Module -3

Career Planning :-
A Career has been defined as the evolving sequence of a person’s experiences over
time. To some a career is a carefully worked out plan for self-advancement. A further impetus to career
planning is the need for organizations to make the best possible use of their most valuable
resources(people) in a rapid technological growth and change.
A career development system is a formal, organized, planned effort to achieve a balance between
individual career needs and organizational workforce requirements. It is a mechanism for meeting the
present and future human resource needs of an organization.
Stages in Career Planning -
Exploration,
Establishment,
Mid Career,
Late Career,
Decline
Aim & Objectives of career planning:-
A. To secure the right man at the right job at the right time
B. To maintain a contended team of employees.
C. To provide adequate career avenues to employees to higher levels of responsibilities.
D. To strengthen the retention program of the organization.

Career planning Process :- It is the process of setting individual career

objectives and devising developmental activities necessary to achieve them. In this process, an
individual analyses his or her interest, values, goals, and capabilities. Among the techniques to aid
individual career planning are career counseling, career and life planning, and self development
activities.
Career planning involves four fundamental elements which, when taken together, represent the career
planning process.
Direction : This involves the career goals one sets and the organization’s ability to act favorably upon
these goals, especially in the light of business objectives and realities.
Career Time : This relates to distance and velocity factors – how far one wants to go in an organization
or on the career path and how fast that person expects to get there.
Transition : This is the resistance one encounters while moving toward career goals. Transition relates
to the change expected, say, in knowledge, skill and attitude en route to a career goal.
Outcomes : This relates to the probabilities that one’s investment and sacrifices for career
progress will pay off.

Benefits of Career planning:-

It encourages individuals to explore and gather information which enables them to synthesize,
gain competencies, make decisions, set goals and take action.

It not only benefits to the employee, but also the organization. The developmental programs
help enhance employees’ job performance and thus the overall effectiveness of the
organization.
By developing employees for future positions, a organization is assured of a supply of qualified,
committed employees to replace the higher level employees.
This facilitates internal staffing of the organization and reduces the costs of external recruiting
and selection.
This strategy enables organizations to develop and place employees in positions compatible
with their individual career interest, needs and goals.
It promotes employee satisfaction and optimal use of employee abilities.
It help to retain and motivate employees. Through the career planning process, employees are
helped to set realistic goals and to develop the required skills and abilities for target positions.

Training & Development

Every organization needs the services of trained persons for performing the activities in a systematic
way. The fast changing technological development makes the knowledge of employees obsolete. They
require constant training to cope with the needs of jobs.
Training may be viewed as a systematic and planned process which has its organizational purpose to
impart and provide learning experience, that will bring about improvement in an employee and thus
enabling him to make his contribution in greater measure in meeting the goals and objectives of an
organization.
Definition :- The term training is used to indicate only process by which the aptitudes, skills and abilities
of employees to perform specific jobs are increased.
Development, on the other hand , involves philosophical and theoretical educational concepts and it is
designed for managers and involves broader education and its purpose is long term development.
Training helps an individual learn how to perform his present job satisfactorily. Training is mostly the
result of initiatives taken by the management. It is the result of some outside motivation.
Development involves preparing the individual for a future job and growth of individual in all respects. It
is mostly the result of internal motivation.
Development complements training because human resources can exert their full potential only when
the learning process goes far beyond simple routine. Development is a proactive process and future
oriented training focusing on the personal growth of the employee.

Objectives of Training
To develop capacities and capabilities of the employees both new and old by upgrading their skills and
knowledge.
It aims to help existing employees in improving their levels of performance on their present job
assignments.
It creates self consciousness and a greater awareness to recognize their responsibilities and contribute
their very best to the organization they serve.
To bring efficiency and effectiveness in an organization to remain competitive in highly competitive
market situations.
It plays a dynamic role to bring about technological changes like automation, highly mechanized and
computer oriented systems,

Importance & Need of Traaining

Training is necessary for the following reasons –
a. Increased Productivity
b. Higher employee Moral
c. Less Supervision
d. Less Wastage
e. Easy Adaptability
f. Reduced Turnover and Absenteeism
g. Employee Development.
Benefits of Training
a. Leads to improved profitability and/or more positive attitudes towards profit orientation.
b. Improves the job knowledge and skills at all levels of the organization
c. Improves the morale of the work force
d. Helps people identify with organizational goals
e. Helps create a better corporate image
f. Fosters authenticity, openness and trust
g. Improves relationship between boss and subordinates
h. Aids in organizational development
i. Learns from the trainees
j. Helps prepare guideline for work
k. Aids in understanding and carrying out organizational policies
l. Provide information for future needs in all areas of the organization
m. Organization gets more effective decision making and problem solving skills
n. Aids in development for promotion from within
o. Aids in developing leadership skill, motivation, loyalty, better attitudes and other aspects
p. that successful workers and managers usually display.
q. Creates an appropriate climate for growth, communication
r. Helps employees adjust to change
s. Aids in handling conflicts, thereby helping to prevent stress and tension.

The following guidelines can help to make the training more

effective.
Training objective :- The performance standard of employees should be decided and training should be
directed to achieve them.
Individual consideration :- The training program shall have keep in view all the individual considerations
like aptitude, background, education, experience, intellect, capability of understanding and interest
because all individuals do not have the same characteristic.
Motivation of trainee :- The importance of training should be properly explained to employees. When
employees realize the need of training for their own benefit and future development then they will take
keen interest in it.
Use previous training :- Training should be related to the previous training for new development with
related to past education.
Suitable Organizational Conditions :- The conditions should rather encourage employees to learn more
and more. The persons learning better techniques of doing the things should be suitably rewarded.
Training will imparted with the full support of top management otherwise it will not succeed.
Involvement of Trainees.:- To make training an effective tool of learning trainees should also be
involved in these program. They should be provided with opportunity to practice the newly needed
behavior norms.
Preparing the instructor :- The trainer should not only be a good teacher but must know the subject and
the job also.
Feedback :- The trainees should be provided with feedback about their performance. When they get
regular and constructive feedback, it will help them in improving their work.
Practice :- Trainees should be allowed continuous practice. Teach and demonstrate knowledge and skills
and then let the trainee try them himself.
Appropriate technique :- The methods and processes of training should be related directly to the needs
and objectives of the organization. To be effective training should be based on the tested principles of
learning.
Steps in Training
A training plan essentially involves seven steps namely :-
Determining Training Needs
Establishing Training Policies
Setting Goals and objectives of training
Preparing training budget
Deciding about the training venue
Deciding about the methods and techniques to be deployed in training
Determining methods of evaluating training.
Training Need Assessment
A training need exists when there is a gap between the present performance of an employee or group of
employees and the desired performance. The existence of this gap can be determined on the basis of
skills analysis involving five steps.
Analysis and determination of the major requirements of the specific job
Identification of the tasks needed to be accomplished to meet the job requirements.
Understanding of the procedures needed to accomplish the procedure
Analysis of the knowledge and skills needed to accomplish the procedure
Identification of any special problem of the job and analysis of any particular skill needed to meet the
problem.
Training needs can be assessed mainly by observation of job performance, organizational analysis, Task
analysis, Individual analysis, surveys and interviews.
It is necessary to examine job descriptions and job specifications and an analysis of the organization
system both internally and externally. It can be assessed by taking tests of both managerial and
nonmanagerial employees.

There are eleven techniques for determining training needs as listed by the research committee of the
ASTD(American Society of Training & Development) are :-
Observations
Management request
Interviews
Group conference
Job or activity analysis
Questionnaire surveys
Tests or examinations
Merit or performance ratings
Personnel records
Business and production reports
Long-range organizational planning
Types of Training
Training can take place in various situations, on the job or off the job, in the company or outside the
company. It necessarily involves the use of a number of tools, methods and techniques. Some of the
widely used training method are as follows:-
A. On-the-job Training
B. Off-the-job Training
C. Electronic Training
On-The-Job Training
It is the heart and soul of all training in business and industry. OJT as it is known or sometimes called
“Shop Training” is the most universal form of employee development. This is the traditional method of
learning, which is designed to maximize learning while allowing the employee to perform his job under
the supervision and guidance of a trained worker or instructor, providing him practical application and
making principles and concepts of learning meaningful and realistic.

There are several types of on the job training, These are :-

I. Job Instruction Training(JIT) :- It is basically used to teach the workers how to do their current jobs. A
trainer, supervisor or co-worker can act as the instructor. The four steps involved in this process are :-
A. The Trainee receives an overview of the job
B. The trainer demonstrates the job in order to give the employee a model to copy.
C. The trainee is then asked to copy the trainer’s demonstration
D. Finally the employee does the job independently without supervision.
II. Coaching :- It is a kind of daily training and feedback given to employees by their immediate
supervisors. Effectiveness of coaching depends upon the patience and communication skills of the
coach. He will have to
A. Explain appropriate ways of doing things
B. Make clear why some actions are taken
C. State the observations accurately
D. Offer possible alternatives
E. Give suggestions whenever required
F. Follow up
III. Mentoring :- In mentoring, Senior person in the organization assumes the responsibility for training
as well as grooming of a junior person. A mentor acts as a teacher, guide, counseller, philosopher,
exemplar, supporter and facilitator of the junior person. A good mentor has to :
A. Listen to the mentee and understand him
B. Challenge his intellect and stimulate the learning process
C. Coach
D. Build self confidence
E. Provide wise counseling
F. Teach by examples
G. Act as the role model
H. Share experiences
I. Offer encouragement
IV. Position Rotation :-It is the broadening of the background of the trainee in the organization. If the
trainee is rotated periodically from one job to another job, he acquires a general background and
understands the larger organizational perspective and different functional areas.

Off-the-job Training :- In off-the-job training methods the trainees have to leave their workplace and
devote their entire time to the training. The techniques are :-
A. Vestibule Training : - A training centre is setup and actual job conditions are duplicated or
stimulated in it. Expert trainers are employed to provide training with the help of equipment
and machines which are identical with those used at the work place.

B. Apprenticeship Training :- It is an “Earn while you learn” scheme In this field theoretical
knowledge and practical learning are provided to trainees in training institutes. The aim of this
training is to develop all round craftsman and a stipend is given to the employee.

C. Classroom Training :- This happens in a classroom either inside or outside the organization,
may be institutes, Universities or professional associations. The aim of class-room training is to
take the man away from his working environment, to mix with men in a similar position to his
own, and a result bring about change in his attitude and point of view, capable of looking at
problems differently.

D. Internship Training :- In this educational institutions and business firms have a joint program
of training. The trainee also work in some factory or office to acquire practical knowledge and
skills.

e. Conferences :- Here the participants pool their ideas and experiences to arrive at improved
methods of dealing with the problems which are the common subject of discussion and
overcome the limitations of the lecture method.

Role Playing :- Role playing involves action , doing and practice. By role playing, a trainee can
broaden his experience by trying different approaches/roles, while in actual practice, he often
has only one role to play.
A. Audio-visuals :- These consists of television slides, films, power points, video conferencing,
audio-video tapes etc.
B. Computer based Training :- In this method, the tests are taken on computer so that
management can monitor each trainee’s progress and needs.
C. Electronic Performance Support Systems (EPSS) :- It is a set of computerized tools displays
that automate training, documentation and phone support, integrate this automation in to
applications and provide support that is faster, cheaper and more effective.
D. Distance and internet based Training :- Distance learning methods include tele-training,
video-conferencing and internet based classes.

Training Evaluation
Though a huge amounts of money are spent on the training program, therefore it is very important to
determine, how far the training program has been successful. Evaluation of training program has been
rightly defined as any attempt to obtain information on the effects of training performance and to
assess the value of training in the light of that information
The objectives of training evaluation are :-
A. To determine the ability of the trainees to perform jobs for which they were trained
B. To determine the specific nature of training deficiencies
C. To determine whether the trainees require any additional on the job training
D. To determine the extent of training not needed by the participants to meet their job requirements
E. To determine the cost effectiveness of the program.
Metrics of training evaluation:- A. Hamblin has suggested five criteria by which evaluation of training
can take place. These are :-
1. Reaction :- Evaluate the trainee’s reaction to the program. Reaction is defined as what the
participants thought of the program, including materials, instructions, facilities, methodology and
content.
2. Learning :- Did the trainee learn the skills, principles and facts that the trainer wanted him to learn?
Training program, trainer’s ability and trainee’s ability are evaluated on the basis of the quantity of the
content learned etc.
3. Job Behavior :- Whether the trainee’s behavior on the job changed because of the training program.
This evaluation includes the manner and extent to which the trainee has applied his learning to the job.
4. Organization :- The evaluation measures the use of training, learning and change in the job behavior
of the department/organization in the form of increased productivity, quality, morale sales turnover etc.
5. Ultimate Value :- It is the measurement of the ultimate result of the contribution of the training
program to the company goals like survival, growth, profitability etc

PROMOTIONS
These are the activities through which an adjustment in the size of workforce of an enterprise can be
made to cope with the changing situations.
Promotion is an upward movement of an employee from current job to another that is higher in pay,
responsibility, status and organizational level. It is an advancement within an organization.
Definition :- According to pigors and Myres “ A promotion is the advancement of an employee to a
better job , better in terms of greater responsibilities, more prestige or status, greater skill and
especially increased rate of pay or salary.
A. To put the employee in a position where he will be of greater value to the company.
B. To develop competitive spirit and zeal in the employees to acquire the skill and knowledge etc.
C. To develop internal source of employees ready to take jobs at higher levels in the organization.
D. To promote employee self development and make them await their turn of promotions. It
reduces labor turnover.
E. To build up morale, loyalty and a sense of belongingness on the part of employees.
F. To promote employees’ interest in training and development programmes and in team
development areas.
G. To create among employees a feeling of contentment with their present working conditions and
encourage them to succeed in the company.

BASES OF PROMOTION
Bases of promotion :- While designing the promotion policy, there is always a problem before the
management, what should be the criterion for promotion ? The well established bases of promotion are

1. Seniority as a Basis of promotion:- Seniority means length of recognized service in an

organization. Seniority on the basis of length of recognized service in the organization is decided
by the organization and every employee knows his place in the promotion line. The senior most
person in the lower grade
shall be promoted as and when there is an opening in the higher position.
The advantages of this process are :-
a. It is relatively easy to measure the length of service and to judge the seniority.
b. Trade unions generally emphasis on seniority rather than merit
c. There is no favoritism, discrimination and judgment
d. Security and certainty is also a plus point in the use of seniority.
e. It minimizes the scope for grievances and conflicts
f. Seniority basis of promotion helps in reducing labor turnover

2. Merit as a Basis of Promotion:- Merit means ability to work. It denotes an individual employee’s
skill, knowledge, ability, efficiency and aptitude as measured from educational, training and past
employment record. If merit is adopted as the basis of promotion the most able person in the
lower grade, no matter he is junior most in the company, shall be promoted. The advantage of
this process are :-
a. The skills of an employee can be better utilized at a higher level.
b. Competent employees are motivated to exert all their energies and contribute to
organizational efficiency and effectiveness.
c. This system continuously encourages the employees to acquire new skills, knowledge etc. for
all round development.

3. Seniority-cum-Merit Basis :- Management mostly prefer merit as the basis of promotion as they
are interested in enriching organizational effectiveness by enriching its human resources.
But trade unions favor seniority as the sole basis for promotion with a view to satisfy the
interests of majority of their members. The most widely used basis of promotion combines both
ability and seniority. The best policy would be ensure that whenever there are two employees
of equal seniority merit or ability, seniority should be the decisive factor. A combination of
both seniority and merit may be considered as a sound basis for promotion

Transfer
A transfer is a change in job assignment. It is the movement of an employee from one job to
another without involving any substantial changes in his duties, responsibilities, required skill, status
and compensation
Purpose of Transfer :-
a. To increase the effectiveness of the organization.
b. To increase versatility and competence of key positions
c. To deal with fluctuations in work requirements
d. To correct incompatibilities in employee relations
e. To correct erroneous placement
f. To relieve monotony
g. To move an employee in the interests of health or age
h. To provide creative opportunity
i. To train employees for later advancement or promotion.

Types of Transfer :- It may be classified on the basis of purpose or unit

A. On the basis of Purpose :-

i. Production Transfers:- To avoid the problem of surplus and shortage in work force it is inevitable .
ii. Replacement Transfers :- To fill the deficit when a senior employee transfer by a junior employee.
iii. Versatility Transfer :- It aims at giving training to the employees of various jobs of similar nature
having different operations.
iv. Shift Transfers :- where the shifts are operated regularly, employees may be recruited
permanently for the shift, but in some cases they are rotated from one shift to another as a matter
of practice, because many employees dislike second or third shift assignment as it interferes with
their social or family engagement.
v. Remedial Transfers :- When the employee is not adjusted himself with co-workers and may not
satisfied with the nature of work, and may not be well adapted with health then the transfer are
effected at he request of the employees and are called personal transfers.
vi. Precautionary Transfers :- such transfers are made as a precautionary measure to avoid the
misuse of office or misappropriation of funds by the employees.

B. On the Basis of Units :-

Sectional Transfers :- These are made within the department from one section to another to
train the employee regarding the different jobs.
Departmental Transfers :- That is done within the department where there are same type or
routine work.
Inter-plant Transfer :- Plant to plant transfer.

SEPARATION
Separation is decision that the individual and the organization should part. The parting of ways
can be at the instance of the employer or the employee separations can take the following
forms :-
a. Resignation :- It refers to the termination of employment at the instance of the employees. A
resignation may be put voluntarily by the employee or may be compulsory where the employee
is asked to put resignation if he wants to avoid termination.

b. Dismissal or Discharge:- It is the termination of the services of an employee as a measure for

some misconduct. It is a drastic step and should be taken after careful thought. A dismissal
needs to be supported by just and sufficient reasons. Before discharging or dismissing the
employee, advance notice of the impending danger must be given the opportunity to defend
himself. The reasons may lead to the dismissal of an employee :-
A. Unauthorized absenteeism from duty for a long time
B. Willful violation of rules
C. False statement of qualification at the time of employment
D.Dishonesty
E. Drunkenness
F. Carelessness
G. Insubordination
H. Inefficiency
I.Violent and aggressive acts.
J. Physical disability etc
K. Death

c.. Suspension :- It means prohibiting an employee from attending work and perform normal
duties assigned to him. During suspension, the employee receives a subsistence allowance.
M. Retrenchment :- Retrenchment is generally on account of surplus staff, poor demand for
products, general economic slow down etc. It entitles the employees to compensation which in
terms of section 25(f) of the industrial Disputes Act 1947, is equivalent to fifteen days average
pay for each completed year continuous service. The principle in the procedure of
retrenchment is that the last person employed in each category must be the first person to be
retrenched. When vacancies arise after retrenchment, the employer gives an opportunity to the
retrenched workers to offer themselves for reemployment and they are given preference.

d. Lay off :- It means the failure, refusal or inability of an employer on account of coal, power or
raw-materials or accumulation of stock, breakdown of machinery or by any other reason to give
employment to a workman whose name is borne on the muster roll. During this time the
employee should get the half of the normal wage as a compensation.

Organizational Citizenship behaviour

OCB is a person’s voluntary commitment within an organization or company that is not part of his or her
contractual tasks. The employee who believes in good organizational citizenship is one who has an eye
out for the company’s best interest at all times. That can take many different firms such as :-
Assisting co-workers
Working for the future
Being a company representative.

Talent Management
Talent is a term used to define highly skilled workers. These individuals possess significant job
experience in their functional areas and a strong knowledge of the industry they work in.
Talent Management is a set of entrepreneurial human resources processes and practices
ensuring the sustainable effectiveness of the most skilled workers within an organization.
Talent management comprises three major pillars i.e. Talent acquisition, Talent Development
and Talent Retention.
Process of Talent Management :-
a. Understanding the recruitments
b. Sourcing the talent
c. Attracting the talent
d. Recruiting the talent
e. Selecting the talent
f. Training & Development
g. Retention
h. Promotion
i. Competency Mapping
j. Performance appraisal
k. Career Planning
l. Succession Planning & Exit.

Competency Mapping
Competence is the ability of an individual to do a job properly. Competency is a set of defined behaviors
that provide a structured guide enabling the identification, evaluation and development of the
behaviors in individual employees.
Competency mapping is a process of identifying key competencies for an organization and/or a
job and incorporating those competencies throughout the various process i.e. job evaluation, training,
recruitment of the organization.
The step involved in competency mapping with an end result of job evaluation in clued the following :-
Conduct a job analysis by asking incumbents to complete a position information questionnaire(PIQ).
Using the results of the job analysis, Develop a competency based job description
With a competency based job description, begin mapping the competencies throughout the HR Process.
Taking the competency mapping one step further, use the results of your evaluation to identify in what
competencies individual need additional development or training.
Employee Engagement
There are different steps, that management can takes to improve productivity by putting employees in a
more productive mindset.
a. Design economic incentives, so employees at all levels of an organization can benefit from them.
b. Provide meaningful feedback in a constructive manner on a regular basis.
c. Respect employees as individuals, In addition to the job they do.
d. Be sure management at all levels of an organization receives adequate training.
e. Provide support for employees when it is genuinely needed.
f. Don’t be emotionally strong. Don’t make grudge.
g. Ensure senior leadership models behavior that makes the rank-and-file proud to be part of the team.