1. Group HR Career Management Good Evening 12 October 2012

2. Group HR What is a Career? Career is a sequence of positions occupied by a person during the course of a lifetime. Objective career Career consists of a sense of where a person is going in his or her work life – Subjective career Perceived talents and abilities Basic values motives and needs.

3. Group HR One can manage career by changing the objective environment (changing jobs) By modifying one’s subjective perception of a situation (changing expectations) Greenhaus, Callanan & Godshalh, Career Management Both subjective and objective components are important

4. Group HR Definition of career success Is it occupational success? Job satisfaction? Growth and development of skills?

5. Group HR Psychological success – The feeling of pride and personal accomplishment that comes from achieving your most important goals in life – achievement, family happiness, inner peace etc. Definition of career success

6. Group HR Career: Paradigm Shift New Career Paradigm Mutual Exchange Occupational Excellence Organizational Empowerment Project Allegiance Old Career Paradigm Mutual Loyalty Contract One-Employer Focus Top-Down Firm Corporate Allegiance

7. Group HR The New Career Mutual Exchange An organization gains productivity while a person gains work experience Occupational Excellence Skills are continually honed that can be marketed across organizations Organizational Empowerment Power flows down to business units and in turn to the employees Project Alligiance Both individuals and organizations are committed to successful project completion

8. Group HR Information, opportunities and support from …. Need to make decision Career exploration Career appraisal Progress towards goal Awareness of self and environment Feedback: Work/non-work Feedback: Work/non-work Strategy implementation Strategy implementation Goal setting Strategy development Strategy development Educational, family, work, and social institutions Source: Exhibit from Career Management, third edition, by Jeffrey H Greenhaus, Gerard A Callanan and Veronica M Godshalk. Copyright 1997, 2001 by Harcourt College Publishers, Reproduced by permission of publisher A Career Management Model

9. Group HR A lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving the goals, and revising the goals based on work and life experiences. Career Management

10. Group HR Career Management - Individual

11. Group HR 1. Organizational Entry – process of moving inside Socialization Realistic job previews Employee orientation 2. Career paths – represent logical and possible sequences of positions that could be held. Designing the career path of capable and performing individuals 3. Performance appraisal for career planning – it is the most fundamental practice of all career practices 4.Counseling by manager / HR individual interest career options knowledge of organizational goals and development Career Management - Organization

12. Group HR Career Management - Organization 5.Up, down, over and out Promotions Demotions Transfers / job rotations and relocations Layoffs, retirements and resignations 6.Succession planning to decide on the possible replacement of every manager within the organization 7.Mentoring bring together a person with managerial potential and the individual – provide candid feedback, sounding board 8.Enriching the jobs - Encourage people to continuously redesign the work procedures

13. Group HR 9.Provide learning / developmental opportunities organization wide, team based and individual learning opportunities programmes that improve the employability of the people and engage them with challenging assignments 10.Career booklets / pamphlets Information on career paths, the competencies required for each position on the path, time scales Career Management - Organization

14. Group HR Balancing Individual and Organizational Needs

15. Group HR The Career Stage Model Career stages Life Stage (age) Early adulthood Middle adulthood Late adulthood (17-40) (40-60) (60+) Establishment Maintenance Disengagement Exploration

16. Group HR Integrated Model of Life, Career and Learning Stages Hall, 1976 15 20 25 30 35 40 45 50 55 60 65 Performance Exploration Trial Establishment Advancement Stagnation? Maintenance? Decline G.I.A.W S.D. B.O.O.P Growth? High Low Getting in Adult World Settling Down Becoming one’s own person

17. Group HR What are the Career Blues Career Blues are marked by – A loss of enthusiasm for work, A loss of sense of purpose in work An emotional flatness regarding work that affect the use of time and talents energy and efforts aspirations and attitude while at work

18. Group HR Source: The 8th Habit From Effectiveness to Greatness by Stephen R. Covey Whole Person

19. Group HR Self-Assessment Information we know about ourselves Information others provide us Information obtained by objective measures, such as inventories and tests Performance indicators Marlene Delanghe

20. Group HR The Road to Self-Assessment Obtained via pause and reflection Interests Skills Values Personality Amount of time & energy spent on self assessment is directly related to degree of job satisfaction Marlene Delanghe The Road to Self-Assessment

21. Group HR Interests Areas of work which attract you naturally Endeavors to which we bring our greatest passion Underlying patterns of work interest are enduring and become more so as we age #1 driver of career satisfaction over long haul How do I identify my interest areas? Am I able to identify my interest areas in my chosen career/job? Marlene Delanghe

22. Group HR Skills What we’re good at and commended for Developed and polished throughout work life NOT the primary indicator of career satisfaction. Though many people achieve satisfaction doing what they’re good at “Do I have what it takes to be good at?” is less relevant than “Am I interested in?” Marlene Delanghe

23. Group HR Values Enduring characteristics which play major role in overall satisfaction, career anchor “Self-defined” rewards and motivators Value what is real, not what you “should” or “shouldn’t” Marlene Delanghe

24. Group HR Identify your career anchors and how well you perceive these to match your current job Schein career anchorHow important is this aspect of your career to you (score out of 5 where 0 is nil and 5 is a great deal) How does this match with your current post? (score out of 5 where 0 is nil and 5 is a great deal) Technical/functional competence Managerial competence Autonomy/independence Security/stability Entrepreneurial creativity Service/dedication to a cause Pure challenge Lifestyle

25. Group HR What next? – Is there a mismatch between what career anchors you rate as being most important to you and those that relate to your current situation? – You could discuss the completed table: Identify your career anchors and how well you perceive these to match your current job, with your career mentor, partner at home or a trusted friend. – If you find that most things you value are not part of your current job, this might give you the impetus to make some specific career plans and move on. – If you find there is a good match, you are likely to be in the right job. References – Schein E. Career Anchors, Discovering your Real Values. Oxford: Pfeiffer; 1996.

26. Group HR Thank you Your Truly …. spatwardhan@tata.comspatwardhan@tata.com 98500-37928