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Carrer planning

This document provides information about career planning, including defining career and career planning, discussing Edgar Schein's career anchor theory and the eight identified career anchors (security, autonomy, managerial competence, technical competence, entrepreneurial creativity, service, challenge, and lifestyle). It also outlines the development of career anchors, need for career planning, and career planning process which involves identifying needs and opportunities, analyzing career paths, aligning needs and opportunities through assessment and development, and periodic review.

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CAREER PLANNING PRESENTED BY: AMAN JAITLEY - 2012MB25 AMAN KUMAR GUPTA - 2012MB31 AMIT KUMAR - 2012MB26 AMIT KUMAR - 2012MB38
Table of contents Content Career and Career Planning- Definition Career Anchor Types of Career Anchor Development of Career Anchor Need for career planning Process of career planning References Slide no. 3 4 5-9 10 11-13 14-16 17 2
Career and Career Planning • Career- progress or general course of action of a person in some profession or in an organization. • Career Planning – process whereby an individual sets career goals and identifies the mean to achieve them. 3
Career Anchor • Represent the self perceived talents and abilities, basic values, and the evolved sense of motives and needs pertaining to the career • The term was coined by Edgar Schein in Career Anchors: Discovering Your Real Values, published in 1985.Schein coined the term career anchor to describe a constellation of self-perceived attitudes, values, needs and talents that develops over time, and which when developed, shapes and guides career choices and directions 4
Types of Career Anchors • Schein, who originated work into individual career orientations, has identified eight career anchors that guide the career decisions of employees • Security/Stability/Organizational Identity: – those people whose careers are anchored in the stability of employment in an organisation. – seeks the security of a long term employment relationship. 5
Types of Career Anchors (cont.) • Autonomy/Independence: – applies to people who have an overriding need to do things there own way, in their own time, and independent of others to the greatest extent possible. • Managerial Competence: – Managerially oriented employees seek higher levels of responsibility, growing opportunities to serve in a position of leadership – increasing contribution to the overall success of the organization 6
Types of Career Anchors (cont.) • Technical Competence (TC): – motivated towards being very knowledgeable and producing highly effective work in some field of education and technology. • Entrepreneurial Creativity: – These individuals create something on their own by developing a new product or service, by building a new business enterprise through financial manipulation, or by starting and building a business of their own. 7
Types of Career Anchors (cont.) • Sense of Service/Dedication to a Cause : – service orientated and are dedicated to serve other people – to make the world a better place to live and work • Pure Challenge: – assesses the preference for overcoming impossible obstacles, solving unsolvable problems, and winning against extremely capable opponents; – very single-minded and intolerant of those without comparable aspirations. 8
Types of Career Anchors (cont.) • Lifestyle (LS): – Individuals with a high score desire to develop a lifestyle that integrates family and career concerns, with concerns for self-development. – Looks for organizations that have strong pro-family values and programs. 9
The Development of Career Anchors • Schein claims that each individual has only one true career anchor, which emerges after the person has accumulated a meaningful amount of life and work experience. • When individuals achieve congruence between their career anchor and their work, they are more likely to attain positive career outcomes, such as job effectiveness, satisfaction, and stability 10
Need For Career Planning • Every employee has a desire to grow and scale new heights in his workplace continuously. If there are enough opportunities, he can pursue his career goals and exploit his potential fully. • He feels highly motivated when the organization shows him a clear path as to how he can meet his personal ambitions while trying to realize corporate goals. Unfortunately, as pointed out by John Leach, organizations do not pay adequate attention to this aspect in actual practice for a variety of reasons. 11
Need For Career Planning (cont..) • The demands of employees are not matched with organizational needs, no effort is made to show how the employees can grow within certain limits, what happens to an employee five years down the line if he does well, whether the organization is trying to offer mere jobs or long-lasting careers, etc. • When recognition does not come in time for meritorious performance and a certain amount of confusion prevails in the minds of employees whether they are ‘in’ with a chance to grow or not, they look of greener pastures outside. 12
Need For Career Planning (cont..) • Key executives leave in frustration and the organization suffers badly when turnover figures rise. Any recruitment effort made in panic to fill the vacancies is not going to be effective. 13
Career Planning Process Career planning process involves the following steps: • Identifying individual needs and aspirations: The human resource professionals 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. 14
Career Planning Process (cont.) • Analyzing career opportunities: Once career needs and aspirations of employees are known, the organization has to provide career paths for each position. Career paths show career progression possibilities clearly. • Aligning needs and opportunities: This process consists of two step: • identify the potential of employees, and then, • undertake career development programmes. Such an appraisal would help reveal employees who need further training, employees who can take up added responsibilities, etc. 15
Career Planning Process (cont.) • Action Plans and Periodic Review : After initiating these steps, it is necessary to review the whole thing every now and then. This will help the employee know in which direction he is moving, what changes and likely to take place, what kinds of skills are needed to face new and emerging organizational challenges. • From an organizational standpoint also, it is necessary to find out how employees are doing, what are their goals and aspirations, whether the career paths are in tune with individual needs and serve the overall corporate objectives, etc. 16
References • Bhatt (2011). A Career Anchor Perspective of Employees in a Large Company. International Conference on Advancements in Information Technology. • Dessler, G. (2008). Human resource management, 10th ed. N.D.: Dorling Kindersley India Pvt. Ltd. • Pareek, U. and Rao, T.V. (2003). Designing and managing human resource systems. N.D.: Oxford & IBH. 17