TRAINING AND DEVELOPMENT

UNIT 4

Mr. Biswajit Sahoo

Guest Faculty

P.G. Department of Commerce, Utkal University

 INTRODUCTION
Employee Training and Development in HRM is defined as a system used by an organization to improve the skills and
performance of the employees. It is an educational tool which consists of information and instructions to make
existing skills sharp, introduce new concepts and knowledge to improve the employee performance. An effective
training & development initiative based on training needs analysis helps the company to enhance the skills of working
manpower and improve productivity.

 Armstrong: “Training is the formal and systematic modification of behavior through learning which occurs as a

result of education, instruction, development and planned experience. Development is improving individual
performance in their present Roles and preparing them for greater responsibilities in the future”.

 Katz & Kahn: “Training and development is described as a maintenance subsystem, intended to improve

organizational efficiency by increasing routinization and predictability of behavior”.

 CONCEPT
A program of upgrading of employee’s skills, knowledge and competencies is known as training. The job
related training is often provided to the employee to ensure they can well perform on the assigned tasks and
contribute to the success of the organization. The development program on the other hand is often preparation to
perform the future job.

Training and development in HRM are two different activities which goes hand-in-hand for the overall betterment
of the employee.

The short term and reactive process is training which is used for operational purpose while the long term
process of development is for executive purpose. The aim of training is improvement of required skills in the
employee whereas aim of development is to improve overall personality of the employee.

Management takes the initiative to choose right training methods to fill up the skill gap in the organization; the
development initiative is generally taken with the objective of future succession planning.
 NEED AND IMPORTANCE OF EMPLOYEE TRAINING
AND DEVELOPMENT IN HRM

In the dynamic work environment it is important for companies to improve the skill of their
manpower. It is critical for employees to learn new things and enhance their skills to meet the
work competitions in the business environment. Thus, the run by the company is beneficial for
training and development programs organization and employee.
 WHAT IS THE NEED OF TRAINING AND DEVELOPMENT?

 The training and development activity is required when company revises its objectives and goal to adjust
the changing market conditions.
 Companies often endorse training and development programs to improve the performance of the
employees.
 The HR training and development is needed to set up a benchmark of performance which employees are
expected to achieve in a financial year.
 There is always a need of training and development efforts to teach the employee new skills such as team
management, communication management and leadership behaviour.
 Training and development is also used to test new methods of enhancing organizational productivity.
WHAT IS THE IMPORTANCE OF TRAINING AND DEVELOPMENT?
 Advantages to the Organisation

1) Follow up of selection procedure: Training is a follow up of selection procedure. It helps in choosing the most
appropriate individuals for different jobs. Training can be used in spotting out promising persons and in removing defects
in selection process;
2) Better Performance: Training is about improvement of the quality of output by increasing the skill of the employee.
This makes the fresh and old employee acquire more skills and thus, be accurate in performance of their work;
3) Reduction in Cost Production: Training personnel is to make better and economical use of materials and equipments
besides decreasing wastage. In addition, the rate of accidents and damage to machinery and equipment is at the minimum
by the well trained employees amounting to lesser cost of production per unit,
4) Reduced Supervision: If the employees are given proper training, the need of supervision gets lessened. A well trained
employee is self-reliant in his work as he comes to know what is to be and how. Under such situations, close supervision
is not much required. Leaving the scope for the management focus its attention on other basic and important functions;
5) Increased morale: The morale of the employee gets boosted, if they are given proper training. As a common objective
of the organisation, training programme moulds its employees’ attitude to achieve support for organisational activities and
obtain better cooperation and greater loyalty. With the help of tiny dissatisfaction, complaints, absenteeism and turnover
can also be reduced among the executives. Thus, training helps in building an efficient and cooperative work force; and
6) Organisational Stability and Flexibility: Training increases the stability and flexibility of the organisation. Creation
of a reservoir of trained replacements increases the stability of the organisation that is;
Advantages to the Executive
The incumbents on executive position have advantages to their credit through training. It could be reflected as
follows:
1) Increase in wage earning capacity: Training helps the executive in acquiring new knowledge and job skills.
In this way, it increases their market value and wage earning power leading to increase in their pay and status.
2) Job Security: Training can help an executive to develop his ability to earn make the official adaptive to new
work methods, besides learning to use new kinds of equipment and adjusting to major changes in job contents as
well a work relationship; and
3) Chances of Promotion: Training also qualifies the executives for promotion to more responsible jobs.
 LIMITATIONS OF
TRAINING
Every coin has two sides. The other side of training, that is, its limitations are as such:
1. Training is a costly affair and expensive process making organisations to spend substantive amount, taken
out of other organisational commitments.
2. Training may result in dislocation of work and loss of output because regular office work is likely to be
interrupted or delayed because of the time of trainees spent in training;
3. Sometimes, it is difficult to obtain good training instructors and leaders; and
4. Self-reliance and capacity for new ideas might be stiffed.
DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
TRAINING DEVELOPMENT
1. Vocationally oriented and on the job, 1. A long term process for developing
so it is short term. conceptual skills.
2. Training is a learning process in which 2. Development is an educational process
employees get an opportunity to develop which is concerned with the overall
skill, competency and knowledge as per growth of the employees.
the job requirement.
3. Orientation is to improve the work 3. Orientation is to prepare employees for
performances of the employees. future challenges.
 DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
The major differences between training and development are as under:
 Training is a learning process for new employees in which they get to know about the key skills required for
the job. Development is the training process for the existing employees for their all round development.
 Training is a short-term process i.e. 3 to 6 months, but development is a continuous process, and so it is for
the long term.
 Training focuses on developing skill and knowledge for the current job. Unlike, the development which
focuses on the building knowledge, understanding and competencies for overcoming with future challenges.
 Training has a limited scope; it is specific job oriented. On the other hand, development is career oriented and
hence its scope is comparatively wider than training.
 In training, the trainees get a trainer who instructs them at the time of training. In contrast to development, in
which the manager self-directs himself for the future assignments.
 Many individuals collectively attend the training program. Development is a self-assessment procedure, and
hence, one person himself is responsible for one’s development.
 PROCESS OF TRAINING AND DEVELOPMENT
 Assessment of training and development needs
The success of training depends on the systematic needs assessment programme. Needs assessment finds out which
employee needs to be trained and for what purpose they are trained. Therefore assessment phase sets the objectives for
the purpose of training and the competencies required in trainees after completion of the training program.
 Designing training and development programmes.
 Implementation of the training and development programmes.

 Evaluation of the training and development programmes

 TRAINING STAGES
Stage-4
Stage-1 Stage-2 Stage-3
Evaluation
Need Assessment Program Design Implementation

• Organisational • Instructional • On-the job training • Reaction

analysis objective • Off-the job training • Learning
• Departmental • Learning principles • Characteristics of • Job behaviour
analysis • Teaching Principles the instructor • Ultimate value
• Job analysis • Training Principle • Conduct the
• Employee analysis • Content Design program
 TYPES OF TRAINING
(MANAGEMENT DEVELOPMENT METHOD)

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a specific job and taught the skills
and knowledge necessary to perform it. The advantages of OJT are as follows:
 On the job method is a flexible method.

 It is a less expensive method.

 The trainee is highly motivated and encouraged to learn.

 Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation: This training method involves movement of trainee from one job to another gain knowledge
and experience from different job assignments. This method helps the trainee under­stand the problems of other
employees.
2. Coaching: Under this method, the trainee is placed under a particular supervisor who functions as a coach in
training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to express his
ideas.
 ON-THE-JOB TRAINING METHODS ARE AS
FOLLOWS:

3. Job instructions: Also known as step-by-step training in which the trainer explains the
way of doing the jobs to the trainee and in case of mistakes, corrects the trainee.
4. Committee assignments: A group of trainees are asked to solve a given organizational
problem by discussing the problem. This helps to improve team work.
5. Internship training: Under this method, instructions through theoretical and practical
aspects are provided to the trainees. Usually, students from the engineering and commerce
colleges receive this type of training for a small stipend.
OFF-THE-JOB TRAINING METHODS ARE AS FOLLOWS:

On the job training methods have their own limitations, and in order to have the overall development of employee’s
off-the-job training can also be imparted. The methods of training which are adopted for the development of
employees away from the field of the job are known as off-the-job methods. The following are some of the off-the-
job techniques:
1. Case study method: Usually case study deals with any problem confronted by a business which can be solved by
an employee. The trainee is given an opportunity to analyse the case and come out with all possible solutions. This
method can enhance analytic and critical thinking of an employee.
2. Incident method: Incidents are prepared on the basis of actual situations which happened in different
organizations and each employee in the training group is asked to make decisions as if it is a real-life situation. Later
on, the entire group discusses the incident and takes decisions related to the incident on the basis of individual and
group decisions.
3. Role play: In this case also a problem situation is simulated asking the employee to assume the role of a particular
person in the situation. The participant interacts with other participants assuming different roles. The whole play will
be recorded and trainee gets an opportunity to examine their own performance.
4. In-basket method: The employees are given information about an imaginary company, its activi­ties and products,
HR employed and all data related to the firm. The trainee (employee under training) has to make notes, delegate tasks
and prepare schedules within a specified time. This can develop situational judgments and quick decision making
skills of employees.
5. Business games: According to this method the trainees are divided into groups and each group has to discuss
about various activities and functions of an imaginary organization. They will discuss and decide about various
subjects like production, promotion, pricing etc. This gives result in co-operative decision making process.
6. Lectures: This will be a suitable method when the numbers of trainees are quite large. Lectures can be very
much helpful in explaining the concepts and principles very clearly, and face to face interaction is very much
possible.
7. Simulation: Under this method an imaginary situation is created and trainees are asked to act on it. For e.g.,
assuming the role of a marketing manager solving the marketing problems or creating a new strategy etc.
8. Management education: At present universities and management institutes gives great emphasis on
management education. For e.g., Mumbai University has started bachelors and postgraduate degree in
Management. Many management Institutes provide not only degrees but also hands on experience having
collaboration with business concerns.
9. Conferences: A meeting of several people to discuss any subject is called conference. Each par­ticipant
contributes by analyzing and discussing various issues related to the topic. Everyone can express their own view
point.
 TECHNIQUES AND METHODS OF TRAINING AND DEVELOPMENT

Cognitive Methods Training and Development

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive
approach provide the rules for how to do something, written or verbal information, demonstrate
relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by
stimulating learning.
Lectures : A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given
to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically
incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda,
processes, or methods that will be used in training that means the trainer is using the lecture method.
Demonstration: This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more
effective,
demonstration method should be should be accompanied by the discussion or lecture method.
Discussions: This method uses a lecturer to provide the learners with context that is supported, elaborated,
explains, or expanded on through interactions both among the trainees and between the trainer and the
trainees. The interaction and the communication between these two make it much more effective and powerful
than the lecture method.
Computer Based Training (CBT): With the worldwide expansion of companies and changing technologies,
the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting
pressure on HR department to provide training at lower costs. Many organisations are now implementing CBT
as an alternative to classroom based training to accomplish those goals.
Intelligent Tutorial System: This Intelligent Tutorial system uses artificial intelligence to assist in training or
tutoring the participants. This system learns through trainee responses.
Programmed Instruction (PI): Programmed instruction is a Computerbased training that comprises of
graphics, multimedia, text that is connected to one another and is stored in memory.
Virtual Reality : Virtual Reality is a training method that puts the participant in 3-D environment. The three
dimensional environment stimulates situations and events that are experienced in the job. The participant
interacts with 3-D images to accomplish the training objectives. This type of environment is created to give
trainee the impression of physical involvement in an environment.
Behavioural Methods
Behavioural methods are more of giving practical training to the trainees. The various methods under
Behavioural approach allow the trainee to behaviour in a real fashion. These methods are best used for skill
development.
Games and Simulations: Games and Simulations are structured and sometimes unstructured, that are usually
played for enjoyment sometimes are used for training purposes as an educational tool. Training games and
simulations are different from work as they are designed to reproduce or simulate events, circumstances,
processes that take place in trainees’ job.
A Training Game is defined as spirited activity or exercise in which trainees compete with each other according
to the defined set of rules.
Simulation is creating computer versions of real-life games. Simulation is about imitating or making judgment
or opining how events might occur in a real situation.
Behaviour Modeling: Behaviour Modeling uses the innate inclination for people to observe others to discover
how to do something new. It is more often used in combination with some other techniques.
Sales training, Safety training, Interpersonal skills training
Business Games: Business games are the type of simulators that try to present the way an industry,
company, organisation, consultancy, or subunit of a company functions. Basically, they are based on the
set of rules, procedures, plans, relationships, principles derived from the research. In the business
games, trainees are given some information that describes a particular situation and are then asked to
make decisions that will best suit in the favour of the company. And then the system provides the
feedback about the impact of their decisions.
Case Studies: Case Studies try to simulate decision making situation that trainees may find at their
work place. It reflects the situations and complex problems faced by managers, staff, HR, CEO, etc. The
objective of the case study method is to get trainees to apply known concepts and ideologies and
ascertain new ones. The case study method emphasise on approach to see a particular problem rather
than a solution.
Role Plays : Role play is a simulation in which each participant is given a role to play. Trainees are
given with some information related to description of the role, concerns, objectives, responsibilities,
emotions, etc. Then, a general description of the situation, and the problem that each one of them faces,
is given. For instance, situation could be strike in factory, managing conflict, two parties in conflict,
scheduling vacation days, etc.
 SELECTION OF A TECHNIQUE
A training method is only successful if it is used suitably. For effectiveness of a method it should first
define what trainees need to learn and then choose a particular method that best fits these needs. If the
trainers choose the method Training and Development first and then try to fit in the needs of the
employees it will result in wastage of time, money and human resources.
 Motivate a trainee to improve his or her performance.
 Clearly illustrate desired skills
 Provide for learner’s active participation
 Provide an opportunity to practice
 Provide feedback on performance while the trainee learns
 Provide some means to reinforce the trainee while learning
 Be structured from simple to complex tasks
 Be adaptable to specific problems
 Enable the trainee to transfer what is learned in training to other situations.
 EVALUATION OF TRAINING PROGRAMME

The basis of evaluation and the mode of collection of information necessary for evaluation should be
determined at the planning stage. The process o training evaluation has been 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 need for evaluation of training programme
There are four reasons to evaluate training
• To make decisions about the future use of a training program or technique(e.g.: continue, modify, eliminate)
• To make decisions about individual trainees(e.g.: certify as competent, provide additional training)
• To contribute to a scientific understanding of the training process, and
• To further political or public relations purposes (e.g.: to increase the credibility and visibility of the training
function by documenting success)
The above reasons may be summarised as decision making, feedback and marketing, the need for evaluation is
also important to know the efficiency or cost effectiveness of the training method.
 CASE STUDY
In Mahindra & Mahindra the training for the executive level is mainly conceptual level training called Ascent. It is a
six day training imparted in two parts of three days each with some gap in between. The focus of Ascent is on the
concepts of industrial intricate functions.
Apart from this, there is a one day program me called MGTP which consists of technical training covering the need
of manufacturing system, supplies module and certain question answer sessions.
The training for staff level is called Stride. It is also a six day training program conducted in two parts of three days
each focusing on the conceptual skills of the staff level. This is the main training program for the staff.
The training program for the workers level mainly comprises of developmental and behavioral programs with stress
on self maintenance, moral values and some modules on the work stress and hygiene, safety, etc. all the workers are
supposed to undergo these programs .
The feedback is in the form of individual talk with the HR personnel. They are asked to fill in a form, of individual
talk with the HR personnel. They are asked to fill in the form, in the course of discussion, regarding the training. This
is then evaluated. As such, there is no standard feedback system.
Questions:
1. Analyze training at Mahindra & Mahindra. How can you improve the training effort further?
2. This case is an excellent example of “Efficient training Need Assessment.” Discuss
1. Analysis of Training at Mahindra & Mahindra:
Executive Level Training (Ascent): focus on conceptual training is commendable, as it helps executives grasp intricate
industrial functions. However, the six-day duration split into two parts may disrupt continuity and application of learning. One
improvement could be to integrate case studies or simulations to enhance practical application of concepts.
MGTP: This one-day technical training is crucial for executives, covering manufacturing systems and supply modules. It could
be enhanced by incorporating hands-on exercises or site visits to deepen understanding.
Staff Level Training (Stride): Similar to executive training, the focus on conceptual skills is beneficial. However,
incorporating interactive group activities or peer learning sessions could enhance engagement and knowledge retention.
Worker Level Training: The emphasis on developmental and behavioral programs is essential for this level. However, adding
practical demonstrations or role-playing exercises could make the training more interactive and impactful. Additionally,
incorporating regular refresher sessions to reinforce learning could be beneficial.

2.Efficient Training Needs Assessment:

- Mahindra & Mahindra's approach to training needs assessment appears efficient but could be strengthened with a more
structured feedback system. While individual talks with HR personnel allow for personalized feedback, implementing
standardized feedback forms could provide more consistent and comprehensive data.
- Incorporating pre-training assessments to gauge existing knowledge and skills, and post-training assessments to measure
learning outcomes, can help identify gaps and track progress effectively.
- Regular reviews and updates of training programs based on feedback and evolving industry needs ensure alignment with
organizational objectives and employee development goals.
 WHAT IS A CAREER?
Dictionary meaning of career is ‘ Advancement in Life specially advancement in Profession’ Thus
Career is an occupation or a profession, that one undertakes for a long period of his life time &
derives monetary benefit from it.
Example: If someone is painting pictures for a long time, but does not expect to gain any monetary
reward, that will be considered as his hobby rather than career.
Similarly if he paints & exhibits his paintings in a gallery for prospective buyers, then painting will be
considered as his Profession.
Career is viewed as a sequence of position occupied by a person during the course of his lifetime.
Career may also be viewed as amalgam of changes in value, attitude and motivation that occur, as a
person grows older
 WHAT IS CAREER
PLANNING
Career planning is the continuous self-evaluation and planning process done by a person to have a strong career
path which is aligned with one's career goals, aspirations and skills.
Career planning process in the continuous reiterative process of understanding oneself, setting career goals, revising
skills and searching for the right career options which may include basic skills, specialized education and job
options.
Career planning aims to give your working life direction and purpose. It's about knowing yourself and the kinds of
jobs you might enjoy. Career planning allows you to make willful choices to advance your professional growth. You
won't just drift from one job to the next. You'll have a map to follow towards a moving profession.
In essence, career planning is about taking charge of your employment future. It's about mapping out the steps to
reach your career dreams and being strategic as you work towards them. With self-reflection and commitment,
career planning allows you to shape your vocational destiny.
For example a person trying to make a career in information technology may require skills like languages,
programming whereas a person looking to have a career goal in marketing may first need a specialized degree in
business or more specifically marketing.
(1) Career planning is an organisational activity.
(2) It is concerned with identifying employees and preparing them for higher positions.
(3) It fulfils the aspirations of employees for progress and development.
(4) It is an important function of personnel management.
(5) It does not aim at achieving company's goals only, but also aims at development of its employees.
(6) The company maintains the counselling centres, prepares training programmes and prepares employees
for future promotions.
 STAGES IN CAREER PLANNING
Human life cycle has four stages viz. childhood, youth, middle-age and old age.
A product passes through four stages of its life cycle like introduction, growth, maturity and decline.
(1) Exploration: Career planning of a person starts with searching for a job. He tries to find his identity. He himself
appears in various employment tests. He tries to do various functions. This is perhaps the most trying, unstable and
unproductive stage of his career. It shows need for knowing his self or his personality and suitability for a particular type
of job e.g. a man interested in engineering skill will try to get a job of an engineer.

(2) Establishment: This is a stage in which the person gets an employment period of his career. He uses his ulmost skill,
ability and capacity to develop his and tries to be stable in life. It is a period of career development and is a productive
career and tries to get promotion.

(3) Mid career stage: In this third stage of his career, a person tries to get the maximum of productive benefit. He needs
generativity. The employee has become matured, he is getting several promotions during this stage. At this stage, he
progresses rapidly or becomes stagnant depending upon his ability.
(4) Late career: A career stage in which one is no longer learning about his or her job. He is also not expected to trying
to do out do his/her levels of performance from previous years. This stage is usually a pleasant stage. The employee
enjoys playing a part of the elder statesperson.The employee can rest on his laurels and gain the respect of
younger employees.

(4) Decline: This is the last stage of his career. He now comes to an end of his career. He retires from the job that he has
 NEED FOR CAREER PLANNING :
Career planning is a function of personnel management and whatever personnel department does, it is with
a view to achieving company's goals. Career planning is therefore concerned with company's goals but
along with the development of employees.
(1) Stability of Work-force: The main purpose of the company is to maintain stable work force, so that
there may be less turnover. When a company cares for career development of its personnel, it is natural that
employees would continue in the job for a long time or for lifetime.
(2) Correcting Wrong Placement: If an employee after being appointed is placed on a wrong job, not
suitable to his ability or skill, the error is corrected by career planning. Career planning guides the
management in deciding as to for which job an employees is most suitable.
(3) Preparing Employees for Promotion: The personnel department will prepare programmes for training
and development on the basis of employees' ability, skill, qualifications etc., so that they may be prepared
for higher positions falling vacant in future. This the aim of career planning is also to fulfil the personal
goals of employees by preparing them for promotion.
(4) Preparing Employees for Challenges: In the modern age, the technology and techniques are changing
so fast, that a man has to be conversant with the new horizons of knowledge. Career planning trains them,
develops them and prepares them to meet the future challenges.
5) To Attract Competent Persons: A company which can attract competent persons and can maintain them
will only make progress. Career planning is needed in order to achieve this objective. It is natural that
efficient persons are attracted towards a company which gives promotion on the basis of efficiency and in
which there are chances of progress.
(6) To Utilise the Managerial Reserves: If the company is having competent persons who can become
good managers, it can develop them and prepare them for higher position. In this way, the company will
have reserve force of managerial persons, to fill up the higher positions falling vacant, whether temporarily
or permanently.
(7) To Improve Motivation and Morale: Career planning is highly useful in motivating employees and
keeping their morale high. The company will be able to achieve its goals only when employees are highly
motivated and their morale is high. The employees work with high morale in a company in which the
employee has bright chances of progress and which cares for his career and advancement.

(8) To Determine the Role of Employees: Career planning aims at determining various roles which an
employee is expected to play in the company. It also aims at determining what skill and knowledge will be
required to fulfil these roles.
(9) Achieving Organisational Objectives: Any activity of a business enterprise aims at achieving
objectives fixed by the company. Likewise, by career planning, the company places employees on proper
jobs and are allotted jobs according to his abilities, qualifications, level of intelligence, skill, his likes and
dislikes. This will definitely lead to the achievement of organisational objectives.
CAREER PLANNING
PROCESS
Career planning process is simple process of self analyzing, self upgrading &
self improvement. The career planning process involves the following steps
Self Assessment
Organizational needs and opportunities
Exploration and Research
Decision Making
Taking Action
Evaluation
SELF ASSESSMENT(IDENTIFICATION OF
INDIVIDUALS NEED AND ASPIRATION)
Self assessment revolves around the thoughtful consideration, reflection, and evaluation of
your interests, personality characteristics, values, and skills through a variety of methods,
such as the use of a whole host of career-related tools and instruments. However career
aspiration of every individual is different.

IDENTIFICATION OF ORGANIZATIONAL NEEDS

AND OPPORTUNITIES
Organisation emphasises on socialising process. In career planning process the organisation is
concerned with organisational needs and opportunities that it can provide to individual
employees.
The nature of organisational jobs is changing fast .
EXPLORATION AND RESEARCH
The career planning component consisting of exploration and research is all about
searching the opportunities and gathering informations. This is the time to explore,
collect, and organize all available resources to eventually begin analyzing them to see
what top options arise in future and current prospective.

DECISION MAKING
The decision-making is an important step of the career planning process. When you
carefully put all the pieces of information about yourself and your career together to
produce a list of career-related goals and options.
TAKING ACTION
Taking action is one of those things that can be done easily. This stage is about literally
being proactive with your career plans and following through with what you’ve decided
on doing.

EVALUATION
After making career-related decision(s) and identifying goals, keep in mind that many
individuals who achieve career success are the ones who continuously evaluate and
assess their performance. They keep track of their career progress throughout entire
career life.
 CAREER ANCHORS
Some recent evidence suggests that six different factors account for the way people select and prepare for a
career. They are called career anchors because they become the basis for making career choices.
Career Anchor is cluster of self perceived talents, motives and values that forms the nucleus of a occupational
self concept.
a) Managerial Competence: The career goal of managers is to develop qualities of interpersonal, analytical, and
emotional competence. People using this anchor want to manage people.
b) Functional Competence: The anchor for technicians is the continuous development of technical talent. These
individuals do not seek managerial positions. (Marketing,production,finace)
c) Security/stability: The anchor for security-conscious individuals is to stabilize their career situations. They
often see themselves tied to a particular organization or geographical location.
d) Creativity: Creative individuals are somewhat entrepreneurial in their attitude. They want to create or build
something that is entirely their own.
e) Autonomy and independence: The career anchor for independent people is a desire to be free from
organizational constraints. They value autonomy and want to be their own boss and work at their own pace.
This also includes an entrepreneurial spirit.
f) Technological competence: There is a natural affinity for technology and a desire to work with technology
whenever possible. These individuals often readily accept change and therefore are very adaptable.
 ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT FOR
INDIVIDUALS:

(1) The process of career planning helps the individual to have the knowledge of various career
opportunities, his priorities etc.
(2) This knowledge helps him select the career which is suitable to his life styles, preferences,family
environment, scope for self-development etc.
(3)It helps the organisation identify internal employees who can be promoted.
(4) Internal promotions, upgradation and transfers motivate the employees, boost up theirmorale and also
result in increased job satisfaction.
(5) Increased job satisfaction enhances employee commitment and creates a sense of belongingness and
loyalty to the organisation.
(6) Employee will await his turn of promotion rather than changing to another organisation.This lowers
employee turnover.
(7) It improves employees' performance on the job by taping their potential abilities andfurther employee
growth.
(8) It satisfied employee esteem needs.
ADVANTAGES OF CAREER PLANNING AND
DEVELOPMENT FOR ORGANISATION:
(i) Efficient career planning and development ensures the availability of human resources with
required skill, knowledge and talent.
(ii) The efficient policies and practices improve the organisation's ability to attract and retain highly
skilled and talent employees.
(iii) A proper career planning ensures that the women and people who belong to backward
communities get opportunities for growth and development.
(iv) The career plan continuously tries to satisfy the employee expectations and as such minimises
employee frustration.
(v) By attracting and retaining the people from different cultures, enhances cultural diversity.
(vi) Protecting employees interest results in promoting organisational goodwill.
1. Mrs. Subhra may not have taken advice from Mr. Bhatt earlier due to a lack of awareness about the impact
of her attitude on her career advancement prospects. She may have been focused on her perceived
weaknesses and limitations rather than seeking constructive ways to address them. Additionally, she might
not have had the opportunity or encouragement to discuss her career concerns with her superiors until Mr.
Bhatt initiated the counseling session.

2. The counseling helped Mrs. Subhra increase her confidence level by providing her with valuable feedback
and perspective on her strengths and weaknesses. Through the session, she gained insight into how her
attitude towards her background and skills was affecting her performance in interviews. Mr. Bhatt's
encouragement and advice helped her reframe her mindset and focus on her strengths, thereby boosting her
confidence. Moreover, Mr. Bhatt's suggestions on how to develop managerial skills and leverage her MBA
education effectively gave her a clear direction to work on her professional growth
3. To prepare herself for further career advancement, Mrs. Subhra can consider the following steps :
Continued learning and skill development: Mrs. Subhra can engage in ongoing professional
development activities such as workshops, seminars, and online courses to enhance her managerial skills
and knowledge. This could include courses on leadership, communication, project management, and
strategic planning.
Mentoring and networking: Mrs. Subhra can seek out mentors within her organization or industry who
can provide guidance and support in her career journey. Networking with colleagues, industry
professionals, and alumni from her MBA program can also help her expand her professional network and
gain valuable insights and opportunities.
Proactive involvement in projects and initiatives: Mrs. Subhra can actively seek out opportunities to
lead or contribute to projects and initiatives within her current role or across departments. This will not
only help her gain valuable experience but also showcase her leadership potential and initiative to her
superiors.
Seeking feedback and self-reflection: Mrs. Subhra should continue to seek feedback from her
supervisors, peers, and subordinates to identify areas for improvement and growth. Engaging in regular
self-reflection can also help her assess her progress, strengths, and areas needing development.
Staying updated on industry trends: Mrs. Subhra should stay informed about developments and trends
in her industry by reading industry publications, attending conferences, and participating in professional
associations. This will help her stay ahead of the curve and position herself for future opportunities.