you.
Hamda.
Am looking for a robust writeup of career devlopment and training plan for merchant navy from Abel-seaman to Master.
Any assistance is greatly appreciated.
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