Page 204 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes Other Anchors

The complexity of behavioural parameters, has of late identified some other career anchors
which we find are very much related to different occupations. A separate class of people may
have a strong craving for identity.

Example: Those who are in military organisations get such identity as their occupational
title, which they use as a prefix to their names, like, Major, Colonel, Brigadier, etc. Such
identification is so visible that they get special uniforms matching their levels in the organisation.

Affiliate needs and interpersonal talents to work for a cause is yet another anchor which we find
in some persons. The search for power, influence, control and job variety are examples of other
career anchors which people try to achieve in their occupational roles. Knowledge of these
career anchors are essential for any organisation in order to plan for career development. Each
employee who nurtures specific career anchors (internal motives and values), should make it
explicit to the organisation so as to find matching occupational roles without much of behavioural
dissonance. Such a matching process, therefore, is the principal task of planning for career
development.

Task Interview some people in your locality to find out how they planned their
career and their plans for the future.

11.13 Steps in the Career Planning Process

The career planning process involves the following different activities or steps in an organisation:

Preparing Personnel Skills Inventories

The first step is to prepare personnel skills inventories, which contains data on employees skills
and career goals. In addition, there are required data banks, which provide the following
information.
1. The organisation structure and the persons manning different positions in the organisation,
their age, education, experience, training and career goals, status, duties and responsibilities.
2. The performance record and ratings, interpersonal abilities of the employees.
3. Their preferred location, desires and constraints.
4. Whether the present strength is short or surplus to the requirements, if it is short, the
extent of shortage at different levels and the organisational resources available to make
good such shortages in future. If it is surplus, the measures are available to redeploy them
through proper restructuring.
5. Future requirement of manpower for expansion or diversification of the company or for
natural wastages like, death, disability, retirement, discharge and dismissal,
resignation, etc.
In most of the organisations, such information is computerised and periodically reviewed and
updated. After preparation of personnel skill inventories and additional data, it is necessary to
develop career paths for employees.

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