Career Planning Intervention

Career Planning Intervention
Career planning is the process of defining individual career objectives. Though an individual uses this process to plan through various stages of his/her life, this process becomes extremely pertinent from the perspective of the organization. One of the most important drivers of employee performance is the line-of-sight that the individual has from the perspective of his/her career in the organization. Personalized career planning can enable the organization understand the ambitions/inclinations of the employee and help him/her chart a plan to pursue it. This generally involves assessment of the employees interests, capabilities and goals and planning to pursue them. It also involves decisions that affect the current job, the acceptance of promotions, transfers among other things. To address the career planning issues at KEC Internationals Design and Distribution SBU, we propose interventions at the stages of an employees career mentioned below. This model could be adopted across SBUs at KEC International as they are all lacking in career planning processes. Establishment stage At this stage, the employee is new to the organization, probably fresh out of college and has just stepped in to the responsibilities of adulthood. He/she is starting a professional career and is stressed by the task of identifying the correct path and performing effectively. On the personal front, the employee may be considering major decisions like starting a family, having children etc. The organizations role at this stage begins at the time of the selection of the employee wherein it discusses with the employee about his/her ambitions/expectations and provides realistic feedback about the possible career path in the organization. The organization then assigns the employee 4 guides with different roles who could change as required. They are: Tutor y Responsible for training the employee at a particular stint y Helps the employee plan for the stint y Evaluates the performance of the employee during the stint Mentor y A senior manager from the SBU to which the employee belongs y Assists in overall career planning and development Buddy y A senior (1-3 years) from the same institute of the employee y Helps ease the employee into the organizations environment y Non evaluative responsibilities
Coach y A role model for the employee y Periodically reviews the employees progress in each stint and advices for improvement The presence of the four guides will provide the employee with a sense of security and the right means to seek assistance for different areas of career planning. How to go about it? Communication KEC must constantly communicate to the employee through various channels written as well as oral providing information about opportunities within KEC as well as feedback about the employees performance. What combination of skills and experience required to progress to the next level should be clear. The variable component of the same (economic scenario, performance of business unit, extraordinary feedback etc) should also be conveyed to the employees. Usage of GE Mckinseys Matrix Use GE McKinseys Matrix (Performance vs Potential) to plot the employees. Then the employees falling in high performance & high potential grid (Inverted L in green in the diagram) are considered for Career Management.
Figure 1. GE McKinsey s Matrix
Internal Job Postings Promote a culture of internal job postings by ensuring that the system has flexibility enough so that the employees can shift to a vertical or position depending upon their competency. This will in turn provide the career planning and management of the employees a wider scope and also result in higher satisfaction level amongst the employees. Goal setting in the Performance Appraisal Process The KRA and goal setting to be done by superior and HR manager together in the presence of Mentor and coach. This will bring a complete organization picture as HR manager will know what are the average goals set up by all the superiors and will remove the factor of strategic orientation of the superior. This will allow the time for cross verification of the KRAs. This change will thus improve the discussion while goal setting and hence reduce the dissatisfaction of the employees by reducing the superior bias.

Career Planning Intervention

Uploaded by

Copyright:

Available Formats

Career Planning Intervention

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Career Planning Intervention

Uploaded by

Copyright:

Available Formats

Career Planning Intervention

Figure 1. GE McKinsey s Matrix

You might also like