Career Development Plan in my organization - what is the best practice for this?

I'm creating a new development career plan in my organization as follows:

We're planning to transfer talented employees in the organization to other positions so we can motivate them to learn new things and achieve their goals through a predefined plan by the managers and employees.

In your opinion, what is the best practice for this, and is it a valid plan or not.

Dear Lana,

The career plans are made so the employees are groomed to handle their future jobs effectively. The career plans include identifying the knowledge and skills requirements for future jobs and imparting them. Earlier, I have given a reply to a post on this subject. You may click the following links to refer to these:

https://www.citehr.com/604032-create...ml#post2405950

https://www.citehr.com/519439-how-ma...ml#post2211074

In your post, you have written that "We're planning to transfer the talented employees in the organization to another position so we can motivate them to learn new things and achieve their goals, through a predefined plan by the managers and employees."

The statement implies you wish to groom the employees for lateral movement. It may not be career planning exactly. Note that lateral movements do grow employees. A stint in a different department is always effective to become a General Manager in the future. However, a change of department may not be considered career planning.

Lastly, on the sidelines, I wish to give a caveat. While transferring the departments, have the employees been asked for their consent? If the employees are not taken into confidence, if they are not convinced of the importance of the change, then the inter-departmental transfer could be viewed negatively, and the decision could backfire. Please take this factor also into account.

Thanks,

Dinesh Divekar

You should have a database of all employees, including their past performance, spanning at least 8 to 10 years. This duration will vary depending on the organization type, employee tenure, etc. Salary alone cannot serve as the sole benchmark for career development. People need to be objectively assessed based on various criteria. A structured system should be in place to justify the necessity of shifting individuals from one location, role, or domain to another. Suitable slots must be available for such transitions. Identifying potential knowledge, skill, and experience gaps and devising strategies to bridge them is crucial. In essence, this is a significant undertaking that cannot be achieved merely by creating an Excel sheet and moving employees around in the name of development. As Mr. Divekar elaborated, it is essential to counsel, motivate, and train concerned employees to embrace new roles or challenges.

Best wishes

I am in the process of building a career path for our organization. If anyone has a career path framework, please share it with me for reference.

Greetings all,

I am Parthasaradhi, newly appointed as an HR Executive in manufacturing (pharmaceutical). I have many doubts regarding labour law, EL, CL, SL, Employees Benefits, and the Bonus Act. These topics lack clarity, so please provide information and suggestions on the aforementioned subjects.