Career & Succession Planning

CAREER PLANNING and SUCCESSION
PLANNING
Anirudh Rangarajan
Debapriya Mondal
Bhavya Garg
Dhaval Malhotra
Chinmay Mittal
Divya Madhogaria
Concepts of Career
Management
Concepts of Career
Management
Career
o Sequence of work-related positions held by someone during
lifetime.
Career Paths
o Sequential pattern of jobs that form a career.
Concepts of Career
Management
Career management
o Lifelong, self-monitoredprocessthat involves choosing and
setting personalgoals, and formulatingstrategiesfor
achieving them.
o Designing a strategy, assessment of employee and
planning based on that assessment. Evaluation of the
same is also carried out.
Career development
o It is those personal improvements that one undertakes to
achieve a personal career plan.
o Career development ensures that people with proper
qualifications and experiences are available when needed.
Careers and Career

Planning
Careers and Career

Planning
What is Career Planning?
o Process where an individual sets career goals and identifies means to
achieve them.
o Individuals assessment of his/her interests, abilities and goals.
o Examining alternative career options
o Establishing personal career goals
o Developing a career path
o Planning how to progress through the career path
Careers and Career

Planning
Organization - Centered Career Planning
o Focuses on jobs and on identifying career paths that provide for the
logical progression of people between jobs in the organization.
Individual - Centered Career Planning

o Focuses on an individuals career rather than on organizational
needs.
Organizational and
Individual Career
Planning Perspectives
Process of Career
Planning
Individual Career
Planning
Components
Individual Career Management
SelfAssessment
Feedback
on Reality
Setting of
Career
Goals
Sample Career
Development form
Individual Career
Choices
Career
Choice
Interests
Self-Image
Personality
Social
Backgrou
nd
General Career Periods
Benefits of Career
Planning
To Individual Employee
o Explicit Career Path
o Focused Self Development
o Increased Productivity
To the organization
o Assured availability of talent
o Attracting and retaining talent
o Promoting organizational image
Methods of Career
Planning
Communication
Counselling
Career Planning Workshops
Self development materials
Assessment Programme
Methods of Career
Planning
Career development programs
Career workshops that use vocational guidance tools
(including a computerized skills assessment program
and other career gap analysis tools) to help
employees identify career- -related skills and the
development needs they possess.
Career oriented appraisals

Provide the ideal occasion to link the employees
performance, career interests, and developmental
needs into a coherent career plan.
How is career
development today
different from the past?
Old Paradigm
New Paradigm
Career in one
organization
Career spent in several

organizations
Transactional contract
Movement through
various organizations for
advancement
Individual is totally
responsible for career
planning
Relational contract
Movement through
hierarchical
advancement or intraorganizational mobility
Career planning is taken
up by the firm
Factors influencing these

changes
Employment shifts
Organizational changes (technology and resources.
Changes in organizational structure (new organizing
principles)
Individual changes (attitudes and values)
Global competition
What organizations can

do
Create environment of continuous learning
o training and development
o support employees joining professional groups
Provide opportunities for

o self assessment and introspection
o benchmarking employee skills and competencies against
those needed by company or job market
o in-house or outsourced career centres

do
Respond to work - life issues
o dependent care
o scheduling flexibility
o culture change
Ensure consistency between career progression and

organizational expectations
o revamp promotional and reward systems that still might
weigh tenure and political skills heavily

do
Ensure career development is consistent with other
HR processes and programs
o developmental performance appraisal
o succession planning processes
o skill based rather than seniority based compensation.
Re - deploy rather than outplace

o requires investing in employee skills
Dual Career Path
Advantages
More successful Hiring practice

Reduced Turnover
Higher Productivity
Lower management cost
Improved Training and Development Focus
Example
Honeywell Internationals turnover
among top technical performers
traditionally hovered around 25%.
Employees were leaving because they
felt they had nowhere to go unless they
went into management. But since the
company rolled out a dual career
system.
They havent lost any top talent said
Julian Kaufmann, corporate director for
Succession Planning
Succession Planning
Involves identifying key management positions the
organization cannot afford to have vacant
Purposes of succession planning
o Facilitates transition when employee leaves
o Identifies development needs of high potential employees and
assists in career planning.
Many organizations fail to implement succession

planning effectively
o Qualified successors may seek external career advancement
opportunities if succession is not forthcoming
HRs Role in Succession

Planning
Identifying development needs of the
workforce
Assisting in identifying needed

future
job skills
Noting employees who might fill
future
positions
Communicating the succession
planning process to employees
Tracing and regularly updating

succession plan efforts
Succession
Planning
Areas for Planning

Succession
Values and Benefits of

Succession Planning
Having an adequate supply of employees to fill future key

openings
Providing career paths and plans for employees, which aids in

employee retention and performance motivation
Continually reviewing the need for individuals as organizational

changes occur
Enhancing the organizational brand and reputation as a

desirable place to work
Common Succession
Planning Mistakes
Focusing only on CEO and top management
succession
Starting too late, when openings are occurring
Not linking well to strategic plans
Allowing the CEO to direct the planning and make all
succession decisions
Looking only internally for succession candidates
JOHN WELCH
A Case Study on CEO

Succession Planning at
GE
General Electric Worlds Largest Company as
per Forbes with valuation of $ 260 bn
Previous CEO John Welch
Current CEO Jeff R Immelt
John Welch in 1991 : From now on, choosing
my successor is the most important decision I'll
make. It occupies a considerable amount of
thought almost every day.
A Case Study on CEO

GE
CEO Succession Planning Process followed by John
Welch
A Case Study on CEO

GE
Leadership Styles of Welch vs
Immelt
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What are the main concepts of career management discussed in the document?

What are the main concepts of career management discussed in the document?

What are the different types of career planning discussed?

What are the different types of career planning discussed?

CAREER PLANNING and SUCCESSION

Careers and Career

Careers and Career

Careers and Career

Individual - Centered Career Planning

General Career Periods

Career oriented appraisals

Career spent in several

Factors influencing these

What organizations can

Provide opportunities for

What organizations can

Ensure consistency between career progression and

What organizations can

Re - deploy rather than outplace

Dual Career Path

More successful Hiring practice

Many organizations fail to implement succession

HRs Role in Succession

Assisting in identifying needed

Tracing and regularly updating

Areas for Planning

Values and Benefits of

Having an adequate supply of employees to fill future key

Providing career paths and plans for employees, which aids in

Continually reviewing the need for individuals as organizational

Enhancing the organizational brand and reputation as a

A Case Study on CEO

A Case Study on CEO

A Case Study on CEO

Questions & Comments

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