An Overview Of Career Planning

THE CONCEPT OF CAREERA career is a sequence of positions held by a person during the course of a lifetime.Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them.

A person’s career is shaped by many factors , namely:PerformanceEducation ExperienceInfluential parentsCaste linksLuck

CAREER STAGES:A career includes many positions, stages and transitions just as person’s

life does.

FIVE STAGES: Exploration- it ends in one’s mid twenties as one makes the transition

from college to work. Establishment- here one begins the search for work and picks up the first

job. Mid- career- it is stage that is typically reached between the age of 35 and

50 one is no longer viewed as a ‘learner’. Late career – here one relaxes a bit and plays the part of an elder states

person. Late stage – during this stage a person’s attention may turn to retirement.

HOW DO PEOPLE CHOOSE CAREERS??The general individual characteristics thatinfluence how people make career choices are- Interests Self image Personality Social backgrounds

CAREER ANCHORS -They are distinct patterns of self perceived talents, attitudes, motives and

values that guide and stabilize a person’s career.

CAREER PLANNINGIt’s the process by which one selects career goals and the path of these goals. main focus is on assisting the employees to achieve a better match between

personal goals and opportunities available. it’s a continuous process of developing human resources for achieving

optimum results.

OBJECTIVES-1.Attract and retain talent by offering career not jobs.2.Use human resources effectively and achieve greater productivity.3. Reduce employee turnover.4. Improve employee morale and motivation.

PROCESS-Steps in career planning process are-

Identifying individual needs and aspirations. Analyzing career opportunities Aligning needs and opportunities. Action plans and periodic review.

CAREER DEVELOPMENTIt consists of the personal action one undertakes to achieve a career plan. It looks at the long term career Effectiveness of employee.

INDIVIDUAL CAREER DEVELOPMENTSteps are:Performance Mentors and SponsorsExposure Key subordinatesNetworking Loyalty to career

ORGANISATIONAL CAREER DEVELOPMENTTools and activities employed for this purpose are- self- assessment tools e.g. career planning workshop. Individual counseling. information services e.g. job posting service, skills inventory. Employee assessment programs. Employee development programs.

CAREER MANAGEMENTIt includes both organizational actions and individual efforts aimed at

setting career goals, formulating and implementing strategies and monitoring the results.

INDIVIDUAL EFFORTS : Identifying career options. Set career options. Align both and review.

ORGANIZATIONAL ACTIONS: Prepare Implement Monitor career plans

EFFECTIVE CAREER PLANNINGSteps are: Support from top management Goals should be laid down clearly Reward performance Appropriate placement of employees Career paths to be laid down clearly Continuous tracking of career planning efforts Publicity (everyone should be aware of the career opportunities within the

organization)

ADVANTAGES OF CAREER PLANNING Benefits to employee – employee has advance knowledge of career

opportunities within the organization. Benefits to organization – organization can base their decisions more

systemically. Relations – relations between the employer and the employee would become

more cordial.

LIMITATIONS OF CAREER PLANNING It is not suitable for the small units where there are few opportunities for the

vertical growth of the employees. Several environmental factors e.g. govt. policies, laws of the land, reservation

based on castes, regional pressure may upset career planning.

EMPLOYEE SEPARATION/TERMINATION

Means of Employee SeparationResignation

Discharge

Dismissal

Suspension

Retrenchment

Lay-off

Termination

Types of SeparationVoluntary Employee separationInvoluntary Employee Separation

RESIGNATIONWhen an employee tenders a resignation or simply quits her job, it's usually called a resignation. Some employers differentiate involuntary termination from voluntary termination, however. An employee who decides to leave the company is said to have terminated her employment and if further distinction is required, a resignation is considered voluntary termination.

DISCHARGEThe term "discharge" is often used to describe an employee who is fired or terminated involuntarily. It's common to hear this term used in a union work environment, as in the "the employee was discharged for just cause." The terms "discharge" and "just cause" are indicative of employment terms and conditions pursuant to a collective bargaining agreement or an employment contract. Involuntary termination refers to severing the employment relationship due to poor performance, violation of workplace policies, misconduct, absenteeism or other similar reasons.

DISMISSALDismissal from employment (also known as being “fired” or “let go”) is the termination of employment against the will of the employee. Dismissal can be due to issues with the employee’s performance, but it also may be due to factors outside the employee’s control, such as down-sizing or the elimination of a position.

SUSPENSIONSuspension is defined as "the placing of an employee, for disciplinary reasons, in a temporary status without duties and pay. An employee who voluntarily absents himself from the workplace, however, even due to a valid medical consideration, is not constructively suspended because the leave is not enforced.”

RETRENCHMENTRetrenchment too results in the separation of employee from his employers. Theprinciple in the procedure of Retrenchment is that the last person employed in each category must be the first person to be retrenched.

LAY-OFFEmployee termination and employee separation are both appropriate ways to describe when an employee layoff occurs. Although the word termination sounds like the employee was at fault, termination in the case of a layoff means the employment relationship ended due to business closure or a lack of available work. Where there is an indefinite layoff, such as business closure, the termination process is more likely to be called a separation because there exists a slim possibility employees may be called back.

TERMINATION Usually, this process is perceived negatively by employees. In termination, an employer uses his right to terminate the contract of an employment. There can be many reasons for an employer to terminate the contract of employment but some of the common reasons are:1) Non-Performance2) Indiscipline3) Misconduct4) Insubordination5) Theft and etc.

ORGANIZATIONAL CULTURE A common perception held by

organization’s members. A system of shared meaning Culture is the social glue that

helps hold an organization together by providing appropriate standards for what employees should say or do.

Organizational Cultural is a basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization.

CHARACTERISTICS OF CULTURE Innovation and Risk- The degree to which employees are encouraged to be

innovative and take risks Attention to detail-The degree to which employees are expected to exhibit

accuracy, analysis and attention to detail Outcome orientation-The degree to which management focuses on result and

outcomes People orientation-The degree to which management decision take into

consideration the effect of outcome on people within the organization Team orientation-The degree to which work activities are organized around

team rather then individual Aggressiveness-The degree to which people are aggressive and competitive

rather than easy going Stability-The degree to which organizational activities emphasize maintaining

the status in contrast to growth.

FUNCTIONS OF ORGANIZATIONAL CULTURE

Defines the boundary between one organization and others.

It enhances commitment to organization’s mission.

It provides a sense of identity for its members.

It clarifies and reinforces standards of behavior.

Enhances the stability of the social system.

Serves as a sense-making and control mechanism for fitting employees in the organization.

HOW ORGANIZATIONAL CULTURE FORMS

Selection Concern with how well the candidates will fit into the organization. Provides information to candidates about the organization. Top Management Senior executives help establish behavioural norms that are adopted by the

organization. Socialization The process that helps new employees adapt to the organization’s culture.

HOW ORGANIZATIONAL CULTURES HAVE AN IMPACT ON PERFORMANCE AND SATISFACTION

UNIFORMITY OF CULTURE

Organizational culture is a common perception held by the organization’s members

All members cannot share this perception at the same degree This gives result to- Dominant culture- it expresses set of core values shared by majority of

organisation’s members Subculture- set of values shared by minority of organization’s members and it

is formed as a result of problems or experiences that are shared by members of different departments

Strong and weak cultures-in strong culture organization’s core values are both intensely held and widely shared while in weak culture values are limited to few people.

STRONG VERSUS WEAK ORGANIZATONAL CULTURES

Strong culture Values intensely held and

widely shared

Culture conveys consistent messages about what is important

Most employees can tell stories about company history/heroes

Strong connection between shared values and behaviour

Weak culture Values limited to few people

usually top management

Culture sends contradictory messages about what is important

Employees have little knowledge of company history or heroes

Little connection between shared values and behaviour

EFFECT OF STRONG ORGANIZATIONAL CULTURE

Higher Organizational performance Impact on Length of employment Person/organization fit and have great influence on the

behaviour of its members Increase cohesiveness Aids in recruitment and socialization of new employees Creates stronger employee commitment to the

organization

ORGANISATIONAL CLIMATE

Also known as corporate climate. It is a set of properties of the work environment,percieved directly or

indirectly by the employees, that is assumed to be a major force in a workplace.

FACTORS Leadership Communication Motivation Decision making Goals

IMPACT Interactions among individuals. Attitude towards organizational rewards. Response to the work environment. Individual motivation to achieve work outcomes.

MORALE Maintenance of cooperative living. Capacity of a group of people to pull together persistently and consistently

in pursuit of a common purpose.

MEASUREMENT OF MORALE Observation Surveys Records

CORRELATION BETWEEN PRODUCTIVITY AND MORALE Teamwork Interoffice relationships Respect

REBUILDING MORALE Reconnecting with your team Developing good relations Management by walking around Emotional intelligence Reward your team Feed back Developing your team Understanding their development needs Training needs assessment Cross-training Improving the workplace Improving communication

ORGANISATION DEVELOPMENTAL Organization development is a planned process of change in an organization's culture through the utilization of behavioral science technology, research and theory.

NATUREOrganization development is a life long , built in mechanism to improve immunity of organization's health to renew itself, often with the assistance of a “change agent “or “catalyst” and the use of enabling appropriate theories and technique from applied behavioral sciences ,anthropology ,sociology and phenomenology.

GOALS OF ORGANISATION DEVELOPMENT 1.To increase the level of inter-personal trust among employees .2. To increase employee’s level of satisfaction and commitment .3.To comfort problems instead of neglecting them.4.To effectively manage conflict .5.To increase cooperation among the employees.6.To put in place process that will help to improve the ongoing operation of the organization on a continuous basis.

CHARACTERISTIC FEATURES

PLANNED CHANGE COLLABORATION PERFORMANCE HUMANISTIC

PHASES OF ORGANISATION DEVELOPMENT STAGE 1 : CHAOS (fire fighting mentality)STAGE 2 : STABILITY ( back with basics )STAGE 3 : HIGH PERFORMMANCE (out standing , sustainable result )

LIMITATIONS

1.Major time requirements.2.Substantial expense.3.Delayed payoff period.4.Possible failure.5.Possible invasion of privacy.6.Possible psychological harm.7.Potential conformity.8.Emphasis on group processes rather than performance.9.Possible conceptual ambiguity.10.Difficult in evaluation.11.Cultural incompatibility.

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