career development mba project

8/18/2019 career development mba project

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REASEARCH METHODOLOGY

Research Methodology is a scientific and systematic way to solve research problems

researcher has to design his methodology i.e. in addition to the knowledge of methods ortechniques; he has to apply the methodology as well. The methodology may differ from

problem to problem. In carrying out a survey relating to the research, we should first

select the problem and study its implications in different areas. !election of the research

problem should be in line with the researcher interest, chain of thinking and should have

some direct utility. It should also have practice; feasibility.

The Research Process

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#efine the problem andresearch ob$ectives.

#evelop the research plan.

%ollect the information.

&naly'e the information.

(resent the findings.

Make the decision


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METHODOLOGY OF THE STUDY

&fter having identified the problem as the effectiveness of %areer (lanning and

#evelopment programme for the employees of #r Reddys )ab, it was decided to

conduct a descriptive research to find out the same. !ufficient suitable data collection

was done. It was decided to under take a personal survey on the issue.

&s a tool for primary data collection a structured non*disguised questionnaire was

prepared keeping in mind the ob$ectives of the research.

& sample of "++ employees from the departments of R-#, &R-#, !#, /%,

01 and (R2# M&I3T&I3%4.were chosen as sample to be interviewed. The details of

the employees to be interviewed were taken from the employees register organi'ations

human resource department. The employees were approached in the working hours and

interviewed as per the questionnaire. This way the whole of "++ employees were

interviewed within period of two weeks.

&fter the completion of the survey the collected data was tabulated, analy'ed,

interpreted and the percentages were calculated and the main tables were drawn. Then the

respective bar, pie charts were used to illustrate the data. &nd the final inferences were

made for each of the question. 5ase on these inferences recommendations were made and

research was concluded.

Objective of the stu!

The ob$ective of the present study is to obtain an insight into the career planning

and development system of #r.Reddys laboratories.

To study the opinions of the employees and management regarding this system.

To understand the e6isting system, its procedure and limitations.

To identify the areas of improvement and suggest measures.

"ee for the stu!#

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The pro$ect, which has been done, will help the organi'ation immensely in locating any

drawback in the present system and provides opportunity to implement effective career

planning and development system.

Research esi$%#The current research is a #escriptive Research.

Sa&'(e esi$%#

#etails of population.

The study was conducted only conducted only on the officer8non*officer staff of #r

Reddys lab 1yderabad, consisted of "9:+ employees.

(opulation frame

The data was collected from company employees rosters and registers etc.

!ampling unit

It represents the total population of officers8 non*officers staff that consists of 9:+

employees of #r.Reddys lab, 1yderabad. 2ut of which the sample was taken.

!ampling !i'e

& sample of "++ employees has been selected from officers8 non*officers employees from

different departments R-#, &R-#, !#, /%, 01 and (R2# M&I3T&I3%4.

Data co((ectio% source#

Seco%ar! ata sources#

The secondary data source used for the study includes company policies,

te6tbooks.

• Pri&ar! ata sources#

The primary data sources used for the study includes a questionnaire and personal

interviews. & well*structured schedule had been administered for collecting data

from the employees.

Data a%a(!sis#

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The data collected through various sources had been analy'ed and interpreted using

statistical tools like tabulation of data and bar graphs.

Perio of stu!#

#uration of the study was "+ weeks.

Li&itatio%s#

• #ue to constraints of time and many other resources the study is confined to the

employees of #r.Reddy )aboratories )td.$eedimetla unit, 1yderabad only.

• The study is based on the opinions e6pressed where there is a great tendency for

fluctuations in response and behavior, which can lead to certain distortions.

• There may be a scope for bias in the response of the employees this may be due to

various institutional factors, which are out of our study. !o this can be considered

as suggestive report rather than authenticated one.

• The questionnaire method carries with it certain inherent limitations, which have

to be considered.

• The sample si'e being small could not consider everybodys views, which carries

with it certain sampling errors.

• &s the duration of the study was short the opinions of most of the employees have

not been collected.

• !ome of the columns being left blank by the employees

)"DUSTRY PROF)LE

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The Indian (harmaceutical Industry today is in the front rank of Indias science based

industries with wide ranging capabilities in the comple6 field of drug manufacture and

technology. & highly organi'ed sector, the Indian (arma industry is estimated to be worth

> =.9 billions growing at about :*? percent annually. It ranks very high in the Third

world, in terms of technology, quality and range of medicines manufactured. @rom simple

headache pills to sophisticated antibiotics and comple6 cardiac compounds, almost every

type of medicine is now made indigenously.

(laying a key role in promoting and sustaining development in the vital field of

medicines, Indian (arma Industry boasts of quality producers and may units approved by

regulatory authorities in A!& and AB. International companies associated with thissector have stimulated, assisted and spearheaded this dynamic development in the past 9<

years helped to put India on the (harmaceutical map of the world.

The Indian (harmaceutical sector is highly fragmented with more than 7+,+++ registered

units. It has e6panded drastically in the last two decades. The leaking 79+ (harmaceutical

companies control C+D of the market with market leader holding nearly CD of the

market share. It is an e6tremely fragmented market with severe price competition and

government price control.

The pharmaceutical industry in India meets around C+D of the countrys demand for bulk

drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules,

orals and in$ectibles. There are about 79+ large units and about :+++ small scale units,

which form the care of the pharmaceutical industry in India including 9 central public

sector units.4. Therese units produce the complete range of pharmaceutical formulations,

i.e., medicines ready for consumption by patients and about


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Technology strong and totally self*reliant, the pharmaceutical industry in India has low

costs of production, low R - # costs, innovative scientific man power, strength of

national laboratories and on increasing balance of trade.

THE GRO*TH SCE"AR)O

Indias A! >


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#r.Reddys follows the stringiest quality control procedures in its facilities so that its

products are safe and efficacious and endeavors to go beyond world class standards of

e6cellence.

The %ompanys system of values, in which values such as e6cellence and integrity,

transparency and honesty, collaboration and teamwork are part of the essential #3& of

the company, ensure that the highest standards of quality are maintained in all its

activities to delight its customers.

1armony and !ocial responsibilities are values which #r.Reddys lives by. It is an

ob$ective to make a difference to the communities, in which the %ompany lives and

works. 5eing environmentally friendly and implementing sustainable environmental

controls is part of the commitment.

!ocial incentives are conducted through the #r.Reddys @oundation for 1uman and

!ocial #evelopment. The foundation has been successful in developing self*sustainable

social development models by forging partnerships between funding organisations,

governmental bodies, companies, business leaders and individuals.

DR+REDDY,S -)S)O"#

To become a discovery*led global pharmaceutical company.

#r.Reddys will achieve this vision by building

0orkplaces that will attract, energi'e and help retain the finest talent available.

&n organi'ational culture that is relentlessly focused on the speedy translation of

scientific discoveries into innovative products that make a significant difference in peoples lives.

& global marketing organi'ation that understands and responds to the needs of the

customer.

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DR+REDDY,S CORE PURPOSE#

#R.Reddys %ore (urpose is to help people lead healthier lives.

DR+REDDY,S -ALUES#

E.ce((e%c!# They strive for e6cellency in everything we think, say and do.

/ua(it!# They are dedicated to achieving the highest levels of quality in everything

they do to delight customers, internal - e6ternal, every time.

Res'ect for the )%iviua(# They uphold the self esteem and dignity of each other by

creating an open culture conductive for Ge6pression of views and ideas irrespective of

hierarchy.

)%%ovatio% 0 Co%ti%uous Lear%i%$# They create an environment of innovation -

learning that fosters, in each one of them, a desire to e6cel and willingness to e6periment.

Co((aboratio% 0 Tea&1or2# They seek opportunities to build relationships and

leverage knowledge, e6pertise and resources to create greater value across functions,

businesses and locations.

Har&o%! 0 Socia( Res'o%sibi(it!# They take utmost care to protect The natural

environment and serve the communities, in which they live and work.

Their business practices are guided by the highest ethical standards of truth,

integrity and transparency.

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DR+REDDY,S SOC)AL )")T)AT)-ES#

Ge%esis#

#r.Reddys foundation for 1uman and !ocial #evelopment was founded on "?th

2ctober "??E out of a social responsibility of #r.Reddy, a scientist and a successful

entrepreneur.

#r.Reddys guarantees the core support for the @oundations administrative support

and core staff e6penses )aboratories apart from a commitment for


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Core Pro$ra&s#

The core programs of the @oundation include

•

%hild and (olice %&(4 (ro$ect.• )ivelihood &dvancement 5usiness !chool )&5!4.

• !mall Hrants (rogram.

• %hange Makers %lub.

• Micro @inance ntrepreneurs M@4 @ellowship supports (rogram.

DR+REDDY,S STRATEG)C 3US)"ESS U")TS#

Their business strategic units are*

• 5randed @inished #osage.

• Heneric @inished #osage.

• 5ulk &ctivities.

• %ustom %hemicals.

• 5iotechnology

• #iagnostics.

• %ritical care.

• #iscovery Research.

3ra%e For&u(atio%#

The branded formulations business has evolved from an Indian market player to a

global organi'ation. !tarting with brand on its own formulations, it has grown through

brand and company acquisitions, a valuable product mi6, distribution strength and

therapeutic area focus to become one of the countrys largest players.

The figures from Rs.=.C million in "?:C to Rs.E.+9C million in 7++7. In addition

alliances and $oint ventures have helped rapidly grow its international operations, which

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are key to its move up the value chain; #r.Reddys branded formulations are marketed in

countries across Russia, )atin &merica, !outh &sia, %hina and &frica.

&run is a silver medallist, M5& from International Management Institute, 3ew

#elhi and has a 5achelors degree in %ommerce from !ydenham %ollege of %ommerce

and conomics, Mumbai.

&run has attended the uropean Henerics %onferences in )ondon in "??=, "??9

and "??E, and various &lliance Management (rograms conducted by internationally

renowned e6perts.

Mr+ Sau&e% Cha2rabort!#

Mr. !aumen %hakraborty has over 7+yrs of e6perience in strategic and operational

aspects of management, as a management consultant, line manager and a 1R facilitator,

with diverse portfolios such as !enior Manager @inance - &ccounts4 in icher, and ice

(resident 2perations4 in Techumseh, in previous assignments.

1e had played a very significant role in the evolution of #r.Reddys havingchampioned a number of world*class human resource initiatives, which helped to

transform the company into one of the most respected employers in the country and a

great place to work.

& member of various industry for including the %II and the 3ational 1R#

3etwork, !aumen graduated with honours as the Aniversity topper from iswa*5harati

Aniversity in (hysics, and went on to pursue management from IIM, &hmedabad. 1e

represented his university in various sports and captained the university football and

volleyball teams.

DR+REDDY,S M)LESTO"ES#

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4556# 7Future Pros'ects8

&s per 0T2, from the year 7++9, India will grant product patent recognition to

all new chemical entities 3%4 i.e., bulk drugs developed then onwards. The Indian

Hovernment, decision to allow "++D foreign direct investment into the drugs and

pharmaceutical industry is e6pected to aid the growth of contract research in the country.

Technology transfer to "++D Indian !ubsidiaries of M3% is e6pected only in 7++9.

Indian pharmaceutical interests in making a mark on the global scene got a boost when

#r.Reddys licensed two of its anti*diabetic molecules to 3ovo 3ordisk and when

Ranba6y licensed its 3ovel #rug #elivery !ystem 3##!4 of %iproflo6acin to 5ayer.

M3%s in India faced the problem of having a very high #(%2 coverage, weakening

their bottom lines as well as hindering their growth through the launch of new products.#(%2 coverage is e6pected to be diluted further in the near future benefiting the M3%s.

3ew legislation is also e6pected in the 2T% segment increasing the number of brands in

the 2ver the %ounter 2T%4 segments. The Indian pharmaceutical industry is also getting

increasingly in A!.

4559#

In this year, Rotary %lub (resents ocational 6cellence award to #r. &n$i Reddy

for launching Redotil racecadotroil4, the first anti*hypersecretory agent for the

management of acute diarrhea in India. It also launched #utas for treatment of enlarged

prostate on &pril "?th.

455:#

0ithdraws pediatric dosage of 3imuselide from the market. )aunches Ibuprofen *

first product under #r.ReddyJs label in the A.!. market.

4554#

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#r.ReddyJs makes the first overseas acquisition of 5M! )aboratories )td. &nd

Meridian 1ealth %are, AB.

455;#

2n &pril ""th, #r.ReddyJs becomes the first &sia (acific (harmaceutical

%ompany, outside Kapan, to list on the 3ew Lork !tock 6change.

It out licenses #R@ ="9: to 3ovartis for up to A! >99 million up front. It is a

milestone payment for specific clinical and regulatory endpoints.

#r.ReddyJs is the first Indian (harmaceutical %ompany to obtain ":+*day

e6clusive marketing rights for a generic drug in the A! market with the launch of@luo6etine =+mg capsules on &ugust


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Makes H#R issue of A! >=: million when the foundation stone was laid for a

generic formulations facility to cater to highly regulated markets.

;


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Ge%esis#

#r.ReddyJs @oundation for 1uman and !ocial #evelopment was founded on "?th

2ctober "??E out of a sense of social responsibility of #r.ReddyJs a scientist and a

successful entrepreneur.

#r.ReddyJs guarantees the core support for the @oundations administrative

support and core staff e6penses )aboratories apart from a commitment for


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$bacavir ulphate $nti /iral

$lendronate

odium0thers

$mlodipine

esylate $nti 1ypertensive

$mlodipine

)aleate $nti 1ypertensive

$ripipra2ole $nti Psychotic

$tomo#etine 1*% $nti Depressant

$torvastatin

*alcium*ardiovasculars

$2ithromycin

Dihydrate $nti acterial

icalutamide 0thers

*arisoprodol )uscle Rela#ant

*arvedilol $nti 1ypertensive

*eleco#ib $nti %nflammatory

*etiri2ine 1*% $nti 1istaminic

*hlorpheniramine

)aleate

$nti 1istaminic

*hlor2o#a2one )uscle Rela#ant

*initapride &astroprokinetic

*iproflo#acin $nti acterial

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*iproflo#acin 1*l $nti acterial

*is 3actam 0thers

*isapride

)onohydrate&astroprokinetic

*lopidogrel

isulphate*ardiovasculars

*lotrima2ole $nti (ungal

Danoflo#acin

)esylate $nti acterial

De#tromethorphan $nti !ussives

De#tromethorphan

1r $nti !ussives

Diclofenac odium $nti %nflammatory

Diltia2em 1*l $nti 1ypertensive

Disodium

Pamidronateone Resorption %nhibitor

Dobutamine *ardiovasculars

Domperidone $nti +metic

Domperidone)aleate

$nti +metic

Donepe2il 1*l Nootropic

Do#a2osin

)esylate $nti 1ypertensive

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Dutasteride

+nalapril )aleate $nti 1ypertensive

+nalaprilat $nti 1ypertensive

+nroflo#acin $nti acterial

+scitalopram

0#alate $nti Depressant

+smolol 1*3 $nri $rrhythmic

+somepra2ole )g $nti -lcerant

+somepra2ole

Pellets 4.56 $nti -lcerant

+thambutol $nti acterial

+2etimibe $ntihyperlipoproteinemic

(amotidine $nti -lcerant

(e#ofenadine 1*3 $nti 1istaminic

(inasteride 0thers

(lucona2ole $nti (ungal

(luo#etine 1*l $nti Depressant

&alantamine $nti Psychotic

&atiflo#acin $nti acterial

&limepiride $nti Diabetic

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%buprofen $nti %nflammatory

%rbesartan $nti 1ypertensive

%tracona2ole

Pellets $nti (ungal

%tracona2ole

Poder $nti (ungal

7etocona2ole $nti (ungal

7etoprofen $nti %nflammatory

7etorolac

!romethamine $nti %nflammatory

3amivudine $nti /iral

3amotrigine $nti *onvulsant

3ansopra2ole $nti -lcerant

3ansopra2ole

Pellets $nti -lcerant

3evetiracetam $nti *onvulsant

3evoflo#acin

1emihydrate8uinolone

3omeflo#acin $nti acterial

3operamide $nti Diarrheal

3oratadine $nti 1istaminic

3osartan $nti 1ypertensive

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Potassium

)elo#icam $nti %nflammatory

)esalamine $nti %nflammatory

)ethyl Dopa 1ypotensive

)etoprolol

uccinate $nti 1ypertensive

)ontelukast $nti $sthmatic

)osapride &astroprokinetic

)o#iflo#acin 1*l $nti acterial

Napro#en $nti %nflammatory

Napro#en odium $nti %nflammatory

Naratriptan $nti )igraine

Nateglinide $nti Diabetic

Nimesulide $nti %nflammatory

Ni2atidine $nti -lcerant

N)) 9:;)ethyl

$mino :;)ethyl

!hio


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0mepra2ole $nti -lcerant

0mepra2ole

)agnesium

$nti -lcerant

0mepra2ole

Pellets $nti -lcerant

0mepra2ole

odium $nti -lcerant

0ndansetron $nti +metic

0ndansetron 1*l $nti +metic

0rnida2ole $nti %nfective

0#apro2in $nti %nflammatory

0#caba2apine $nti *onvulsant

Pantapra2ole

odium $nti -lcerant

Peflo#acin $nti acterial

Pioglita2one 1*l $nti Diabetic

Propofol $nesthetic

Pyra2inamide $nti acterial

8uetiapine

(umarate $nti Psychotic

8uinapril $nti 1ypertensive

Rabepra2ole $nti -lcerant



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odium

Ralo#ifene 1*l $nti 0steoporotic

Ramipril $nti 1ypertensive

Ranitidine 1*l $nti -lcerant

Repaglinide $nti Diabetic

Risperidone $nti Psychotic

Rivastigmine Nootropic

Rofeco#ib $nti %nflammatory

Ropinirole 1*% $nti Parkinsonian

Rosiglita2one

)aleate $nti Diabetic

Rosuvastatin $nti 3ipemic

> %buprofen 0thers

albutamol

ulphate $nti $sthmatic

almeterol

?inafoateronchodilator

etraline 1*3 $nti Depressant

ibutramine 1cl 0thers

ildenafil *itrate 0thers

parflo#acin $nti acterial



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ulfametho#a2ole $nti acterial

ulindac $nti %nflammatory

umatriptanuccinate $nti )igraine

!adalafil 0thers

!amsulosin $nti 1ypertensive

!era2osin Dihyd $nti 1ypertensive

!era2osin 1*l $nti 1ypertensive

!erbinafine 1*l $nti (ungal

!erbutaline ulfate ronchodilator

!iclopidine 1*l $nti !hrombotic

!i2anidine 1*l $nti %nflammatory

!olteridone

!artrate0thers

!opiramate $nti *onvulsant

!randolapril $nti 1ypertensive

!rimethoprim $nti acterial

/alsartan $nti 1ypertensive

/enlafa#ine 1*% $nti Depressant

@aleplon 0thers

@iprasidone $nti Psychotic

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@olpidem !artrate 0thers

@onisamide $nti *onvulsant

@opiclone 0thers

S*OT A%a(!sis

& !02T analysis stands for strengths, weaknesses opportunities, and Threats and is a

simple and powerful way to analy'e the companys present marketing situation.

The !02T &nalysis has been a useful tool for industry. The process of utili'ing the

!02T approach requires an internal survey of strengths - weaknesses of the programme

and an e6ternal survey of threats and opportunities.

Stre%$th#

• 0hat company does e6ceptionally well

• 0hat advantages company has

• 0hat valuable assets and resources company has

• 0hat do members or customers identify as company strengths

Co&'a%! Stre%$ths#

• They have e6cellent product mi6, stringent quality control, a committed marteing,

manufacturing and R-# team.

• 5eing the first pharmaceutical company from &sia pacific outside Kapan4 to be

listed on the 3ew Lork !tock 6change on &pril "", 7++"4 is only one among



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them. &nd as always, #r. Reddys chose do it in the most difficult of

circumstances against widespread skepticism.

• #r. Reddys started its drug discovery program in "??< to shift Indian industries

image from being known as Ncopycats to Ninnovators.

• )everaging on its N)ow cost, high intellect advantage. @oraying into new

markets and new business. Taking on new challenges and growing stronger and

more capable. ach failure and each success renewing the sense of purpose and

helping the company evolve.

• They are dedicated to achieving the highest levels of quality in everything they do

to delight customers, internals and e6ternal, every time.

• They create an environment of innovation and learning that fosters, in each one of

them, a desire to e6cel and willingness to e6periment.

• They have manufacturing units in 1yderabad and Hoa which comply with HM(

standards laid down by the world health organi'ation.

*ea2%ess#

• 0hat could company do better

• 0hat is company critici'ed for or receive complains about

• 0here is company vulnerable

Co&'a%! *ea2%esses

• )ack of penetrating power with in the state due to insufficient medical

representatives.

• )ack of sufficient sponsorship activities.

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• Too many products causing difficulty in brand recall among doctors in the local

markets.

• &ttrition rate is high.

O''ortu%ities

• 0hat opportunities company know about

• &re there emerging trends on which company can capitali'e

Co&'a%! O''ortu%ities

• In India, the pharma industry will continues to grow with people becoming more

and more health conscious compared to the scenario e6isting two decades ago.

• Barnataka and &ndhra (radesh are emerging as ma$or states in pharmaceutical

manufacturing and marketing. &ndhra (radesh contributes about :D of the

company countrys e6port turnover. The pharma industry in &ndhra (radesh as

developed and established a very good reputation in the market for its qualities.

• 3ow that the government has decided to lay emphasis on R - #, there will be

good scope for development of pharmaceutical companies.

Threats

• &re any of companys weaknesses likely to make with critically vulnerable

• 0hat e6ternal road locks e6ist that block companys progress

• &re the competitors or quasi F competitor doing anything different

• Is there significant change coming in companys member sector

• Is technology dramatically changing the sector and service to it

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• &re economic conditions effecting companys financial viability

Co&'a%!,s Threat

• The top most concern for drug units in &ndhra (radesh and the country today are

over regulations by the #(%2 rules. Though the government has discussed

rationali'ing the price control policy, effective steps are yet to be taken to clear

the problem.

• 1aving found the pharmaceutical industry profitable many companies are

entering into it, thereby increasing the competition in the market.

• (revalence of strong competitor in the market.

Data a%a(!sis#

The data collected through various sources had been analy'ed and interpreted using

statistical tools like tabulation of data and bar graphs.

Perio of stu!#

#uration of the study was "+ weeks.

Li&itatio%s#

• #ue to constraints of time and many other resources the study is confined to the

employees of #r.Reddy )aboratories )td.$eedimetla unit, 1yderabad only.

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• The study is based on the opinions e6pressed where there is a great tendency for

fluctuations in response and behavior, which can lead to certain distortions.

• There may be a scope for bias in the response of the employees this may be due to

various institutional factors, which are out of our study. !o this can be considered

as suggestive report rather than authenticated one.

• The questionnaire method carries with it certain inherent limitations, which have

to be considered.

• The sample si'e being small could not consider everybodys views, which carries

with it certain sampling errors.

• &s the duration of the study was short the opinions of most of the employees have

not been collected.

• !ome of the columns being left blank by the employees

)%trouctio% to career '(a%%i%$ 0 eve(o'&e%t#

Defi%itio% of career It can be defined as Oa sequence of positions occupied by a person

during the course of a lifetime+

)%iviua( versus Or$a%iBatio%a( Pers'ective#

Or$a%iBatio% career eve(o'&e%t#

@rom an organi'ation or managerial standpoint, career development involves tracking

career paths - arranging for Training - #eveloping program so that

organi'ational needs are fulfilled.

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)%iviua( career eve(o'&e%t

Individual career development focuses on assisting individuals to identify their ma$or

career goals and to determine what they need to do to achieve their goals.

Career Deve(o'&e%t -ersus Perso%%e( Deve(o'&e%t#

Career Deve(o'&e%t#

It looks at the long*term career effectiveness and success of organi'ational personnel.

Perso%%e( Deve(o'&e%t#

Individuals career development in the organi'ation should be compatible with employee

training and management development efforts. 5ut a successful career program should

look toward developing people for the long*term needs of the organi'ation and be capable

of dealing with the dynamic changes that will take place, over time, in attempting to

match individual abilities and aspirations with the needs of the organi'ation+

Pur'ose of career '(a%%i%$ 0eve(o'&e%t#

The following are the several positive results that can accrue from a well*designed career

development program

• E%suri%$ "eee Ta(e%t# career development efforts are consistent with, and a

natural e6tension of, human resource planning. %hanging staff requirements over

the intermediate and long term should be identified in human resource planning.

0orking with individual employee to help them better aligns their needs and

aspirations with those of the organi'ation will increase the probability that the

right people will be available to meet the organi'ations changing staffing

requirements.

• Assisti%$ i% attracti%$ a% retai%i%$ 'erso%%e(# out standing employees will

always be scarce, and they usually find there is considerable competition to secure

their services. !uch individuals may give may give preference to employers who



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demonstrate a concern for their employees future. &s more and more people seek

$obs that offer challenge, responsibility, and opportunities for advancement,

realistic career planning becomes increasingly necessary.

• E%suri%$ $ro1th o''ortu%ities for a(( e&'(o!ees# ensures that minorities and

women get opportunities for growth and development. @urthermore, the courts

frequently are looking at an organi'ations career development efforts with these

groups in ruling on discrimination suits.

• Reuces e&'(o!ee frustratio%# &s the educational level of the work force has

risen, so have its occupational aspirations. %areer counseling can result in more

realistic, rather than raised, employee e6pectations.

Career sta$es#

%areer and life stages are closely related as both are linked to age and cultural norms.

%areers can be analy'ed based on the career stages. There are five career stages through

which most of us gone through or will go through.

• E.'(oratio%# e6ploration is a career stage that usually ends in ones mid twenties

as one makes the transition from college to work. This stage has the least

relevance form the organi'ational point of view as it happens prior to

employment.

•Estab(ish&e%t# it is a career stage in which one begins to search for work. Itincludes getting ones first $ob. It takes many years to search for a right $ob. The

problems of this stage include making mistakes, learning from those mistakes and

assuming increased responsibilities.



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• Micareer Sta$e this stage is marked by a continuous improvement in

performance, leveling off in performance or the start of deterioration in

performance. Remaining productive at work is a ma$or challenge of career at this

stage. !ome employees reach their goals at the early stage and go on to even

higher heights. These employees are Oclimbers.P Maintenance as another possible

outcome. These employees are plateaued, not failed. These employees are

technically competent and no longer as ambitious as the climbers.

• Late career %areer stages in which one is no longer learning about his or her $ob.

1e is also not e6pected to trying to do out do his8her levels of performance from

previous years. This stage is usually a pleasant stage. The employee en$oys

playing a part of the elder statesperson. the employee can rest on his laurels and

gain the respect of younger employees

• Dec(i%e sta$e# This is the final stage of ones career, usually marked by

retirement+ It is the hard stage for those who have achievements in the earlier

stages. &fter decades of continuous success and achievements, one has to retire

form the service.

Process of Career P(a%%i%$ a% Deve(o'&e%t#

!teps in %areer (lanning and #evelopment include

• &nalysis of individual skills, knowledge, abilities, aptitudes etc.

• &nalysis of career opportunities both within and outside the organi'ation.

• &nalysis of career demands on the incumbent in terms of skills, knowledge,

abilities, aptitude etc., and in terms of qualifications, e6perience and training

received etc.

• Relating specific $obs to different career opportunities.

• stablishing realistic goals both short*term and long*term.

• @ormulating career strategy covering areas of change and ad$ustment.

• (reparing and implementing action plan including acquiring resources for

achieving goals.



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Ste's )%vo(ve i% Estab(ishi%$ a Career Deve(o'&e%t S!ste&

There are four steps in establishing a career development system.

•Ste' ;# "ees# This step involves in the conducting a needs assessment as a

training programme+

• Ste' 4# -isio%# The needs of the career system must be linked with the

interventions. &n ideal career development system known as the vision links

the needs with the interventions+

• Ste' :# Actio% '(a%# &n action plan should be formulated in order to achieve

the vision. The support of the top management should be obtained in this

process.

• Ste' 9# Resu(ts# %areer development programme should be integrated with

the organi'ations on*going employee training and management development

programmes. The programme should be evaluated from time to time in order

to revise the programme.

Li&itatio%s of career '(a%%i%$ a% eve(o'&e%t

• Dua( Career Fa&i(ies# with the increase in career orientation among women,

number of female employees is on increase. 0ith this the dual career families

have also been on increase. %onsequently. 2ne of those family members might

face the problem of transfer. This has become a complicated problem to

organi'ations. %onsequently other employees may be at disadvantage.

• Lo1 Cei(i%$ Careers# some careers do not have scope for much advancement.

mployees cannot get promotions despite their career plans and development in

such $obs.



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• Dec(i%i%$ Career O''ortu%ities# career opportunities for certain categories

reach the declining stage due to the influence of the technological or economic

factors.

• @urther, interaction of career issues with the issues of life stages of the employee

and his family, changing needs of employee throughout his life cycle complicate

the career issues+

• Do1%siBi%$De(a!eri%$ a% Careers# business process reengineering,

technological changes and business environmental factors force the business firms

to restructure the organi'ation by delay ring and downsi'ing. #ownsi'ing

activities result in fi6ing some employees, and degrading some other employees.

These activities necessitate the organi'ation to provide training and to provide

climate for $ob sharing.

Su$$estio%s for Career Deve(o'&e%t#

• Cha((e%$i%$ i%itia( job Assi$%&e%ts# There is evidence indicating that

employees who take up initial challenging $obs perform better at later stages.

• Disse&i%atio% of Career O'tio% )%for&atio% mostly employees lack

information about career choices8options. The managers identify career paths and

succession paths. This information should be made available to all employees

concerned.

• ob 'ositio%i%$# management should provide $ob information to employees

through $ob positioning. @or posting the fobs organi'ations can use bulletin board

displays, company publications, electronic billboards and similar means.

• Assess&e%t Ce%ter# the assessment centers evaluate the people regarding their

ability to certain $obs. This technique helps to identify the available skills, abilities

and knowledge.

• Career Cou%se(i%$# career counseling helps employees in setting directions,

reviewing performance, identifying areas for so professional growth. The content

of career counseling include

;+ mployees goals, aspirations and e6pectations with regard to future career,



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4+ The managers views about the future opportunities,

:+ Identification of employees attempts for self*development.

• Career Deve(o'&e%t *or2sho's managements should conduct career

development workshops. Their workshops help for resolving misperceptions.

ntry workshops help for orientation and sociali'ation activities. Mid career

workshops help the employees with the same background and length of service.

)ate*career workshops are helpful for the employees preparing for retirement,

employees who are frustrated over unfulfilled career goals+

• Co%ti%ui%$ Eucatio% a% Trai%i%$ continuous education and training help the

employees to reduce the possibilities for obsolete skills. In fact, continuous

education and development are highly essential for career planning and

development. %ompetency*based training approaches are best for career

development.

• Perioic ob Cha%$es in the modern business, the (roverb; Orolling stone

gathers no massP has a little relevance. In fact, the rolling stone gathers mass. The

technique of $ob rotation helps the employees to acquire the organi'ational

knowledge, and knowledge about different $obs and departments. Altimately. The

employee gains confidence of working efficiently under any environment. The

periodic $ob changes offer diverse and e6panded range of e6periences that the

future $ob will demand. Thus, this technique prepares the employee for the future

careers.

/UEST)O""A)RE

CAREER PLA"")"G 0 DE-ELOPME"T

3&M#!IH3&TI23

". 1ow long have you worked at company4.

)ess than 9 yrs 9*"+ yrs "+*"9 yrs More than "9yrs



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7. 2verall, how satisfied are you with the company you work for

#issatisfied !omewhat#issatisfied

3eutral !omewhatsatisfied

!atisfied


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:. I have opportunity for career development within %ompany4.

!trongly#isagree

!omewhat#isagree

3eutral !omewhatagree

!trongly agree

?. I am encouraged to take the initiative in determining my own career development.

!trongly#isagree

!omewhat#isagree


!trongly agree

"+. I have a good idea about the career opportunities open to me at %ompany4.

!trongly#isagree

!omewhat#isagree


!trongly agree

"". 2verall, how satisfied are you with your career development within %ompany4.

#issatisfied !omewhat#issatisfied

3eutral !omewhatsatisfied

!atisfied

"7. I have a good opinion on the human resource department in company.

!trongly#isagree

!omewhat#isagree


!trongly agree

"


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"E. 0hat is your opinion about the present career planning -development system of thecompany

2utstanding Hood &verage (oor

"C. 0hat are your suggestions for the management regarding effective career planning -development programme

A"ALYS)S A"D )"TERPRETAT)O"

"4 Ho1 (o%$ have !ou 1or2e at 7co&'a%!8

Respondents (ercentage

)ess than 9 yrs 7C 7CD

9*"+ yrs 7+ 7+D

"+*"9 yrs =E =ED

More than "9 yrs C CD

T2T&) "++ "++D



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B6

C6

E56

CC6

:A6

Very Dissatisfied

Somewhat

Dissatisfied

Neutral

Somewhat satisfied

Very satisfied

)%ter'retatio%#

Though most of the employees are satisfied with the company they are working,


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B6

:B6


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!omewhat #isagree 7E 7ED

3eutral 7" 7"D

!omewhat &gree =7 =7D

!trongly &gree "" ""D

T2T&) "++ "++D

B6


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!omewhat #isagree 9 9D

3eutral "= "=D

!omewhat &gree 9: 9:D

!trongly &gree 7< 7


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!omewhat #isagree =< =


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!omewhat dissatisfied 7C 7CD

3eutral 7+ 7+D

!omewhat satisfied =E =ED

ery satisfied C CD

Total "++ "++

B6


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!trongly #isagree

!omewhat #isagree

3eutral

!omewhat &gree

!trongly &gree

T2T&)


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ery dissatisfied


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!trongly #isagree 9 9D

!omewhat #isagree 9 9D

3eutral "" ""D

!omewhat &gree


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!trongly #isagree E ED

!omewhat #isagree + +D

3eutral E ED

!omewhat &gree 9< 9


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Reasonably


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"94 *hat is !our o'i%io% about the 'rese%t career '(a%%i%$ 0eve(o'&e%t s!ste& of

the co&'a%!


2utstanding "C "CD

Hood


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SUGGEST)O"S

• The ob$ectives of career planning - development are not clear to many. 5efore

career planning is performed the employees should be made aware of all the

ob$ectives of the career planning - development.

• mployees should be given opportunity to discuss freely about there career plan.

• Many of the employees are not happy with the present designations so perhaps the

management should consider revising it again.

• Training program for employees should be planned which suits the career

aspiration of the employee.

• More efforts are to be made to find the personal competencies of the employees.

• Interaction secessions are to be planned so that employees discuss freely about

their problems.

• @or any organi'ation to grow it is necessary that the fresh people should be

brought into the organi'ation and $ob rotation should be considered for the

e6isting employees so that they gain competence in different areas too.

• %areer planning for employees should be revised at regular intervals depending

on the employees performance.

NARAYANA INSTITUTE OF MANAGEMENT Page 9=


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F)"D)"GS

• mployees putting activities8tasks as goals.

• 2rgani'ation development is been given more importance than individual

development.

• mployees competencies are utili'ed fully by the organi'ation.

• Most of the employees in this unit have more than "+years of e6perience within

this unit itself and who so not prefer any kind of transfers to other units, which

could be an inhibiting factor in their development.

• Most of the employees are satisfied with their career development in this unit.

• The company believes in spotting and developing leaders from with in. &nd as a

first step towards this, they have developed a leadership model. They are now

integrating talent management, and career and succession planning with the

)eadership Model, which plays a pivotal role in shaping their 1R practices.

• They believe that a satisfied employee is in a position to best delight the customer.

To generate greater employee satisfaction F and service F They have set up a

centrali'ed mployee !ervices Team !T4 to effectively handle 1R service

delivery model based on a !&( 1R platform

• Henuine mistakes are tolerated, intelligent risk*taking is encouraged and people

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