1. An Overview Of Career
Planning

2. THE CONCEPT OF CAREER
A 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:
Performance
Education
Experience
Influential parents
Caste links
Luck

3. 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.

4. HOW DO PEOPLE CHOOSE CAREERS??
The general individual characteristics that
influence 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.

5. CAREER PLANNING
It’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.

6. CAREER DEVELOPMENT
It consists of the personal action one undertakes to achieve a career plan.
 It looks at the long term career
 Effectiveness of employee.
INDIVIDUAL CAREER DEVELOPMENT
Steps are:
Performance
Mentors and Sponsors
Exposure
Key subordinates
Networking
Loyalty to career

7. ORGANISATIONAL CAREER DEVELOPMENT
Tools 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 MANAGEMENT
It includes both organizational actions and individual efforts aimed at
setting career goals, formulating and implementing strategies and
monitoring the results.

8. INDIVIDUAL EFFORTS :
 Identifying career options.
 Set career options.
 Align both and review.
ORGANIZATIONAL ACTIONS:
 Prepare
 Implement
 Monitor career plans

9. EFFECTIVE CAREER PLANNING
Steps 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)

10. 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.

11. EMPLOYEE SEPARATION/TERMINATION
Means of Employee Separation
Resignation
Discharge
Dismissal
Suspension
Retrenchment
Lay-off
Termination
Types of Separation
Voluntary Employee separation
Involuntary Employee Separation

12. RESIGNATION
When 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.
DISCHARGE
The 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.

13. DISMISSAL
Dismissal 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.
SUSPENSION
Suspension 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.”
RETRENCHMENT
Retrenchment too results in the separation of employee from his employers. The
principle in the procedure of Retrenchment is that the last person employed in
each category must be the first person to be retrenched.

14. LAY-OFF
Employee 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-Performance
2) Indiscipline
3) Misconduct
4) Insubordination
5) Theft and etc.

15. 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.

16. 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.

17. 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.

18. 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.

19. HOW ORGANIZATIONAL CULTURES HAVE AN
IMPACT ON PERFORMANCE AND SATISFACTION

20. 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.

21. 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

22. 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

24. 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

25. 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

26. 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

27. 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.
NATURE
Organization 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.

28. 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 )

29. 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.

30. Thank You