Career Planinng and Development

TALENT MANAGEMENT
BY: MONICA KAPURIA
4/25/2013
TALENT MANAGEMENT
TALENT MANAGEMENT & SUCCESSION PLANNING
CONSIDER..
4/25/2013 TALENT MANAGEMENT & SUCCESSION PLANNING
..at any one time 59% of employees will be open to working elsewhere
What is Talent Management?

A set of processes that allow a company to increase value provided by their human capital.
4/25/2013
It is an automated end-to-end process of planning, recruiting, developing, managing & compensating employees throughout organization.
Key processes
Goal alignment Candidate selection Performance management Employee development Rewards delivery Workforce is more: Suitable Engaged / Committed Flexible / Adaptive Productive
Align
Comply
Automate
4
CHARACTERISTICS OF GOOD TALENT MANAGEMENT

4/25/2013
Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose
MANAGING TALENT EFFECTIVELY

Identify
4/25/2013
key roles Take an inventory of your talent management skills Measure the right things Set up a process-wide feedback
THE DEVELOP-DEPLOY-CONNECT MODEL

Alignment: Connecting people to work that is motivating. Commitment: Providing coaching and mentoring. Capability: Developing critical skills to ensure success.
TALENT MANAGEMENT IS CENTRAL TO

KEY BUSINESS DRIVERS IN THE ORGANIZATION
4/25/2013
Customer Expectations Industry Business Climate
Technology Talent Management
Growth Plans
Workforce Dynamics
Competitive Strategy
Legislation
Corporate Culture
CAREER PLANING & DEVELOPMENT
Its OUR future. WE need to make our career decision!!
What is career planning ? Glimpse of career planning process How important is career planning Career planning done by : Individuals Organizations Guidelines
TALENT MANAGEMENT & SUCCESSION PLANNING 4/25/2013
10
WHAT IS CAREER??
Job
vs. Career
Job What can I do now to make money?

Career Chosen Profession for your life. Requires a willingness to get the training needed to build your skills for the future.
A career
is the work a person does. It is the sequence of jobs that an individual has held throughout his or her working life E.g. occupation of nursing.
4/25/2013
11
CAREER STAGES
4/25/2013
LATE STAGE/DECLINE LATE CAREER MID CAREER ESTABLISHMENT
EXPLORATION
12
CAREER PLANNING WHATS THAT??

Career planning consists of activities and actions that you take to achieve your individual career goals
4/25/2013
13
DEEPER INSIGHT
It

is the life- long process a person goes through to learn about himself such as
purpose, personality interests skills talents
Develop
a self- concept, learn about careers, and work situations Make a career choice, while developing and coping social skills
14
CAREER PLANNING : AN ONGOING

PROCESS
Here You Explore your interests and abilities Strategically plan your career goals Create your future work success by designing learning and action plans to help you achieve your goals.
4/25/2013
15
CONTD..
The
major focus is matching personal goals and opportunities that are realistically available. Career planning is building bridges from ones current job/career to next job/career. Well-conceived career plan is flexible to accommodate changing opportunities for development
4/25/2013
16
HOW IMPORTANT IS CAREER PLANNING?

People
leave an organisation due to lack of career growth Deeper focus on an employees aims and aspirations Degree of clarity Helps in identifying handicaps & the blind spots to overcome Significant motivator Key retention tool Critical human resource strategy
17
CONTD
High-level
vision and goals of company are clearly made known to employees Growth of an organisation is intrinsically linked with the growth of an individual Matching organization vision & employees aspirations is must
4/25/2013
18
A typical Employee
views a career planning Programme as a path to upward mobility
The manager
Win-Win situation for all
sees career planning as a retention And motivational tool
The top management

view it as a tool for succession planning
19
WHOSE RESPONSIBLE FOR PLANNING ONES CAREER??
Individual
Organization
4/25/2013
20
Self Assessment
Job Search
Individual career planning process
Academic/ Career options
Relevant /Practical Experience

21
1. SELF- ASSESSMENT
Aware of the interrelationship between self and occupational choice Start by:
Interests
Abilities
Learning interests, abilities, skills, and work values Listing accomplishments Understanding physical and psychological needs Assessing aspirations and motivation level Deciphering personal traits and characteristics
Values
Personality
22
1. SELF- ASSESSMENT
4/25/2013
Competency Areas
Gain self-awareness Improve self-confidence Understand time and stress management Develop personal/professional management skills
Strategies For Gaining Competencies Take exploratory classes Identify personality style Identify work values Demonstrate skills in overcoming self-defeating behaviors Identify symptoms of stress
23
2. ACADEMIC / CAREER OPTIONS
Investigate the world of work in greater depth, narrow a general occupational direction into a specific one
Start by:
Learning academic and career entrance requirements Learning related majors and careers to one's interests Investigating education and training required Learning skills and experience required Planning academic and career alternatives Learning job market trends
4/25/2013
24
2. ACADEMIC / CAREER OPTIONS

Competency Areas
4/25/2013
Gain research and investigative skills Practice decision-making, problem solving and critical thinking skills Increase understanding of how abilities, interests, and values match career/academic requirements
Strategies For Gaining Competencies Read occupational resources
Get assistance from a counselor

Talk to people who work in your areas of interest Attend Job/Career Fairs and/or Career Panels transferable skills should be be gained
25
3. RELEVANT / PRACTICAL
EXPERIENCE
Gain practical experience through internships, cooperative education etc.. Start by: Testing new skills and try diverse experiences Deciding the type of organization in which to volunteer or work Assessing likes and dislikes of work values, skills, work environments, Assessing if additional/different coursework or skills are needed for your targeted career goals
4/25/2013
26
3. RELEVANT / PRACTICAL EXPERIENCE

4/25/2013
Competency Areas
Gain an appreciation for working with individuals from diverse cultures Understand and practice ethical behavior Gain supervisory/leadership/ teamwork skills Enhance self-management skills Obtain work related, transferable skills Develop conflict resolution skills
Strategies For Gaining Competencies

Attend relevant conferences and seminars Become familiar with work settings and job descriptions Practice making decisions by supervising a group of people Talk to alumnus/a about your career goals Work part-time or during summer
27
4. JOB SEARCH
Start
by:
Learning how to prepare resume and cover letters, and complete employment applications Learning and implementing job search strategies Learning and practicing interviewing skills
Narrow your choices
4/25/2013
28
4. JOB SEARCH
4/25/2013
Competency Areas Ability correspondent in a coherent, professional manner
Strategies For Gaining Competencies
Communicate verbally in a clear, concise manner
Register with Career Planning & Placement Services Review resume with a career counselor Receive referrals
Effectively use networking, problem-solving, and decision making to reach career goals
Develop budgeting skills in relation to the job search, travel, and relocation
29
ORGANIZATIONAL CAREER PLANNING

PROCESS
Projected Outcome
Career planning options Transitions Career Time
Direction
4/25/2013
30
ORGANIZATIONAL CAREER PLANNING

PROCESS
1. Direction
Assessing employee wants and organizational needs common goal setting
2. Career time
Relates to distance & speed of an employee How far & how fast can employee move on career path?? 3. Transition Relates to changes expected to a career goal Analyzing transition factors Setting goals and a timetable
4/25/2013
31
CONTD
4. Career planning options Advancement. Lateral Change to Lower Grade Mobility. Job Enrichment Exploratory Research 5. Projected Outcome Calculate the risks attached How well will it pay off?
32
SOME IMPORTANT GUIDELINES

Employees
Discuss any concerns regarding career or professional development with supervisor Its your career, take all necessary initiative
Supervisors/

Managers
Make career planning an ongoing process Explain employees importance of growth, need for change Personal commitment
4/25/2013
33
CONTD
Acquire skills to be a good developer Give essential feedback to employees Provide a work environment that is conducive Supportive and motivational atmosphere
Organizational Existence of supportive organizational structure suitable to employees needs Provide resources dollars and time
4/25/2013
34
CAREER PLANNING PROCESS
Identifying individual needs & aspirations
Analyzing career opportunities
Aligning needs & opportunities
Action plans & periodic review
4/25/2013
35
IDENTIFYING CAREER OPPORTUNITIES AND REQUIREMENTS
Competency Analysis
Measures three basic competencies for each job: know-how, problem solving, and accountability.
Job Progressions
The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill. Lines of advancement in an occupational field within an organization.
Career Paths
4/25/2013
36
TYPICAL LINE OF ADVANCEMENT IN HR MANAGEMENT
TAL ENT MAN AGE MEN T& SUC CES SIO N
4/25/2013 37
CAREER ANCHORS
4/25/2013
38
CAREER CONNOTATIONS
Recognized profession Occupational life well structured Steady advancement in profession career how an individuals work life develops over time and how it is perceived by that person
4/25/2013
39
CAREER ANCHOR- DEFINITION
A Career anchor is a combination of perceived areas of competence, motives and values that one would not give up; it represents ones real self Are the basic drives that give the urge to take up a certain type of career. Provide security & stability of career, autonomy & independence of action, & facilitate creativity & risk taking in individuals.
4/25/2013
40
INTERNAL CAREER AND ITS ANCHORS
Standards measuring success different from person to person and society at large Every occupation/organisation maintains hierarchy / system of ranks and titles
4/25/2013
41
CAREER MOVEMENTS
Horizontal
GM
Vertical
AGM - Fin
AGM-Mkting
AGM - HR
Branch Manager
Lateral
Asst. Manager
Mgt. Trainee
42
CAREER ANCHOR
Describes Self Images within the internal career
4/25/2013
43
TYPES OF CAREER ANCHORS
8 Types
TECHNICAL/FUNCTIONAL COMPETENCE
4/25/2013
45
Competence in some technical or functional areas Seeks chance to apply specialist expertise Happy when permitted or challenged in these areas Continue developing those skills Not interested in general management jobs as they will have to leave their areas

Eg:- Computer programmers, specialist engineers, technical specialists
4/25/2013
46
GENERAL MANAGERIAL COMPETENCE
4/25/2013
47
Manage across functions at a high level Seek prestige, power, high remuneration Want to be responsible and accountable for total results Technical/functional necessary learning experience Ambition generalist jobs No interested in a high managerial level in a function Eg: - Administration, Division heads, Zonal heads etc
4/25/2013
48
AUTONOMY / INDEPENDENCE
4/25/2013
49
Define work in his/her own way Wants freedom to define work Jobs that allow flexibility Cannot tolerate rules, restrictions Turn down opportunity for promotions or advancement to retain autonomy Eg:- Consulting, Free lancing, Independent work
4/25/2013
50
SECURITY / STABILITY
4/25/2013
51
Most important employment security/ tenure of job Financial security (pension and retirement plans) Sometimes willing to trade personal loyalty not concerned with content of work Build entire self image around management of security and stability Eg:- Government jobs
4/25/2013
52
ENTREPRENEURIAL CREATIVITY
4/25/2013
53
Dreams of running and owning business Organisation/ enterprise built on their own abilities Willing to take risks / overcome obstacles Prove to the world May work for others initially Want their enterprise to be financially successful

All successful businessmen who started out on their own
4/25/2013
54
SERVICE / DEDICATION TO A CAUSE
4/25/2013
55
Contributing to the greater good is fundamental Pursue works that achieves something of value. Solving environment problems, harmony among people, helping the downtrodden, tribal, underprivileged, working for a social cause Fulfill values do not accept positions that take them away

Eg: - Social workers, human rights activists, environmental activists etc.
4/25/2013
56
PURE CHALLENGE
4/25/2013
57
Thrive on novelty, variety and difficulty Find solutions for unsolvable problems Win over tough opponents To do the impossible People in challenging environments

Eg: - successful sportspersons
4/25/2013
58
LIFESTYLE
4/25/2013
59
a holistic approach to work/life balance (family, friends, leisure etc.) Work towards integrated whole Sacrifices career Definition of success is not career success
4/25/2013
60
SUCCESSION PLANNING
SUCCESSION PLANNING
A system for filling the organizations most important positionsnow and in the future. Preparation for
Voluntary and involuntary terminations Expansion and reorganization
Preparing for the creation of new positions
4/25/2013
62
MORE DEFINITIONS
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted
rotations and educational training in order to fill high-level positions without

favoritism (Mathew Tropiano, 2004)
Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (StOnge, Mercer)
A structured process involving the identification and preparation of potential successors to assume a new roles
4/25/2013
63
WHAT IS SP?
Constant An
change planning
organizational journey, not a project
Ensuring
continuity of leadership
gaps in existing talent pool and nurturing future leaders
Identifying Identifying
Why SP?
Organization supersede Individuals
visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
64
SUCCESSION MANAGEMENT : THE FUNDAMENTALS

Creation

of a system to track internal talent

Education Experience Performance Potential Aspirations Development needs
Position Requirements Technical Leadership
4/25/2013
65
BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
66
4/25/2013
THE CHANGING CAREER PARADIGMS

4/25/2013
OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers Change in jobs based on fear Promotion highly tenure based
NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers Change in jobs based on growth Promotion highly performance based
67
THE PSYCHOLOGICAL CONTRACT

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
4/25/2013
Contributions from the Individual Effort Ability Loyalty Skills Time Competencies
Inducements from the Organization Pay Job security Benefits Career opportunities Status Promotion opportunities
68
THANK YOU..!!!!!!
69
4/25/2013

Career Planinng and Development

Uploaded by

Copyright:

Available Formats

Career Planinng and Development

Uploaded by

Document Information

Original Description:

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 Planinng and Development

Uploaded by

Copyright:

Available Formats

What is talent management?

What is talent management?

What are the characteristics of good talent management?

What are the characteristics of good talent management?

TALENT MANAGEMENT

BY: MONICA KAPURIA

TALENT MANAGEMENT & SUCCESSION PLANNING

What is Talent Management?

TALENT MANAGEMENT & SUCCESSION PLANNING

CHARACTERISTICS OF GOOD TALENT MANAGEMENT

TALENT MANAGEMENT & SUCCESSION PLANNING

MANAGING TALENT EFFECTIVELY

TALENT MANAGEMENT & SUCCESSION PLANNING

THE DEVELOP-DEPLOY-CONNECT MODEL

TALENT MANAGEMENT IS CENTRAL TO

Customer Expectations Industry Business Climate

TALENT MANAGEMENT & SUCCESSION PLANNING

Technology Talent Management

CAREER PLANING & DEVELOPMENT

Its OUR future. WE need to make our career decision!!

Job What can I do now to make money?

TALENT MANAGEMENT & SUCCESSION PLANNING

LATE STAGE/DECLINE LATE CAREER MID CAREER ESTABLISHMENT

TALENT MANAGEMENT & SUCCESSION PLANNING

CAREER PLANNING WHATS THAT??

TALENT MANAGEMENT & SUCCESSION PLANNING

CAREER PLANNING : AN ONGOING

TALENT MANAGEMENT & SUCCESSION PLANNING

HOW IMPORTANT IS CAREER PLANNING?

TALENT MANAGEMENT & SUCCESSION PLANNING

Win-Win situation for all

sees career planning as a retention And motivational tool

The top management

WHOSE RESPONSIBLE FOR PLANNING ONES CAREER??

TALENT MANAGEMENT & SUCCESSION PLANNING

Individual career planning process

Academic/ Career options

Relevant /Practical Experience

TALENT MANAGEMENT & SUCCESSION PLANNING

2. ACADEMIC / CAREER OPTIONS

TALENT MANAGEMENT & SUCCESSION PLANNING

2. ACADEMIC / CAREER OPTIONS

Strategies For Gaining Competencies Read occupational resources

TALENT MANAGEMENT & SUCCESSION PLANNING

Get assistance from a counselor

TALENT MANAGEMENT & SUCCESSION PLANNING

3. RELEVANT / PRACTICAL EXPERIENCE

Strategies For Gaining Competencies

TALENT MANAGEMENT & SUCCESSION PLANNING

TALENT MANAGEMENT & SUCCESSION PLANNING

Competency Areas Ability correspondent in a coherent, professional manner

Strategies For Gaining Competencies

TALENT MANAGEMENT & SUCCESSION PLANNING

Communicate verbally in a clear, concise manner

ORGANIZATIONAL CAREER PLANNING

Career planning options Transitions Career Time

ORGANIZATIONAL CAREER PLANNING

Assessing employee wants and organizational needs common goal setting

TALENT MANAGEMENT & SUCCESSION PLANNING