Personnel department should take an active interest in employee career planning. They often handle career planning because their human resources plans indicate the organization’s future employment needs and related career opportunities. D. B. Miller (1997) says that organizations have different perspective on careers. They want to assure that managerial succession is orderly and efficient so that when managers need to be replaced because of promotion, retirement, accident or illness, termination or resignation, high-qualified people can replace them quickly and easily. In addition, personnel experts are more likely to be aware of training and other developmental opportunities. Of course individual managers should encourage career planning. The involvement of personnel managers in career planning has grown during recent years because of its benefits. Here is a partial list of those benefits:
Develops promotable employees. Career planning helps to develop internal supplies of promotable talent.
Lowers turnover. The increased attention and concern for individual careers generate more organizational loyalty, and therefore, lower employee turnover.
Improves the organization’s ability to attract and retain high talent personnel.
Taps employee potential. Career planning encourages employees to tap more of their potential abilities because they have specific career goals.
Furthers growth. Career plans and goals motivate employees to grow and develop.
Reduces hoarding. Without career planning, it is easier for managers to hoard key subordinates. Career planning causes employees, managers and the personnel department to become aware of employee qualifications.
Satisfies employee needs. With less hoarding and improved growth opportunities for employees, an individual’s esteem needs, such as recognition and accomplishment, is more readily satisfied.
Assists affirmative action plans. Career planning can help members of protected groups prepare for more important jobs. This preparation can contribute to meeting affirmative action timetables.
It ensures needed talents will be available.
Improves the organization’s ability to attract and retain high talent employees.
Promotes organizational goodwill.
Develops promotable employees. Career planning helps to develop internal supplies of promotable talent.
Lowers turnover. The increased attention and concern for individual careers generate more organizational loyalty, and therefore, lower employee turnover.
Improves the organization’s ability to attract and retain high talent personnel.
Taps employee potential. Career planning encourages employees to tap more of their potential abilities because they have specific career goals.
Furthers growth. Career plans and goals motivate employees to grow and develop.
Reduces hoarding. Without career planning, it is easier for managers to hoard key subordinates. Career planning causes employees, managers and the personnel department to become aware of employee qualifications.
Satisfies employee needs. With less hoarding and improved growth opportunities for employees, an individual’s esteem needs, such as recognition and accomplishment, is more readily satisfied.
Assists affirmative action plans. Career planning can help members of protected groups prepare for more important jobs. This preparation can contribute to meeting affirmative action timetables.
It ensures needed talents will be available.
Improves the organization’s ability to attract and retain high talent employees.
Promotes organizational goodwill.
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