career planning
DESCRIPTION
Career PlanningTRANSCRIPT
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CAREERAnkit Bafna
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THEMES
Technical/Functional competence
General Managerial competence
Autonomy/Independence
Security/Stability
Entrepreneurial Creativity
Service/Dedication to a cause
Pure Challenge
Lifestyle
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THE SIX STAGES OF MODERN CAREER DEVELOPMENT
Assessment
Investigation
Preparation
Commitment
Retention
Transition
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CAREER STAGESTrial stage
Establishment
Mid Career Crisis Sub Stage
Maintenance stage
Late-career stage
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HOLLAND'S TYPES
Realistic
Investigative
Artistic
Social
Enterprising
Conventional
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COMPATIBLE WORK ENVIRONMENTS
Your Personality Type Most Compatible Compatible
Realistic Realistic Investigative & Conventional
Investigative Investigative Realistic & Artistic
Artistic Artistic Investigative & Social
Social Social Artistic & Enterprising
Enterprising Enterprising Social & Conventional
Conventional Conventional Enterprising & Realistic
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SUPER THEORY
Rainbow model
The model of maturity or adaptability
The model of career
salience
The model of career
determinants
The career decision-
making modelC-DAC
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CAREER STAGESGrowth
Exploration
Establishment
Maintenance
Disengagement
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SUPER LIFE ROLES
Child
Student
Leasurite
Citizen
Worker
Homemaker
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LEVINSONStages
enter adult world 22-28
settling down 33-40
enter middle adult hood 45-50
culmination of middle adult hood 55-60
Periods
transition in period
stability
transition out period
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COMPETENCY FRAMEWORK
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CAREER MANAGEMENT
Making career
choices and decisions
Managing the
organizational career
Managing 'boundaryles
s' careers
Taking control of
one's personal
development
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CAREER PLANNING
Career planning is for core people as well as high‑flyers
• 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 is for individuals as well as the organization
Career plans must therefore recognize that:
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FACTORS AFFECTING CAREER PLANNING
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EXTERNAL
market trends
family message
friends message
society message
media message
technology / changes
market demand / supply
expectations of the society
company re-locations
family re-locations
job outgrowing
job burnout
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INTERNAL
corporate objectives
corporate strategy
merger/ acquisitions
organization structure
organization development
programs
organization culture
changes
organization succession
plans
criteria for promotions
performance management
systems
competency requirements
change
potential assessments
organization future needs
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EMPLOYEE EXPECTATIONS
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ACTIVITIES MOST INTERESTED IN HAVING AS A PART OF CAREER
meets your interest
suits your values
uses your skills
requires your competences
meets your life and career balance
career adaptability
career changes
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VALUE NEEDS YOU WANT CAREER TO FULFILL
pay package
variety tasks
job independen
ce
job security
job prestige
contribution to society
freedom on the job
meet lifestyle
preferences
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SKILLS TO USE IN CAREER
more experience
more education
more training
support for aptitude
support for attitude
skills variety
support for aspirations
support for motivations
support for commitment
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CONCLUSIONS
Factors affecting career planning Employee expectations
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CAREER PLANNINGSwathi Velisetty
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CAREER PLANNING
•Succession plans•Performance•Potential assessments•Self assessments
Uses
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CAREER PLANNING
•Implementing career management policies•Achieving succession planning objectives•Building motivation•Increasing Commitment•Enhancing performance
To develop programs and procedures for
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COMPETENCY BASED CAREER PLANNING
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CAREER FLOW
Career Path design
Assessing Employee
Career Plan
Employee Development
Program
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CAREER PATH DESIGN
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CAREER PATH TYPES
Historical Organizational Behavioral
Past patterns of career progression
Paths defined or dictated by management to meet operating needs
Paths that are logically possible based on analysis of what activities are actually performed on the job
Actual paths created by the past movement of employees among management jobs
Paths determined by prevailing needs for staffing the organization
Rational paths that could be followed willingly
Perpetuates the change: way careers have always been
Reflects prevailing management values and atti tudes regarding careers
Calls for change; new career options
Used as basis for promotions and transfers
Usually consistent with job evaluation and pay practices
Used as a basis for career planning
Basis is informal, traditional Basis is organizational need, management style, expediency
Basis is formal analysis and definition of options
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CAREER PATH DESIGN
identify career paths
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TYPES OF COMPETENCY
•Ability to manage job•Develop an interaction with other person•Example •problem solving•leadership•communication
Managerial competency (soft competency)
•Relates to the functional capacity of work•Deals with the technical aspect of the job •Example •market research•Financial analysis•electrical engineering
Functional competency (hard competency)
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ADAPTABILITY
DEFINITION
• Maintaining effectiveness when• priorities change• new tasks are encountered• dealing with individuals who have different views
• Effectively performing in different• environments• Cultures• technologies
KEY BEHAVIOR
• Seeking understanding• Embracing change• Making accommodations
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COLLABORATION
Basic Intermediate Advanced Expert
Actively listens and clarifies understanding in order to learn from others.
Balances complementary strengths by seeking diverse perspectives
Actively builds internal and external networks.
Drives and leads key relationship groups across The company.
Empathises with audience
Involves teams in decisions that effect them.
Uses cross functional teams to draw upon skills and knowledge
Manages alliance relationships through complex issues
Shares resources and information.
Encourages co-operation rather than competition
Builds and maintains relationships across The company.
Ensures events and systems are in place and used.
Responds promptly to other team members’ needs
Draws upon the full range of relationship at critical points
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COMPETENCY MODEL VS JOB DESCRIPTION MODEL
How ?
Studies the different elements of the jobs
defines the job into sequences of tasks to perform the job
What ?
studies the people who do the job well
defines job in terms of the characteristics and behavior
competency model job description model
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ASSESSING EMPLOYEE CAREER PLAN
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MATCH
Future needs
Career ladders
Assessment of individual potential
co-ordination and audit of career system
Connecting organisational need with individual need
Self awareness
Planning goals
Planning to achieve goals
Alternatives
Career ladders
Organization Individual
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EMPLOYEE DEVELOPMENT PROGRAM
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ORGANIZATION INCENTIVES
Job posting system
Mentoring activities
Career resource centers
Managers as career
counselors
Career development workshops
HR planning &
forecasting
Performance appraisal
Career pathing
programs
Training & Developmen
t
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MENTORING
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MENTORING MODEL
Surrendering
•leveling the learning field
Accepting •creating a safe haven for risk taking
Gifting •the main event
Extending •nurturing protege independence
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PERFORMANCE APPRAISAL
Whom Company Should
Evaluate
What criteria
should be used to evaluate
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CAREER PATHING Put together a resource panel of experts
Define tasks and characteristics
Identify top performers
identifying competencies
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TYPES OF LEARNING
Cognitive
Psychomotor
Affective
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DEVELOPMENT INITIATIVES
Personal Management
Formal
Informal
Competency based
Analyse current situation
Set goals
Prepare action plan
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INDIVIDUAL INCENTIVES
Career Planning
Career Awareness
Career Resource Center
Utilization
Interests, Values, and Competency
Analysis
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CAREER PLANNING PROCESS
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•Personal Assessment •Self-care: Work-life Balance•Geography•Finances
Self-assessment
•Occupational Research•Informational Interviews•Industry Research•Professional & Trade Associations
Occupational Research & Decision-making
•Short-term Training•Education (Classroom And E-learning)•Internships•Volunteer Work
Gain Experience & Credentials
•Interviewing•Targeted Resumes, Cover Letters, Applications & References
•Targeted Networking•Seeking & Following Up On Job Leads
•Salary Negotiation
Job Search Skills & Process
•Professional Associations•Ongoing Skill Development & Enhancement
•Lifelong Learning•Work-life Balance & Sense Of Purpose
•Ongoing Evaluation
Career Management
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CAREER PLANNING PROCESS
Individual assessments of
abilities, interests, career needs, and
goals
Organizational assessments of
employee abilities and potential
Communication of information concerning
career options and opportunities with the
organization
Career counseling to set realistic
goals and plan for their attainment
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CAREER DEVELOPMENT PROGRAM
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CAREER DEVELOPMENT PROGRAM
Alternative Career Paths
Career Pathing
Dual Career Tracks
Career Counselling
Cross-Training
Flexitime
Job Rotation
Job Enlargement
Job Enrichment
Job Sharing
Phased Retirement
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STEPS IN CAREER DEVELOPMENT INITIATIVES
Define the need.
Tie initiative to HR systems and policies
Tailor the initiative to fit
the culture
Take long-term
approach
Redesign performance management
Co design with line
management
Separate career management &
appraisal
Ensure top management
support
Measure results
Publicize results
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CONCLUSION
Career planning
Competency Based
Process
Other Process
Career Development
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CAREER MANAGEMENTHardik Doshi
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CAREER MANAGEMENT BEST PRACTICES
Providing Employee Assessment and Career Planning Workshops
Conducting Career Coaching Workshops for Managers
Establishing Employee Career Centers
Giving Open Business Briefings
Creating an Internal Network of Information Providers
Maintaining Internal Job and Talent Banks
Establishing Individual Learning Accounts
Starting a Mentoring Program
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EXECUTIVE COACHING AND BUSINESS STRATEGY
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COACHING ROLES
Coaching for skills
•focuses on specific skills required for a current job
Coaching for performance
•focuses more broadly on a present job
Coaching for development
•directed toward learning for a future job
Coaching for the executive's
agenda
•focuses on learning that is related to an executive's agenda
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FRAMEWORKCareful Contracting
Comprehensive Assessment
Action Planning
Active Learning
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CAREFUL CONTRACTING
Business context defined
Strategic issues defined
Leader profile and job success defined
Clear roles and responsibilities determined
Agreement regarding who is "the client“
Milestones and timelines clarified
Confidentiality boundaries established
Outcomes and expected results agreed on
Financial terms signed off
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FEEDBACK
Reaffirm ground rules and establish rapport
Review coaching objectives and business context
Describe how to interpret results
Give the executive opportunity to review results
Discuss surprises or frustrations
Highlight strengths
Identify developmental needs
Agree on areas for improvement
Begin developmental planning process
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ACTION PLAN
Strengths and why they are important in the executive's current role
Developmental areas
Action steps required needed in areas requiring improvement, as well as leveraging strengths
The type of coaching style that will best suit the development process
Active learning or experiential learning suggestions
Ways in which direct reports, bosses, peers, and others can help
A process for following up with key stakeholder
Key milestones.
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THE RULES FOR CORPORATE CAREER RESILIENCE
The company is not in charge of your career—you are.
Instead of ladders and paths, there are now webs and mazes
Every job is now subject to a "make or buy" decision
Hidden needs in the organization's internal job market are more promising sources of advancement than the formal job postings
The most "vendor-minded" employees will find or create the most opportunity
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ORGANIZATION’S CAREER DEVELOPMENT RESPONSIBILITIES
Communicating
the organizat
ion’s goals and
future strategie
s
Creating growth
opportunities
Offering financial assistanc
e
Providing the time
for employe
es to learn
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RECYCLING
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TRANSITIONS
transitions across
organizational boundaries
transitions across
occupational boundaries
changes in the employment relationships
changes in the network relationships
Transitions across the boundaries
between roles
transitions across boundaries within roles
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MODIFIED SUPER’S CAREER STAGES
•(approximately age 15-24)•individuals engage in self-examination and reality testing
exploration stage
•approximately age 25-44•individuals try to make a place for themselves in their chosen occupation•Security is their objective
establishment stage
RECYCLING
Maintenance stage
disengagement stage
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WHAT CAUSES PEOPLE TO RECYCLE?
Organizational Changes
Personal Career
Plateaus
Personal Crisis
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CHARACTERISTICS OF RECYCLERS
Recyclers are risk takers
Recyclers are optimistic
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ORGANIZATIONS
Counselling
Culture
RewardsWork life balance
Exit Procedures
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CAREER MOBILITY
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FACTORS CONTRIBUTING TO CAREER MOBILITY
Search for Competitive Employment
Positions
Pursuit of a Good Career
Match
Desire for Career
Advancement
Search for Personal
Satisfaction
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WAYS TO CAPITALIZE ON CAREER MOBILITY
Have a Positive Attitude
Develop New Skills and
Competencies
Engage in Career
Exploration
Be Willing to Compromise
Seek Career Counseling
Be creative
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ORGANIZATIONS
Counselling
Culture
Mentor
Support
Onsite Opportunities
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WORK LIFE BALANCE
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LIFE BALANCE
Backup child care
Discounted fitness
memberships
Employee Activities
Committee
Employee diversity networks
Flexible work arrangements
Mentoring program for
parents
On-site lactation facilities
Time off
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MICROSOFT EXAMPLE Flexible work arrangements Financial planning Grocery service Fitness benefits Adoption assistance Legal assistance Backup child-care program Long-term care for extended
family members Child-care assistance Maternity and paternity leave
program Commuting programs and
public transportation assistance
New mothers' rooms Dinners-to-go program
On-campus convenience shopping
Disease management programs Parenting resources and
seminars Dry cleaning and laundry service Resources and referrals for
counseling and education Employee affinity groups Schools Out! Programs Employee development courses Smoking cessation program Employer-sponsored discount
program Tuition assistance program Ergonomics program Weight management program
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FLEXIBLE WORK ARRANGEMENTS
Reduced Work Week
Compressed Work Week
FlexitimeTelecommuti
ng
Job Sharing
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CONCLUSION
Career Management best Practices
Executive Coaching
RecyclingCareer Mobility
Work Life Balance
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THANK YOU