1. Role Analysis

2. Meaning of Role Analysis
Role analysis is a process of analyzing the role of a manager in relation to the roles of other managers or members of the organization who get affected by his performance.

3. Definition
“Role analysis is a participatory process which aims at defining the work content of a role in relation to all those with whom the role occupant has significant interaction in the performance of his jobs.”

4. Process of Role Analysis
Focal Role
Role Set Members
Expectations
&
Contributions
Discussion
Role Consensus
Key Performance Areas
Critical Attributes

5. Focal Role Identification of Key Position
The first step is to identify focal role. The focal role is the manager whose role is to be analyzed.

6. Identification of Role Set Members
The next step is to identify the role set members. The role set members are the various members in the department or organization with whom the focal role has to interact to accomplish goals.

7. Listing out Expectations and Contributions
The Focal Role (Role Holder) has to write down his expectations from and his contributions to the Role Set Members.
The Role Set Members also have to write down their expectations from and contributions to the Focal Role.

8. Discussion
The focal role and role set members hold discussion. In this discussion, they compare the two lists of expectations and contributions.

9. Role Consensus
The discussion leads to role consensus which the focal role needs to undertake. The role consensus is arrived only after a good discussion on the expectations and contributions are stated in the two lists.

10. Identification of Key Performance Areas
The group i.e. focal role and the role set members identifies ‘key performance areas’ in which the focal role needs to concentrate.

11. Identification of Critical Attributes
The role set members may be asked to indicate the critical attributes in the areas of knowledge, attitude, skills and behaviour required for the focal role. Such critical attributes enable the focal role to perform his role effectively.

12. Review of Performance
The performance of the focal role is reviewed either by the superior of the focal role or by the role set members or any other appraising authority. Necessary feedback is provided to the focal role so that he can correct his weaknesses and consolidate his strengths.

13. Uses, Applications and Advantages of Role Analysis
Role clarity
Identification of main functions
Critical Attributes
Setting goals
Placements
Performance appraisal

14. Uses, Applications and Advantages of Role Analysis
Training needs
Team work
Second line executives
Motivation
Career Planning
Selection

15. Distinguish between Job Analysis and Role Analysis

16. Meaning
Role Analysis
It is participatory process, which aims at defining the role content in relation to all those roles of Role Set Members.
Job Analysis
It is systematic collection and studying information relating to operations and responsibilities of a specific job.

17. Suitability
Role Analysis
Managerial jobs
Job Analysis
Operative jobs

18. Who conducts? Role Analysis
Interaction between the Focal Role and the Role Set Members
Job Analysis
Job Analyst who occupies advisory position

19. Frequency Role Analysis More frequently Job Analysis
Not very frequently

20. Information Role Analysis Key Performance Areas of the Focal Role
Critical Attributes of the Focal Role
Job Analysis
Job Description
Job Specification

21. Type of concept
New Concept
Old concept

22. Career Planning

23. Meaning of term Career
It denotes all the jobs that are held during one’s working life.
It consists of a series of properly sequenced role experiences leading to an increasing level of responsibility, status, power and rewards.
It represents an organized path taken by an individual across time and space.

24. Career Related Terms
Career Goals: The future positions one strives to reach as part of a career.
Career Path: The sequential pattern of jobs that form a career.
Career Progression: Making progress in one’s career through promotions.
Career Counselling: Guiding and advising people on their possible career paths and what they must do to achieve promotions.

25. Career Related Terms
Mentoring: The process wherein an executive or senior employee serves as a guide, friend, philosopher and confidante to the new entrant.
Career Anchor: The basic drives that give the urge to take up a certain type of career.

26. Career Anchor (Drives)
Technical Competence – continuous learning and updating one’s expertise in a technical or specialized area such as quality control, advertising, public relations etc.
Managerial Competence – opportunities for higher responsibility, decision-making, control and influences over others.

27. Career Anchor (Drives)
Security and stability of career.
Autonomy and independence of action.
Creativity, innovation and risk-taking.

28. Concept of career Planning
Career Planning the systematic process by which one selects career goals and the path to these goals.
From the organization’s viewpoint it means helping the employees to plan their career in terms of their capacities within the context of organization’s needs.

29. Concept of career Planning
It involves designing an organizational system of career movement and growth opportunities for employees from the employment stage to the retirement stage.
It is managerial technique for mapping out the entire career of young employees.

30. Features of Career Planning
It is a process of developing human resources rather than an event.
It is a continuous process due to an ever changing environment.
It is not an end in itself but a means of managing people to obtain results.

31. Features of Career Planning
It is the responsibility of an organization to provide guidance and counseling to its employees in planning their careers and in developing and utilizing their knowledge and skills.
The basic aim is integration of individual and organizational needs.

32. Objectives of Career Planning
To attract and retain the right type of persons in the organization.
To map out careers of various categories of employees suitable to their ability and willingness
To ensure better use of human resources through more satisfied and productive employees.

33. Objectives of Career Planning
To have a stable workforce by reducing turnover and absenteeism.
To increase the utilization of managerial reserves within an organization.
To improve motivation and morale of employees.

34. Relation between Career Planning and Manpower Planning
Manpower Planning provides an inventory of skills and potentials available within an organization. But Career Planning determines who (on the basis of Performance and Potential) could be groomed for higher level assignments, where, when and how (i.e. after what kind of training).

35. Relation between Career Planning and Manpower Planning
Manpower Planning provides information about the human resources available within the organization for expansion, growth and technological innovations. But Career Planning only tells as to who could succeed in case of retirement, death, resignation, etc. of existing personnel.

36. Manpower Planning provides following information for Career Planning
Inventory of Human Resources
Manpower needs in terms of number, type, skills, levels and time
Changes in functions and activities, two, five or ten years hence..
Nature and extent of behavioral changes required to meet manpower needs.
Availability of human resources within and outside the organization, training opportunities, training resources and training time.

37. Succession Planning
A Succession Plan is to fill key positions over time.
It is essential for the survival and success of an organization.
The purpose of Succession Planning is to identify and develop people to replace current incumbents in key positions in cases of resignation, retirement, growth etc.
Succession can be from within or from outside the organization.

38. Relation between Career Planning and Succession Planning
Career Planning and Succession Planning appear to be similar but not synonymous.
Career Planning covers all levels of employees whereas Succession Planning is generally required for higher level of executives.
Succession Plan involves identification of vacancies that are likely to occur in the higher levels and locating the probable successors.

39. Relation between Career Planning and Succession Planning
Succession Planning facilitates continuity of the organization.
Career Planning may consist of charts showing the career paths of different categories of employees showing how they can advance up in the organization.
Succession Plan consists of a runner up chart or succession chart for a particular position such as General Manager.

40. Steps in Career Planning
Preparation of Personnel Inventory – status, duties, qualifications, age, aptitude, ability and acceptability (surplus or shortage)
Identifying Career Needs – (HR Manager may assist)
Identifying career Opportunities
Matching of Employee’s Aspirations with Career Opportunities

41. Steps in Career Planning
Formulating and Implementing Strategies
Changes in the career systems by creating new career paths
Changing employee needs and aspirations – to help scale down unrealistic goals and/or creating new aspirations
Seeking new basis of integration through problem solving, negotiations and compromise
Training and development to meet individual and organizational needs
Reviewing career Plans

42. Advantages of Career Planning
Knowledge of various career opportunities
Helps to select the career which is suitable to his life style, preference, family environment and self development
Helps to identify talented employees
Internal promotion, up gradation and transfers boost up motivation and morale
Lowers employee turnover
Enhances job satisfaction
Improves employees’ performance

43. Limitation of Career Planning
Not suitable for small organizations
Not suitable for unskilled and semi-skilled jobs
Long term planning not feasible
Political intervention
Some careers do not have much scope for advancement
Technological and economic factors may lead to declining stage to some career

44. Requirements of Effective career Planning
Top management support
Growth and expansion
Clear goals
Proper selection
Motivated and hardworking staff
Proper age balance
Management of Career Stress
Fair promotion policy
Adequate publicity

45. Career Development Essential for implementing Career Plans
Undertaken by individual employees and the organization to meet career aspirations and job requirements
Every employee must accept his responsibility for development
Career Planning and Organizational Career Planning will prove really useful if they are properly integrated

46. Organizational Career Planning Integrate short-term and long-term
human resource needs
Develop a career plan for each individual
Individual Career Planning
Assess personal interests and abilities
Collect data about organizational
Opportunities
Set career goals
Develop a strategy to achieve career
goals
Integrate organizational needs and individual career plans
Designing individual career paths, create developmental
Strategies and provide career counseling
Career Development
Implement career plans
Publicize job vacancies
Appraise employee performance
Employee development through on-and
-off the job experiences
Evaluate career progression

47. Elements of career Development
Career Need Assessment
Developing and Publishing career Development Opportunities
Need-Opportunity Alignment
a) Management by Objectives
b) Career Counseling
Monitoring Career Moves

48. Problems in Career Development
Dual Career Families
Changing Family Needs
Low Ceiling Careers
Declining Career Opportunities

49. Steps to Handle Problems
Improve Manpower planning and forecasting systems
Improving dissemination of career option information
Initiated career counseling
Developing effective internal and external Assessment Centres
Supporting educational and training programs
Introducing more flexible reward and promotional systems

50. Career Counseling
Career Planning involves counseling individuals on their possible career paths and what they must do to achieve promotions.
The need for such counseling arises when employees want to plan their own careers and develop or train themselves for career progression in the organization

51. Objectives of Career Counseling
To help individual concerned to develop himself by giving him some idea of the direction in which he ought to be heading
To help individuals to study and understand the world in which they live
To provide guidelines to help him understand more clearly and develop his thinking and outlook
To provide guidance about opportunities for greater personal satisfaction, pleasure and happiness
To understand the forces and dynamics operating in a system

52. Career Stress
Many employees experience stress at work which may be damaging to the individual and to the organization.

53. Symptoms of Career Stress
Apathy
Withdrawal
Dissatisfaction
Absenteeism
Increased accident proneness
Hypertension
Heart disease

54. Causes of Career Stress
Blockage of career
Lack of control on himself as he feels that he is on the way out
Impending retirement
Out-paced by younger employees

55. Management Help Stress Management Program Clarification of uncertainty
Increasing the level of participation
Job switch
Gainful occupation after retirement

56. Age Career Stages Exploration Late Career Growth? Maintenance?
Mid-career
Stagnation?
Establishment
Exploration
Age