Not only do organisations need to man critical jobs with their most
competent resources they must also ensure that a second line is developed as a
drop-dead option. They must also use positioning of people as developmental
opportunities so that experience on the job accounts for greater learning.
Employees on the other hand need clarity on the way their careers
can pan out in organisations with a view to planning their careers more effectively.
The point of convergence for these two is a formal Succession
& Career Management System. Apart from providing answers to these macro issues a
system such as this also responds to some of the following questions.
Are you conscious of dual careers & their likely impact on your
employee? Are you sensitive to work-life balance? Do you take account of individual
orientations functional as against general management preferences for example
before deciding career moves? How much do you involve your employee in his career
decisions? Are you experiencing increased turnover and skill gaps in critical jobs? Are
managers facing career plateauing in your organisation? Do you maintain an HR inventory?
Do you carry out an assessment of resources versus needs? Do you have career dialoguing in
place? Do you need to reconcile career expectations with stable or declining career
If there are some large gaps that you believe need to be addressed
as you begin to see the application and importance of some of these questions to your
organisation it may be time to look at a formal Succession & Career Management
Prerequisites for this intervention: Existence of
organisation structures & role profiles is necessary. Interaction with top management
and HR to understand organisational plans and their linkages to HR planning.
Existence of competency requirements for each job would greatly
enable the system.
This is undertaken in three parts. The first module defines the
overall career development philosophy of the organization and its alignment with overall
business strategies. Ideal and desirable career moves are then put in place based
upon the organisations current & future strategies & manpower inventory. These
could be functional/technical, cross-functional or a combination of both. Our add-ons
include clearly defined career-stage related inputs that assist mangers in choosing &
preparing for career options.
The second part includes a career dialoguing exercise where the
preferences and aspirations of managers-particularly high potential & high
performing-would be taken into account to undertake planned career moves.
The third part seeks to put in place a formal talent tracking system
converging in forums like talent-track meets.
Career Development Workshops
Introduction & Objectives-These workshops are aimed at
assisting organisations in designing or re-examining their career development systems or
approaches, looking at alternative career development approaches and using these for
application in their especial contexts.
Methodology-This comprises lectures, experience sharing,
administration of questionnaires and work in syndicates.
The organizational context
The emerging imperative
Career development. What is it?
Discovering preferences & exercising choices
Career development & succession management
Career management roles, responsibilities & processes