Employee Career Path Planning

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Employee Career Path Planning
yanney John Parker, Business Consultant, Ghana, Member
Employee career paths are an important tool in today's organization development. How can businesses nurture individual talents through planning career paths?
Most large companies build their success through training and development. To feed these processes, employee career paths should be determined. The analysis and formulation of individual training needs will help managers to realize their potential and should be summarized in a Career Plan Path (CPP).

By facilitating this process, firms can increase the retention rate of their employees as well as the return on investment. This can be accompanied by succession planning to augment the gaps and to pave way for young generation working in firms by undergoing additional management/leadership training.

The following are the key questions you need to ask to prepare, build and monitor the above management training processes:
  1. How to determine the training needs for senior managers and staff?
  2. How to evaluate employee performance and recommendation after training?
  3. How to link the various trainings to succession planning and employee career paths for internal recruitment processes?
  4. What form of methodology shall be applied to make this training successful?
  5. What steps will be taken to ensure the training is well coordinated?
  6. How to plan and deliver successful induction, orientation, etc. for new hires, transfers and promotion of managers?
 

 
Pitfalls in Employee Career Path Planning
Jaap de Jonge, Editor, Netherlands
In addition to growing their career, most employees are also interested in developing themselves both personally and professionally. Three things to avoid in career development planning include:
  • GIVING GUARANTEES: Don't guarantee or conclude a contract with employees, agreeing with them that the company will provide certain training or other similar benefits. Many factors like economic circumstances, company results, company priorities, etc. can change the desired developmental path, promotions, and career goals of employees.
  • MANAGER / HR OWNERSHIP: The employee must own her/his own career development plan. The manager or HR person can explore options with her, provide opportunities for her, coach her, encourage her to set goals for growth and expansion of her career and skills, but can nor should do it for her. It is futile to push a person that is not taking ownership of her own destiny herself.
  • OVERCOMMITTING. Of course you are devoted to help the employees who report to you to grow. But you have a limited amount of time available to help, in addition to the rest of your job. In particular, researching options for the employee to develop his skills is not your job, unless you happen to be aware of some great class or resource.
 

     
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