V have become an important and vital activity

in business & industry

V It now an accepted human resource strategy
among training & development
administrators, personal officers &
organizational consultants
VO


ñ to help employees analyze
their abilities & interest to better match
personal needs for growth development with
the needs of the organizational
V In order to make the career planning to be
effective to the employees, there are 5
factors to be considered:
- Career equity
- Supervisory concern
- Awareness of opportunities
- Employment interest
- Career satisfaction
V Employees want equity in the promotion
system with respect to opportunities for
career advancement
V Employees want their supervisors to play an
active role in career development and
provide timely feedback on performance
V Employees want knowledge of opportunities
for career advancement
V Employees need different amounts of
information & have different degrees of
interest in career advancement, depending
on variety of factors
V Employees depending on their age of
occupation, have different level of career
satisfaction
© Aligns strategy and internal staffing
requirement
© Develops promotable employees
© Facilitates international placement
© Lowers turnover
© Taps employee potential
© Furthers personal growth
© Reducing hoarding
V Satisfies employee needs
V Assist affirmative action plans
V Career counseling process
V Management support
V Jyassisting employees with career planning,
HR department can better prepare them to
anticipated job openings identified in HR
plan, resulting in a better mix of the talents
needed to support company strategies
V Careerplanning helps develop internal
suppliers of promotable talent to meet
openings cause by retirement, resignations &
growth
V ¦lobal organizations use career planning to
help identify and prepare for placement
across international borders.
V Assists with workforce diversity.
V When they are given career planning
assistance, workers with diverse backgrounds
can learn about the organization's
expectations for self-growth and
development.
V Increased attention and concern for
individual careers may generate more
organizational loyalty and lower employee
turnover.
V Careerplanning encourages employees to tap
more of their potential abilities because they
have specific career goals.
V Not only does this prepare employees for
future openings, it can lead to better
performance among incumbents in their
current jobs.
V Careerplans and goals motivate employees
to grow and develop.
V Career planning causes employees,
managers, and the HR department to become
aware of employee qualifications, preventing
selfish managers from hoarding key
subordinates.
V With
less hoarding(sorok) and improved
growth opportunities, an individual's esteem
needs, such as recognition and
accomplishment, are more readily satisfied.
V Career planning can help members of
protected groups prepare for more important
jobs.
V This preparation can contribute to meeting
affirmative action timetables. To realize
these benefits, companies are supporting
career planning in any way.
V So that, when the counsellor points out the
steps needed to become qualified for a job,
the employee may resist additional training
or schooling.
V Employees may think that someone else is
taking responsibility for their career planning
and development.
V Commitment by top management is crucial.
Without it, middle-level managers may show
much less support of their subordinates'
careers.
V This commitment must go beyond mere
permission.
V Topmanagement must lead through example
by taking an active interest in the career
plans of middle-level managers.
V When executives show an active concern,
other managers emulate that behaviour.