Career Planning, Career Development Career

Strategy

And Succession Planning

A career is a sequence of work- related positions occupied by a person
during a life time.

Career is the consequence of attitudes and behaviors associated with work

related activities experienced by individual over the span of their working
lives.

Career May be defined as :-

1) Sequence of jobs that constitute what a person does for a living.
2) Career is a succession of related jobs arranged in a hierarchy of prestige
through which the person moves in an ordered predictable fashion.
3) A career is the sum total of all the work – paid and unpaid – a person has
done and will do in his lifetime. At any given time , a person has exerted
conscious effort to provide goods or services to benefit to him or others
and has been engaged in work. Paid or unpaid , volunteer or reluctant,
ha has already played many work roles: student , homemaker,
citizen,manager,worker, etc.
Career path is a chart showing the possible directions and career
opportunities available in an organisation , it presents the steps in a
possible career and a plausible timetable for accomplishing them. Every
career path has a plateau also . Career plateau is a position from which
someone is unlikely to move to a higher level of work responsible.
Career anchors
A way to describe self-images within the internal
career
The instrument can be used by,
Individual
Pair of people (for example, couples) who will explore
their career options jointly,
In workshops
In career counseling by managers
Organizations conducting human resource
inventories
As part of an organization’s personnel development
planning
Placement and career counseling services.
Career Planning:-
Career planning is a process to gain insight into what a
person is, where he is and where he wants to go in his
career. The process may include identifying what is
important to him in career, identifying what career path
is best for him and skill building to improve his career
possibilities . Career planning today is characterized
by:-
- Rapid Change
- Complex nature of work in today organization.
- Wide work options
- High diversity of people
- Gender issues
- Availability of career materials and resources.
Revitalizing your career development is an ongoing process, not a one-
time fix. Here are actionable steps you can take to inject new energy and
direction into your professional journey:

1. Self-Reflection and Assessment:

•Identify Your Current State: Honestly evaluate your current job satisfaction,
engagement, and sense of progress. What do you enjoy? What frustrates you?
What are you good at?
•Revisit Your Values and Interests: Have your priorities shifted? What truly
motivates you now? What kind of work aligns with your core values?
•Recognize Your Accomplishments: Take stock of your past achievements and
the skills you've developed. This can boost your confidence and highlight
transferable skills.
•Pinpoint Your Skills Gaps: Identify areas where your skills or knowledge might be
lacking for your current role or your desired future career path.
•Define Your "Why": What are your long-term career aspirations? What impact do
you want to make? Having a clear vision will fuel your efforts.
2. Exploration and Learning:
•Research New Industries and Roles: Explore fields or positions you haven't
considered before. Read industry publications, attend webinars, and network with
people in different areas.
•Stay Updated in Your Field: Continuously learn about the latest trends, technologies,
and best practices in your current industry.
•Seek Feedback: Ask for constructive criticism from your manager, colleagues,
mentors, or even former supervisors. Understand how others perceive your strengths
and weaknesses.
•Consider Further Education or Training: Explore online courses, certifications,
workshops, or even a formal degree program to acquire new skills or deepen existing
ones.
•Engage in Experiential Learning: Look for opportunities to take on new projects,
volunteer for different tasks, or shadow colleagues in other departments to broaden
your experience.
3. Goal Setting and Planning:
•Set SMART Goals: Define Specific, Measurable, Achievable, Relevant, and Time-
bound goals for your career development.
•Create an Action Plan: Break down your goals into smaller, manageable steps.
Outline the specific actions you will take, the resources you need, and the timelines for
each step.
•Prioritize Your Goals: Focus on the most impactful actions that will move you closer
to your objectives.
•Regularly Review and Adjust: Your goals and plans may need to evolve as you
learn and grow. Schedule regular check-ins to assess your progress and make
necessary adjustments.

4. Networking and Building Relationships:

•Reconnect with Your Existing Network: Reach out to former colleagues,
classmates, and mentors. Let them know about your career aspirations.
•Expand Your Network: Attend industry events, join professional organizations, and
connect with people on platforms like LinkedIn.
•Be Proactive in Building Relationships: Offer help, share your expertise, and
genuinely engage with others. Networking is a two-way street.
5. Taking Action and Embracing Change:
•Step Outside Your Comfort Zone: Don't be afraid to take on challenging
assignments or try new things. Growth often happens when you push your boundaries.
•Be Proactive in Seeking Opportunities: Don't wait for opportunities to come to you.
Actively look for new roles, projects, or learning experiences.
•Develop Your Personal Brand: Understand how you are perceived professionally
and actively shape that perception through your online presence, communication, and
actions.
•Practice Self-Care: Maintain a healthy work-life balance to avoid burnout and
maintain your energy and motivation.
The roles of mentorship and coaching are vital in career development, offering distinct yet
complementary approaches to support an individual's professional growth.

Mentorship is typically a longer-term, voluntary relationship where a more

experienced individual (the mentor) provides guidance, support, and shares their
wisdom and experiences with a less experienced individual (the mentee). The focus
is often on overall career and personal development, navigating organizational
culture, and building professional networks.
Benefits of Mentorship:
•Guidance and Support: Mentors offer advice based on their own career journey,
helping mentees navigate challenges and make informed decisions.
•Knowledge Transfer: Mentees gain valuable insights into the industry, organization,
and specific roles from someone who has firsthand experience.
•Skill Development: Mentors can help mentees identify areas for improvement and
provide guidance on developing necessary skills.
•Networking Opportunities: Mentors can introduce mentees to their professional
network, opening doors to new connections and opportunities.
•Career Advancement: Mentorship can increase visibility within an organization and
provide support for career progression.
Potential Challenges of Mentorship:
•Mismatched Personalities or Goals: If the mentor and mentee don't connect or
have conflicting expectations, the relationship can be unproductive.
•Lack of Structure or Commitment: Without clear goals and regular meetings, the
mentorship can lose momentum.
•Time Commitment: Both mentors and mentees need to dedicate time and energy to
the relationship, which can be challenging with busy schedules.
•Over-dependence: Mentees might become too reliant on their mentors for advice,
hindering their ability to make independent decisions.
•Unrealistic Expectations: Mentees might expect their mentors to solve all their
problems or guarantee career advancement.
Coaching is typically a shorter-term, more structured relationship focused on specific
goals or performance objectives. A coach uses targeted questioning and techniques to
help the coachee identify their own solutions, develop specific skills, and improve
performance in a particular area.

Benefits of Coaching:
•Focused Skill Development: Coaching targets specific skills or areas for
improvement identified by the coachee or their organization.
•Improved Performance: Coaches help individuals develop strategies and action
plans to enhance their performance and achieve specific goals.
•Increased Self-Awareness: Through coaching, individuals gain a better
understanding of their strengths, weaknesses, and behavioral patterns.
•Enhanced Problem-Solving: Coaches guide coachees to find their own solutions
rather than providing them directly, fostering independence.
Potential Challenges of Coaching:

•Lack of Trust or Rapport: A strong coach-coachee relationship built

on trust is essential for open communication and progress.
•Coachee Resistance or Lack of Commitment: If the coachee is not
willing to engage actively in the process, coaching will be ineffective.
•Unrealistic Goals or Expectations: Setting unattainable goals can
lead to frustration and discouragement.
•Coach's Skill and Experience: The effectiveness of coaching depends
heavily on the coach's expertise and ability to ask powerful questions
and provide appropriate guidance.
opportunities that many organizations offer. Common Categories of
Career Development Opportunities:
1. Training and Development Programs:
Internal Workshops and Seminars: Covering topics like leadership
skills, communication, project management, technical skills, software
proficiency, etc.
External Training and Conferences: Sponsorship or reimbursement for
employees to attend industry events, workshops, and specialized training
programs.
Online Learning Platforms (e.g., LinkedIn Learning, Coursera,
Udemy): Providing access to a wide range of courses for skill
development.
Tuition Reimbursement or Assistance: Supporting employees who
pursue formal education relevant to their roles or career goals.
Mentorship Programs (as discussed previously): Pairing experienced
employees with those seeking guidance.
Coaching Programs (as discussed previously): Providing one-on-one
support for specific skill development or performance improvement.
Lunch and Learns: Informal sessions where employees can learn about
new topics or share their expertise.
Stretch Assignments: Providing opportunities to work on projects or
tasks that challenge employees and help them develop new skills.
Job Rotation Programs: Allowing employees to experience different
roles within the organization to broaden their understanding and skill set.
SUCCESSION PLANNING
 For growth and survival, each organization needs to plan
management succession.
 Succession planning is done in different time frames to ensure the
availability of right management personnel at the right tike in right
positions for continuing organization vitality and strength.
 The three different time frames are:
• Immediate (within 1 year)
• Intermediate (1 to 5 years)
• Long range (beyond 5 years)

14
 STEP Prepare and develop a management staffing plan
for anticipated needs in different time frames.

1 External factors like economic factors, overall

manpower factors should also be considered.
15

Staffing and development. Staffing is concerned

STEP with recruitment, selection and placement.
Development is done trough training, job rotation,
2 projects and broad assignments, counselling and
guidance.

STEP Ensure congenial organization environment to

3 retain desired managerial personnel.

STEPS OF STEP Develop a good performance appraisal system to

get feedback and to review the progress and
SUCCESSION 4 shortfalls.

PLANNING
STEP Preparation of management resource
5 inventory.
Prioritizing key positions for succession planning in the near future is
crucial for organizational stability, business continuity, and future
growth. Here are some key positions that should often be prioritized,
along with the reasons why:
1. Executive Leadership (CEO, President, Managing Directors):
•Why: These roles hold the highest level of strategic decision-making and
overall organizational direction. Their sudden departure can create
significant instability, impact investor confidence, and disrupt long-term
plans. Identifying and developing potential successors ensures a smooth
transition and preserves the organization's vision and strategy.
2. Heads of Critical Functions (e.g., CFO, COO, CTO, Chief
Marketing Officer, Head of Sales, Head of HR):
•Why: These roles lead essential operational and strategic functions.
Losing a head of finance, for example, could severely impact financial
management and reporting. Similarly, a gap in the technology leadership
could hinder innovation and technological advancements. Succession
planning for these roles ensures the continued smooth functioning of
vital departments and the execution of key strategies.
3. Roles with Unique or Highly Specialized Skills:
•Why: Some positions require very specific technical expertise, industry
knowledge, or long-term relationships that are difficult to replace
quickly. This could include senior scientists, specialized engineers, key
account managers with deep client connections, or individuals with
critical regulatory knowledge. Planning for their succession ensures that
this valuable knowledge and these relationships are not lost and can be
Competencies and Skills Needed for Future Leaders in the
Organization
Identifying the specific competencies and skills needed for future leaders
requires a deep understanding of your organization's strategic direction,
industry trends, and evolving challenges. However, based on common
trends and best practices, here are some key areas to consider:
Core Leadership Competencies:
•Strategic Thinking and Visioning:
• Competency: Ability to understand the big picture, anticipate
future trends, formulate clear and compelling visions, and translate
them into actionable strategies.
• Skills: Forecasting, scenario planning, market analysis, strategic
planning, communication of vision, systems thinking.
•Decision-Making and Problem-Solving:
• Competency: Ability to analyze complex situations, evaluate risks
and opportunities, make timely and informed decisions, and
implement effective solutions.
• Skills: Data analysis, critical thinking, problem identification, root
cause analysis, risk assessment, decision analysis, conflict
resolution.
•Communication and Interpersonal Skills:
• Competency: Ability to articulate ideas clearly and persuasively,
actively listen, build strong relationships, collaborate effectively
across teams, and inspire trust and respect.
• Skills: Active listening, verbal and written communication,
presentation skills, negotiation, persuasion, empathy, emotional
intelligence, relationship building, conflict management.
•People Management and Talent Development:
• Competency: Ability to attract, develop, motivate, and retain
high-performing teams. This includes coaching, mentoring,
providing constructive feedback, and fostering a positive and
inclusive work environment.
Identifying and Supporting High-Potential Employees
Identifying and supporting high-potential (HiPo) employees is crucial
for building a strong leadership pipeline and ensuring future
organizational success. Here's a breakdown of how to approach this:
I. Identifying High-Potential Employees:
It's important to use a multi-faceted approach to identify HiPos, moving
beyond just current performance. Consider these factors:
•Consistent High Performance: A track record of exceeding
expectations and delivering strong results in their current role is a
foundational indicator.
•Learning Agility: The ability and desire to learn new skills quickly,
adapt to changing situations, and apply new knowledge effectively.
Look for individuals who seek out new challenges and demonstrate
intellectual curiosity.
•Aspiration and Drive: A clear ambition to grow, take on more
responsibility, and advance within the organization. Observe their
proactive engagement and expressed career goals.
•Leadership Potential: Demonstrating qualities such as influencing
others, taking initiative, providing guidance, and inspiring teamwork,
even without formal authority.
•Strategic Thinking: The capacity to understand the broader
organizational context, think strategically, and contribute to long-term
planning.
•Cultural Fit and Values Alignment: Individuals whose values align
Providing Regular Feedback and Performance Reviews
Regular feedback and performance reviews are essential for all
employees, including HiPos, to facilitate growth, improve performance,
and stay aligned with organizational goals.
I. Regular Feedback:
•Frequency: Feedback should be ongoing and informal, not just limited
to formal review periods. Aim for regular check-ins (weekly or bi-weekly)
between managers and employees.
•Timeliness: Provide feedback promptly after an event or observation,
while it's still relevant and impactful.
•Specificity: Be clear and specific about the behavior or performance
you're addressing. Avoid vague statements.
•Balance: Offer both positive reinforcement for successes and
constructive criticism for areas needing improvement.
•Focus on Behavior and Impact: Describe the specific behavior you
observed and its impact on results, team dynamics, or the organization.
•Two-Way Dialogue: Encourage employees to ask questions, share their
perspectives, and engage in a discussion.
•Action-Oriented: When providing constructive feedback,
collaboratively identify specific actions the employee can take to
improve.
•Multiple Channels: Utilize various methods for feedback, including
one-on-one conversations, emails, project debriefs, and informal
interactions