Management Consultant
Rohan Kelkar
Human Resources Executive

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Hello Freinds, Pl help me in designing a career planning program for employees in an organisation as a part of Human Resource policies.
Waiting for ur reply,

From India, Mumbai


which is an outcome of

-corporate strategic planning

-corporate objectives

-corporate strategy.

Hence you need to review this in detail.


SUCCESSION planning is an element of career management process.

Career Planning is a critical element / outcome of


2.Performance appraisal and

3.''Potential'' assessment systems.


Outline for Succession Planning

-Define where you currently are in your succession planning process.

-What positions are you planning for?

-What key people have you designated for succeeding to higher positions?

-Where are they in their experience, education and training schedules?

-What has changed since your last review?

-What other candidates can you identify, either for future needs or to replace people who were in the process and either left your company or did not work out as expected?

-What has changed inside your company which might alter where you have been planning to go with your succession plan?

-How have the current candidates performed to date?

-What jobs have changed, and how have they changed, since your last review?

-What new opportunities, technologies and other issues have emerged -which may lead to change in the succession plan, its objectives or tactics?

-Define where you want your succession plan to take you, especially in light of your current strategic plan.

-What will you look like in three to five years and what will your key people be doing then?

-What openings will you need to fill due to attrition, promotion or expansion?

-What new disciplines will the company require, and how will you fill them?

-How does your succession plan fit with your expectation of where your company, your markets and your internal situation will likely be going?

-Define how you will get from where you are today to what you want the company to look like at the end of your current planning horizon.

-Who will be involved and what will each be doing?

-When will they start and end each part of the process and how will you judge their progress?

-What criteria will be used to determine each candidate’s ongoing fitness for his or her career path?

-Does each candidate offer and demonstrate continuing potential and progress toward meeting the requirements you have established?

-On what basis will you determine if someone is not progressing appropriately, and what can you do to help that person develop to the fullest extent?

-What alternatives can you offer those who are not meeting expectations?

Once a plan is in place and people are in the process of being groomed for higher responsibilities and positions, where do you go from here? As indicated above, this is an ongoing process. You establish goals, select candidates, establish training and educational processes, initiate the process of selecting and training with each individual, and monitor developments. As the Simplified Strategic Planning process teaches, you continually update your status, review your assumptions about where you want to go and how you will get there, modify your strategies and the resulting actions/action plans, and continually feed back environmental developments. As your situation changes, you alter your objectives to match the appropriate strategies, make mid-course corrections, and continue your ongoing management processes as a part of the regular course of business.


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'.

--------------------------------------------------------------------------------------------- 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.



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 'proteges' 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.



From India, Mumbai
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