Beruflich Dokumente
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Career defined
A sequence of employment related positions, roles, activities and experiences encountered by a person Two approaches: Personal level (undertaken by the individual himself) & organizational level (designed by the organization)
Career Management
Attempts to influence the way the careers of one or more people develop
(a) Manage ones own career (b) Manage careers of others
Teach employees how to plan their career growth once they have determined where they want to go.
SelfAssessment
Career Choice/Establishme nt
Self-Assessment
Understanding background, experiences, likes & dislikes identified by reviewing history Clarifying your values Interests & passions Preferred lifestyle Life goals & personal vision Inventorying your skills
Drucker-Managing Oneself
What are my strenghts? How do I perform? What are my values?
Self Assessment
Career Autobiography (CA) The identities Exercise (IE) The Career Values Card Sort (CVCS) The Campbell Interest and Skills Survey (CISS) or SII The 10-Years-Out Exercise (TYO) Lifestyle Representation Exercise (LRE) The Interview with Others (IWO) The Peer Coaching Exercise (PEER) Performance Evaluation Analysis
We need to ask.
What are the most important drivers of our satisfaction? Is advancement in an organization the key to our sense of succeeding? Is balancing work and family our most important task? Is having time to pursue outside interests or support the community a critical element in our pursuit of a meaningful life?
Mutual Discovery
Self Concept
Self-perceived talents & abilities Self-perceived motives & needs Self-perceived attitudes and values constitute Career Anchor the pattern of self-perceived talents, motives, and values-serves to guide, constrain, stabilize, and integrate the persons career.
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Technical/Functional competence This kind of person likes being good at something and will work to become a guru or expert. They like to be challenged and then use their skill to meet the challenge, doing the job properly. General Managerial competence These folk want to be managers (and not just to get more money). They like problem-solving and dealing with other people thriving on responsibility. To be successful, they also need emotional competence Autonomy/Independence These people have a primary need to work under their own rules and steam. They avoid standards and prefer to work alone. Security/Stability Security-focused people seek stability and continuity as a primary factor of their lives. They avoid risks and are generally 'lifers' in their job.
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Entrepreneurial Creativity These folks like to invent things, be creative and, most of all, to run their own businesses. They differ from those who seek autonomy in that they will share the workload. They find ownership very important. They easily get bored. Wealth is a sign of success. Service/Dedication to a cause Service-oriented people are driven by how they can help other people more than using their talents (which may fall in other areas). They may well work in public services or in such as HR. Pure Challenge People driven by challenge seek constant stimulation and difficult problems that they can tackle. Such people will change jobs when the current one gets boring and their career can be very varied. Lifestyle Those who are focused first on lifestyle look at their whole pattern of living. They not so much balance work and life as integrate it. They may even take periods off work to indulge in passions such as travel.
A person with a primary theme of Security/Stability for example will seek secure and stable employment over, say, employment that is challenging and riskier. People tend to stay anchored in
news (Career is dead; long live the career) Good news Functional paths-functional specialty Industry paths-clusters Institutional sector-path with a heart Values oriented personal mission
Career Lattice
Viable alternative for career mobility & job productivity Structure supports different paths Skills, values, interests, competition, workplace and customer needs, and individual and group initiative Currency is not advancement but learning Career variety
Integrated Approach
Career Planning
Job Family Analysis Creating Job Ladders Creating Career Paths
Potential Assessment
Develop the Leadership Competency Model Develop Competency Profiles to identify desired proficiency levels Conduct Assessment Centres (AC) for actual proficiency levels
Succession Planning
Bench Strength Analysis: Identify the successor pool for each critical role For each critical role, propose successor lists Enabling Career & Succession Planning through LCD Interventions
Illustrative
HRDD ISD *AM/M *AM/M HRDD - ISD * AM/M (Support) Branch * AM/M (Support) - Zone *AGM HRDD * AGM (Support) Branch * AGM (Support) - Zone *DGM HRDD *AGM - ISD
Corporate Services *AM/M Administration/Premises/ Procurement/Official Language * AM/M (Support) Branch * AM/M (Support) - Zone *AGM Administration/Premises/ Procurement/Official Language * AGM (Support) Branch * AGM (Support) - Zone *DGM Administration/Premises/ Procurement/Official Language
*DGM - ISD
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Illustrative
BD Corp Plg Marketing New Initiatives
CGM
GM
DGM
AGM
AM
The rationale for normal and fast track promotions: Normal track: Achievement of threshold Overall Performance Score and vacancies. (may not reach the top management position, but may peak at a middle / senior management level) Fast track: Faster career progression to employees who are high performers with high potential. (considered for promotion after spending a minimum period in the current grade and the threshold Overall Performance Score)
GM
Illustrative
DGM Grades AGM Assistant General Manager- Credit ManagerCredit Assistant ManagerCredit 1 2 3 4 5 6 7 8 9 10 11 Years 12 13
AM
14 15
16 17 18 19 20 21 22 23 24
GM
Illustrative
DGM Grades AGM Assistant General Manager- Credit ManagerCredit Assistant ManagerCredit 1 2 3 4 5 6 7 8 9 10 11 Years 12 13
AM
14 15
16 17 18 19 20 21 22 23 24
30
CGM
Illustrative
GM
AM
AMCredit
6 7
10
11 Years
12
13
14 15
16 17 18 19 20 21 22 23 24
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To gain diverse skills: Similar responsibility level but different job description Handling a different department/ function Pick-up diverse skill/ experience and thus preparing him for an upward movement to a higher grade
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CGM
Illustrative
GM
DGM ARD
DGM DFID
AM
6 7
10
11 Years
12
13
14 15
16 17 18 19 20 21 22 23 24
33
34
Illustrative
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Illustrative
Job Family 1 (J1) Job Family 1 (J2)
Department 1 Career band 5 Career band 4 Career band 3 Career band 2 Career band 1
Department 2
Department 3
Department 4
Lateral movement in the same/across job families but at the same level/career band
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Illustrative
Department 1 Career band 5 Career band 4 Career band 3 Career band 2 Career band 1 Vertical movement - not allowed across job families; first the employee needs to move laterally across a job family to and then make a vertical movement to the target role. Department 2 Department 3 Department 4
Hence if a vertical movement has to take place across job families, a lateral movement across job families is a prerequisite before the employee can move up vertically in the new job family.
Identifying talent, training & developing it is the pillar of Career Management Process
Enables managers to make career moves leveraging their strengths & moving into leadership roles
ABG uses development assignments, classroom training, coaching and