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Career Planning and Succession Planning

Career planning is the process by which one selects career goals and the path to these goals. Career Planning is the formal process through which someone becomes aware of his or her personal skills, interests,
knowledge, motivations and other characteristics, acquires information about opportunities and choices, identifies career-related goals, and establishes action plans to attain specific goals.

The Goal: Matching Individual and Organizational Needs

The Employees Role The Organizations Role

Career Management

Individual and Organizational Goals

Employer Career Efforts today

HR Activity Human Resource Planning Traditional Focus Analyzes jobs, skill, taskspresent and future. Projects need. Uses statistical data Matching organization's needs with qualifies individuals. Provides opportunities for learning skills, information and attitudes related to job. Rating and/on rewards Rewards for time, productivity, talent, and so on. Career Development Focus Adds information about individual interests, preferences, and the like to replacement plans. Matches individual and jobs based on variables including employees career interests and aptitudes. Provides career path information. Adds individual development plans. Adds development plans and individual goal setting. Adds study reimbursement plans, compensation for nonjob related activities

Recruitment and selection

Training and development Performance Appraisal Compensation and benefits

Objectives of Career Planning

Attract and retain talent by offering careers, not jobs. Use human resources effectively and achieve greater productivity

Reduce employee turnover

Improve employee morale and motivation Meet the immediate and future human resource needs of the organization on a timely basis.

Figure HRs Role in Career Development

Figure Balancing Individual and Organizational Needs

Figure 5.A1

Combinations of Career Interests and Skills










Figure 59 Stages of Career Development

Stage 5: Late Career (ages 55retirement):
Remain productive in work, maintain self-esteem, prepare for effective retirement.

Stage 4: Midcareer (ages 4055):

Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive.

Stage 3: Early Career (ages 2540):

Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

Stage 2: Organizational Entry (ages 1825):

Obtain job offer(s) from desired organization(s), select appropriate job based on complete and accurate information.

Stage 1: Preparation for Work (ages 025):

Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

Process of Career Planning

Identifying individuals needs and aspirations Step 1

Analyzing career opportunities

Step 2

Aligning needs and opportunities

Step 3

Step 4

Action plans and periodic review

Career Anchors
Five anchors are:

Managerial competence Technical functional competence Security Creativity Autonomy independence

Tools used for career development

Self-assessment Individual counseling Information services Employee assessment programmes Employee development programmes Career programmes for special groups

Succession Planning
The process of ensuring a suitable supply of successors for current and future senior or key jobs arising from business strategy, so that the careers of individuals can be planned and managed to optimize the organizations needs and the individuals aspirations.

Succession Planning is a systematic approach to :

Building a leadership pipeline/talent pool to ensure leadership continuity Develop potential successions in way that best fitr their strengths. Identifying the best candidates for categories of positions. Concentrating resources on the talent development process, leading to greater ROI.


Prepare current employees to understand key role. Develop talent and long term growth. Improves workforce capabilitities and overall performance Improve employee commitment and therefore retention Meets the career development requirement of existing employees. Improves support to employees throughout their employment.

Counters the increasing difficulty of recruiting employees externally.

Focuses on leadership continuity and improved knowledge sharing Provides more effective monitoring and tracking of employee proficiency levels and skill gaps.

Several factors critical for the success of Succession planning

Management is involved in the process Management holds themselves accountable for growing leaders.

Employees are committed to their own self development

Succession planning is based on a business case for long term needs. Succession is linked to strategic planning and investment in the future.

Process of Succession mgmt.

Identify the shortage of leadership skills and defining the requirement

Identify potential successors for critical positions

Coach and Groom the STARS

Secure top mgmts commitment and support

Succession Planning Model

1. Determine the functions & when the position will
be available

2. Identify initial competencies required for each position

3. Competency Gap Analysis

6. Research & Track overall Program and maintain skill Inventory

5. Develop and maintain a talent pool

4. Design Developmental Oppportunities for each set of Competencies

Step 1: Determine the functions and when position will be available.

Review the associated functions and anticipated future work requirements. Fully understand how real and anticipated change in functions and new technologies will impact the future job requirements.

Step 2 : Determine initial competencies required for each position

Determine the skill, Knowledge, ability, aptitude, values, motivation, initiative, self control, work styles and attitudes that contribute to exemplary job performance.

Step 3: Competency Gap analysis

Identify the job competencies that will be required for future position in thee organsiation Determine the type of tools used to gather data on whether current employees possess the competencies that will be required for the identifies positions. Analyze the difference between current employee competencies and future organisation needs Document the finding.

Step 4 Design developmental opportunities for each set of competencies

Tailor opportunities to develop each competency and future work requirement

Step 5: Develop and maintain a talent Pool

Acquire volunteers Conduct individual gap analysis Prepare individual development plans Reassess and track individual progress

Step 6: Reassess and track overall progress and maintain a skills inventory.

Continually monitor kills and needs to determine any gaps, and develop plans to meet deficiencies. Track individual progress overtime to use for reporting and determining, adding or changing developmental opportunities. Maintain an inventory of current and future needs along with the information for individual and group development

Pros and Cons of Disclosing succession planning

High Performers may leave the organization, unsure of their future Unrealistic expectation and implied contracts

Allows flexibility as business needs change



Retention Strategy