Page 122 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Unit 7: Training, Development and Career Management

7.7.4 Process of Career Planning Notes

The career planning process involves the following steps:
1. Identifying Individual Needs and Aspirations: Most individuals do not have a clear cut
idea about their career aspirations, anchors and goals. The human resource professionals
must, therefore, help an employee by providing as much information as possible showing
what kind of work would suit the employee most, taking his skills, experience, and
aptitude into account.
2. Analysing Career Opportunities: Once career needs and aspirations of employees are
known, the organisation has to provide career paths for each position. Career paths show
career progression possibilities clearly. They indicate the various positions that one could
hold over a period of time, if one is able to perform well.

3. Aligning Needs and Opportunities: After employees have identified their needs and have
realised the existence of career opportunities the remaining problem is one of alignment.
This process consists of two steps: first, identify the potential of employees and second,
undertake career development programmes with a view to align employee needs and
organisational opportunities.
4. Action Plans and Periodic Review: The matching process would uncover gaps. These need
to be bridged through individual career development efforts and organisation supported
efforts from time to time. After initiating these steps, it is necessary to review the whole
thing every now and then.

7.8 Succession Planning

The absence of a succession plan can seriously hamper the growth prospects of an organisation.
Imagine the disastrous consequences when there is a sudden vacuum at the top level. There is no
one to steer the ship. Critical plans needing immediate action get postponed. The organisation
remains headless and directionless for a while. Suitable candidates may not be available
internally, as no one has been groomed in the past, keeping such an eventuality in mind.
Bringing in outsiders may mitigate the crisis temporarily but the long-term impact is bound to
be negative. Internal forces may start a rebellion and create tug-of-war situations with frustrating
regularity.
Succession planning is: "The process of ensuring a suitable supply of successors for current and
future senior or key jobs arising from business strategy, so that the careers of individuals can be
planned and managed to optimise the organisations' needs and the individuals' aspirations."
The purpose of succession planning is to identify and develop people to replace current jobholders
in key positions. Through succession planning, companies assure a steady flow of internal talent
to fill important vacancies. Succession planning encourages 'hiring from within' and creates a
healthy environment where employees have careers and not merely jobs. It helps in identifying
human resource shortages and skill shortages before openings occur. Thereafter, it becomes
easy to groom qualified candidates for future vacancies. The organisation is thus assured of
continuity of operations and better-qualified incumbents.

Preparing a schedule for succession is critical to the success of a company, especially at the top
level. When the baton changes over a period of time, disruption and dislocation are minimised.
Indeed, when a new CEO is meant to consolidate on past successes, a slow shift is ideal.
If qualified candidates are not available within the company, outsiders can be considered readily
for possible openings. Complete dependence on succession from within or from outside is not
desirable. Internal candidates require a 'pat on the back' when they do well. External candidates
are needed for injecting flesh blood into the company.

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