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 the following:

We're planning to transfer the talent employees in the organization to another positions so we can motivated them to learn new things and achieve their goals, through a predefined plan by the mangers 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 motivated them to learn new things and achieve their goals, through a predefined plan by the mangers and employees."

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

Lastly, on the sidelines, I wish to give a caveat. While transferring the departments, has the consent of the employees been taken? 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 base data of all employees including their past performance, say for at least 8 to 10 years, which depends upon the type of organisation, longevity of employees etc. Salary alone cannot be a benchmark for career development People need to be assessed objectively taking into account various measurement criterion. There should be a structured system where the need and necessity of shifting people from x to y location or role or domain need to be justified. There should be suitable slots available. Whether there will be gaps in terms of knowledge and skill and experience and how the gaps can be bridged, has to be identified. In other words, it is a massive exercise and you cannot simply create an excel sheet and transfer people in the name of development. As Mr. Divekar explained above, concerned employees need to be counselled, motivated and trained to accept new roles or challenges.

Best wishes

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

Greetings all, I am Parthasaradhi , I am newly appointed as a HR Executive in manufacturing (pharmaceutical) I have a so many doubts please give the information about labour law , EL, CL, SL, Employees Benfits, Bonus Act the above tasks are not have clarity, please suggest the above topics