Career has been defined as the occupational positions a person has had/held over many years (objective view).

Career may also be viewed as an amalgam of changes in values, attitudes and motivations that occur as a person grows older (subjective view). Flippo has defined Career as: a sequence of separate but related work activities that provides continuity, order and meaning in life. Career Anchors are basic drives acquired by an individual during the socialization process which urge him/her to take up a career of certain type. PLEASE CHECK THE ATTCHED DOCUMENT Career Anchors: What Are Your Real Values? Think about the similarities/links with Hollands typology of personality/career orientation 1. 2. 3. 4. 5. 6. Realistic orientation Investigative orientation Social orientation Conventional orientation Enterprising orientation Artistic orientation

Stages of career Exploration Establishment Mid-career Late-career Decline

A link between life-stage and corresponding career stage Stages of growth Infancy/Childhood Adolescence Adult Middle age Old age Primary role definition Dependent child Assertion of independence Establishing family Concern for childrens career Personal security Career implication Development/Growth (0-14) Exploratory (15-24) Establishment (25-44) Maintenance (45-64) Decline (65 and above)

Early career issues Locating ones area of contribution Learning how to fit into company Becoming productive Seeing a desirable future

Mid-career issues Locating ones career anchor and building ones career around it Specializing or generalizing

Late career issues Becoming a mentor Using ones experience and wisdom Letting go and retiring

Career system in organizations Scope- Specialist career system/Organizational career system Limitation on entrance-Closed career system/Open career system Orientation to reward and status-Merit/Seniority

Indian Administrative Service Junior Scale Officer Under Secretary Director Joint Secretary Secretary/ Add. Secretary Cabinet Secretary Indian Army LieutenantCaptainMajorLt. ColonelColonelBrigadierMajor GeneralLt. GeneralGeneralField Marshal Career paths: Logical and possible sequences of positions that could be held by an individual based on what and how people perform in organizations Career planning: The process or activities offered by the organizations to individuals to identify strengths, weaknesses, specific goals and positions they would like to reach/occupy Career planning steps Analyzing the characteristics of rewards and incentives Analyzing the characteristics of hopes and aspirations Mechanism for identifying congruence Alternative strategies for dealing with mismatch

Career development: Set of activities or actions, involving both the individual employee and the organization, designed to cope with the changes in career plans, caused by organizational requirements and individual needs and aspirations whether foreseen or not. Career development actions/Suggestions for effective career development Assisting employees in assessing their own career needs Developing and publicizing available career opportunities in the organization Aligning employee needs and abilities with career opportunities

Questions to be asked in career development What is the logical step-up for this employee and when do you think he or she will be ready for the next step? What is the highest probable promotion within 5 years (or any specified period of time)? What does this employee need to prepare for promotions? (Knowledge/Skill Training/Management Training)

Mentoring: Formal or informal program in which mid and senior level managers help less experienced employees-for instance, by giving them career advice and helping them navigate career pitfalls. Promotions: Advancements to positions of increased responsibility and authority. Transfers: Reassignments to similar position in other part of the firm. Making a promotion decision Based on seniority or competence or a combination? How should competence be measured? Is the process formal or informal?

Strategic Issues in Succession Planning by A V Vedpuriswar, Effective Executive, November 2001, page. 25-29 What is Succession Planning? Succession planning is identifying and preparing the right people for the right jobs. Though applicable at all levels, it is at the highest level that the most formidable challenge exists. Succession planning is done in different stages: Identification of key positions and when vacancies might crop up Determine the skills and performance standards for these positions Identifying potential candidates for development Developing and coaching the identified candidates

Succession planning if executed efficiently helps the organization in several ways: It engages senior management in a disciplined review of the leadership talent available with the organization It guides the development activities of key executives It ensures continuity of leadership and sends the right signals to employees as well as external stakeholders It guides the promotion policies and helps to ensure that the right people are promoted at the right time It facilitates a critical review of selection, appraisal and management development processes of the organization/.

Guidelines for effective succession planning: Succession planning should be customized to suit the needs of the organization, for example, if skills necessary to management the company in the changed environment are not available in house, there may be no option but to bring an outsider. Succession planning should be driven by the line function and not HR executives Succession planning should develop key candidates, in anticipation of future openings Succession p[planning is not just selection. Development through job rotation mentoring and formal training programs is equally important. .succession planning must take into account the culture of the organization. Succession planning must be consistent with the future strategic direction of the company.