Career Planning and Management

Career Planning and Development 1
SECTION: A
CHAPTER: 1 INTRODUCTION OF HIM CHEM
CHAPTER: 2 GENERAL STUDY OF CAREER PLANNING
& DEVELOPMENT
CHAPTER: 3 NEED OF CAREER PLANNING AND
DEVELOPMENT
Institute of Management Studies Him Chem

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CHAPTER: 1
INTRODUCTION OF HIM CHEM
A) GROUP PROFILE
The foundation of the Group was laid way back in 1974, when the promoters started with a
partnership concern M/s. Sobti Knitwears for the trading of Textured Polyester Yarn, Polyester
Filament Yarn and Polypropylene Yarns in Delhi and Ludhiana. Over the last three decades, with
the hard work and vision of the promoters, the business has witnessed unprecedented growth and
the empire has spread into manufacturing and international trade.
B) HIM-CHEM LTD
The company was incorporated in 1975. The operation of the company was taken over by the
current management in the starting of 2003. Company has already owned 13.9 bigha industrial
land at Village Khera in Distt. Nalagarh, Himachal Pradesh. Due to several incentives and less
power cost group has decided to set a plant of PFY in the said company with a project cost of
about 1426 Lacs with promoters contribution of Rs. 476 lacs in the shape of Share Capital and
unsecured loans in equal ratio as promoters share would be in the tune of 2:1. Company will
arrange funds through its group companies, directors.
Him-Chem Ltd. was established in India in 2004.The company benchmarks itself against
the best in the world and sets global standards for itself. Him-Chem is distinguished by its ability
to work smart and as a place that empowers people and encourages them to take initiatives.
Visionary individuals who can seize emerging market opportunities ahead of their competition
are the ones who form the nucleus of this organization. Their aim is to enhance business results
by building self - motivated and self - managed teams who pursue the path of excellence and
explore their potential thereby creating greater synergies.
C) VISION
It is our aim to produce and market, International Quality PFY, both for the Domestic as well as
Foreign Market. It is our endeavor to create a Brand Image for our product through consistent
quality, which will be made possible through the concerted efforts of our team, taking in view,
Quality Assurance for Customer Satisfaction, as well as the Self-Realization of our Employees.

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D) TECHNICAL & PROFESSIONAL STRENGTH

MR. MANISH AGGI
At a young and energetic age of 23 years, Mr. Manish Aggi is a MBA from a Premier
Management Institute in India viz.: Indian Institute of Planning and Management , New Delhi .
He has been in the field of Polyester yarns since the beginning of his carriers as a family
business. He has a vast experience of last three years in financial management and
administration,
MR. A.K. GANGRADE
At a age of 46 years, Mr. A.K. Gangrade is a qualified Textile Technologist from a Premier
Engineering Institute in India viz.: Faculty of Technology and Engineering -- Maharaja Sayajirao
University of Baroda. He also possesses a Masters Degree in Management Studies from the
prestigious Sydenham Institute of the Mumbai University. He has passed both these exams with
flying colors and has been a merit and distinction holder in his academic career.
He has been in the field of Polyester Yarns since the past more than 16 years. He has a vast
experience of various Large and Small Organizations, Markets, Customers and Products.
DR. S.K. YADAV
He is having total experience of 34 years of Synthetics Fiber Industries Nylon, Polyester, and
Polypropylene. In his 34 years service he has worked in Modipon, Stretch Fibers, Garware
Nylon, J.C.T. Fiber Division, Parasrampuria Synthetics Ltd., Jindal Polyesters Ltd. at senior
Management level General Manager, Vice President Works and unit head. His contribution in
yarn industries for product development, Quality improvement, Production Management, is well
appreciated. He is dynamic, innovative and result oriented person.
E) MARKETING NETWORK
Since, the very early years of its inception, the promoters realized the need to establish a
Marketing Network to get the best price for their products. The Group is having very good
marketing network within the country and has branches at major textile market of India viz.
Delhi, Ludhiana, Panipat, Surat and Mumbai. These offices are being managed by highly
experienced professionals.
F) PRODUCT
Him-Chem Limited is a leading producer of Polyester Yarn and Fully Drawn Yarn (FDY):-
1. Partially Oriented Yarn (POY):-

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Him Chem Limited- is offering both Black Dope Dyed POY and Raw White POY in the
denier range starting from 50 Denier to 500 Denier. The product can be made in various
numbers of filaments ranging from 14 to 144. Him Chem's POY has gained wide
acceptability among the Texturisers both in India as well as globally because of the
following reasons:-
I. POY can be texturised on high speed machines at 1000 Meters per minute
and above
II. All POY spools are with tail transfer increasing the efficiency and
productivity
III. All POY is intermingled making it capable to run on high speed machines
without any breakages.
1. Drawn Textured Yarn (DTY):-

Drawn textured yarn is obtained when Polyester POY is simultaneously twisted & drawn.
DTY yarn is mainly used in weaving & knitting of fabrics for making clothes, home
furnishings, seat covers, bags and many other uses. DTY yarn can be in Semi Dull or
Bright or Triloble Bright depening upon the type of sections of filaments. Technical
Properties of DTY yarn can be molded in several ways to make the yarn suitable for its
vast uses. Different heating techniques can be used to make the yarn set for specific use -
1 Heater DTY is normally woolly & more stretchable as compared to DTY with 2 Heater.
Also the DTY yarn can be made with several combinations of Intermingle points - it can
be Non-Intermingle (NIM) having 0 - 10 knots/meter or Semi-Intermingle (SIM) having
40 - 50 knots/meter or High-Intermingle (HIM) having 100 - 120 knots/meter. These
knots are not actually the knots tied when two threads are broken but they are the tangle
knots created by heating pressure. These Intermingle yarns, also known as Interlaced
yarn, are the replacement for lightly twisted yarns.
Polyester DTY yarn can also be twisted to high twists like 1500 TPM or 4000 TPM (twist
per meter). Such twisted yarn can also be heat-set to make the yarn permanently thermo-
set the twist.
2. Cationic DTY:-
Cationic DTY is another variant of Polyester DTY that is mainly used in blankets.
Catonic DTY is made from Catonic PET Chips.Polyester DTY yarn can also be obtained
in various colors by the dope dyed technology or by conventional dyeing.Dope dyed
DTY is usually packed on paper bobbins whereas Raw White DTY that will be used for
dyeing is loosely packed on perforated plastic tube so that all the yarn can be easily dyed
when the bobbin is dipped in color. DTY is mainly produced in large quantity in China,
India, Taiwan, Indonesia & Malaysiaand is exported world-wide.
3. Fully Draw Yarn (FDY)

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Fully draw yarn is mainly available in 3 lustre - Semi-dull (SD), Bright (BR) having
circular section & Triloble Bright (TBR) having triangular cross-sections. Filament yarn
having trilobal bright lustre is widely used in making curtains, bed-sheets and carpets.
FDY is available in Raw-white as well dope dyed. Dope Dyed FDY yarn can be used to
make the colored fabric directly instead of making the fabric with FDY Raw-white first
& then dyeing it. Catonic FDY is another variation of Filament yarn. Catonic FDY yarn
is made from Catonic PET Chips.List of Denier in FDY.
G) PRODUCTION CAPACITY
The Company's production capacity is 1200 MT per month.
H) QUALITY
Apart from this, entire POY production is backed with the ISO 9001 systems of quality
management thus ensuring enduring quality and complete customer satisfaction.
I) PACKGING
The POY package size is 15 Kg to 16 Kg, packed in Pallets / Carton as per the customer's
requirement.
J) ANNUAL TURNOVER
The current annual turnover is in excess of Rs. 500 crores.
K) EMPLOYEES
Company employs over 200 people. Its plant is located at Nalagarh with its headquarter in Delhi.
L) ACQUISITION
For this we are acquiring Teijin-Seiki PFY line (leading suppliers of PFY line in the world). The
technical range of these lines gives us the flexibility to produce different deniers so that we can
develop variety of products as desired by the customer. This will help us to develop an image
and reputation in the market, as we will be able to research and produce new deniers as per the
trend in market.
CHAPTER: 2

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INTRODUCTION OF
CAREER PLANNING & DEVELOPMENT
A) CAREER MANAGEMENT
Career management is the lifelong process of investing resources to achieve our career goals.
Career management is not a singular event but a continuing process that is a necessity for
adapting to the changing demands of the 21st Century economy. Career management focuses on
two key investment assets to manage throughout our working years, our personal lifelong
learning and our network of relationships:-
1. Lifelong learning
It is often surprising to realize how much of our day-to-day work is now based around
technology. Computers and other scientific advancements have radically altered the way
in which we conduct work. How well we are able to adapt to these ongoing innovations
will be directly related to keep up to date our knowledge and skills.
2. Network of Relationships
As we have moved to an information and service economy, relationships have become an
increasingly critical asset. How we interact, respond and connect in all our relationships
will impact our present performance and future opportunities. Very little is accomplished
in isolation. Networking uncovers more than 70% of current job openings. Keeping
connected and knowing how to build good relationships are more important than ever
before. These skills can be developed in applied communication courses, mastering
contact management software, effective listening and genuine desire to get to know
people better.
B) CAREER MANAGEMENT & ORGANIZATIONAL STRATIGIES

From an organizations point of view career management in an organization is a strategy that need
to be planned in well manner to develop the competencies and to attract as well as retain the
talented persons in and for an organization.
Figure 1 show that organizational strategies that build the competencies based culture in an

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Figure 1 Career management system & Organizational strategies

organization and show how these strategies affect the career management system in an
organization.
C) MEANING OF CAREER
A career has been defined as the sequence of a person's experiences on different jobs over the
period of time. It is viewed as fundamentally a relationship between one or more organizations
and the individual.
To some a career is a carefully worked out plans for self advancement to others it is a calling- a

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life role to others it is a voyage to self discovery and to still others it is life itself.
A career is a sequence of positions/jobs held by a person during the course of his working
life.
The Dictionary meaning of career is, “advancement in life specially advancement in
profession”.
According to Edwin B. Flippo,“A career is a sequence of separate but related work
activities that provide continuity, order and meaning to a person’s life”.
According to Garry Dessler,“The occupational positions a person has had over many
years”.
Many of today's employees have high expectations about their jobs. There has been a general
increase in the concern of the quality of life. Workers expect more from their jobs than just
income. A further impetus to career planning is the need for organizations to make the best
possible use of their most valuable resources the people in a time of rapid technological growth
and change.
D) CAREER PLANNING
Career Planning is a relatively new personnel function. Established programs on Career Planning
are still rare except in larger or more progressive organizations.
Career Planning aims at identifying personal skills, interest, knowledge and other
features; and establishes specific plans to attain specific goals.
E) OBJECTIVE OF CAREER PLANNING

1. To attract and retain the right type of person in the organization.
2. To map out career of employees suitable to their ability and their willingness to be
trained and developed for higher positions.
3. To have a more stable workforce by reducing labour turnover and absenteeism.
4. To ensure better use of human resource through more satisfied and productive
employees.
5. To increasingly utilize the managerial talent available at all levels within the
organization.
6. To improve employee morale and motivation by matching skills to job requirement and
by providing opportunities for promotion.
7. To ensure that promising persons get experiences that will equip them to reach
responsibility for which they are able.
8. To provide guidance and encourage employees to fulfill their potentials.
9. To achieve higher productivity and organizational development.

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F) CAREER DEVELOPMENT
Career development refers to set of programs designed to match an individual’s needs, abilities,
and career goals with current and future opportunities in the organization.
Where career plan sets career path for an employee, career development ensures that the
employee is well developed before he or she moves up the next higher ladder in the hierarchy.
G) ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT

In fact both individuals and the organization are going to benefit from career planning and
development. So the advantages are described below:
a)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 that is suitable to his life styles, preferences,
family environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, up gradation and transfers motivate the employees, boost up their
morale and also result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a sense of
belongingness and loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another organization.
This will lower employee turnover.
7. It improves employee’s performance on the job by taping their potential abilities and
further employee turnover.
8. It satisfies employee esteem needs.
a)For Organizations
A long-term focus of career planning and development will increase the effectiveness of human
resource management. More specifically, the advantages of career planning and development for
an organization include:
1. Efficient career planning and development ensures the availability of human resources
with required skill, knowledge and talent.
2. The efficient policies and practices improve the organization’s ability to attract and
retain highly skilled and talent employees.
3. The proper career planning ensures that the women and people belong to backward
communities get opportunities for growth and development.

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4. The career plan continuously tries to satisfy the employee expectations and as such
minimizes employee frustration.
5. By attracting and retaining the people from different cultures, enhances cultural
diversity.
6. Protecting employees’ interest results in promoting organizational goodwill.
H) CAREER PLANNING AND DEVELOPMENT PROCESS
Figure 2: Career planning & Development process
1. Identifying individual needs and aspirations:

It’s necessary to identify and communicate the career goals, aspiration and career anchors
of every employee because most individuals may not have a clear idea about these. For
this purpose, a human resource inventory of the organization and employee potential are
ascertained.
2. Analyzing career opportunities:

The organizational set up, future plans and career system of the employees are analyzed
to identify the career opportunities available within it. Career paths can be determined for
each position. It can also necessary to analyze career demands in terms of knowledge,
skill, experience, aptitude etc.
3. Identifying match and mismatch:

A mechanism to identifying congruence between individual current aspirations and
organizational career system is developed to identify and compare specific areas of match
and mismatch for different categories of employees.
4. Formulating and implementing strategies:

Alternative action plans and strategies for dealing with the match and mismatch are
formulated and implemented.
5. Reviewing career plans:

a periodic review of the career plan is necessary to know whether the plan is contributing
to effective utilization of human resources by matching employee objectives to job needs.
Review will also indicate to employees in which direction the organization is moving,
what changes are likely to take place and what skills are needed to adapt to the changing
needs of the organization.

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I) CAREER PATH
Career of an employee represents various job positions held by him during the course of his
Figure 3 Career path in case of a Management Trainee

working life. This is described in Human resource management as career path. In the case of an
executive, the career path includes generally five steps. These steps or say these job positions are
described in Figure 3.
J) CAREER ANCHORS
Career anchors are those pivots around which ones career swings and he or she can’t drop these
pivots, because these pivots give them a base for choosing a particular career. These pivots are as
follows:-
1. Technical Competence
Person having strong technical ability choose some technical filled like engineering.
2. Security
Person seeking security may choose career in government sector.

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Figure 4: Career Anchors.
3. Autonomy
Person may seek freedom of actions may go for his own business.
4. Creativity
Creative person may become an artist or may work in a research lab.
5. Managerial Competence
Such type of people seeks position of high responsibility with managerial position.
K) CAREER PLANNING & DEVELOPMENT STAGES

1. Exploration
Almost all candidates who start working after college education start around mid-twenties. Many
a time they are not sure about future prospects but take up a job in anticipation of rising higher
up in the career graph later. From the point of view of organization, this stage is of no relevance
because it happens prior to the employment. Some candidates who come from better economic
background can wait and select a career of their choice under expert guidance from parents and
well-wishers.
2. Establishment
This career stage begins with the candidate getting the first job getting hold of the right job is not
an easy task. Candidates are likely to commit mistakes and learn from their mistakes. Slowly and
gradually they become responsible towards the job. Ambitious candidates will keep looking for
more lucrative and challenging jobs elsewhere. This may either result in migration to another job
or he will remain with the same job because of lack of opportunity.
3. Mid-Career stage
This career stage represents fastest and gainful leap for competent employees who are commonly
called “climbers”. There is continuous improvement in performance. On the other hand,
employees who are unhappy and frustrated with the job, there is marked deterioration in their
performance. In other to show their utility to the organization, employees must remain
productive at this stage. “climbers” must go on improving their own performance. Authority,

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responsibility, rewards and incentives are highest at this stage. Employees tend to settle down inn
their jobs and “job hopping” is not common.
4. Late-Career stage
This career stage is pleasant for the senior employees who like to survive on the past glory.
There is no desire to improve performance and improve past records. Such employees enjoy
playing the role of elder statesperson. They are expected to train younger employees and earn
respect from them.
5. Decline stage
This career stage represents the completion of one’s career usually culminating into retirement.
After decades of hard work, such employees have to retire. Employees who were climbers and
achievers will find it hard to compromise with the reality. Others may think of “life after
retirement”.
L) LIMITATIONS OF CAREER PLANNING & DEVELOPMENT

Despite planning the career, employees face certain career problems. They are:
1. Dual Career Families:- With the increase in career orientation among women, number
of female employees in on increase. With this, the dual career families have also been on
increase. Consequently, one of those family members might face the problem of transfer.
This has become a complicated problem to organizations. Consequently other employees
may be at disadvantage.
2. Low ceiling careers:- Some careers do not have scope for much advancement.
Employees cannot get promotions despite their career plans and development in such
jobs.
3. Declining Career Opportunities:- Career opportunities for certain categories reach the
declining stage due to the influence of the technological or economic factors. Solution for
such problem is career shift.
4. Downsizing and careers:- Business process reengineering, technological changes and
business environmental factors force the business firms to restructure the organizations
by and downsizing. Downsizing activities result in fixing some employees, and degrading
some other employees.
5. Career planning can become a reality when opportunities for vertical mobility are
available. Therefore, it is not suitable for a very small organization.

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6. In developing country like India, environment factors such as Government policy, public
sector development, growth of backward areas, etc. influence business and industry.
Therefore, career plans for a period exceeding a decade may not be effective.
7. Career planning is not an effective technique for a large number of employees who on the
shop floor, particularly for illiterate and unskilled workers.
8. In family business houses in India, members of the family expect to progress faster in
their career than their professional colleagues. This upset the career planning process.
9. Systematic career planning becomes difficult due to favoritism and nepotism seats for
schedule castes/tribes and backward classes.
10. Several other problems hamper career planning. These include lack of an integrated
human resources policy, lack of a rational wage structure, absence of adequate opposition
of trade unions, lack of a good performance reporting system, ineffective attitudinal
surveys, etc.

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CHAPTER: 3
NEED OF CAREER PLANNING & DEVELOPMENT
A) NEED OF CAREER PLANNING AND DEVLOPMENT PROGRAMS

To support the Welfare there are some broad reasons that are as follows:-
1. To Retain the Employees

Career development programs also helps an organization to retain its valuable asset- the
People.
2. Goodwill of the Company
The goodwill of a company is maintained when the attrition rates are low. Higher
retention rates motivate potential employees to join the organization.
3. Loss of Company’s Valuable Knowledge
When an employee leaves, he takes with him valuable knowledge about the company,
customers, current projects and past history (sometimes to competitors). Often much time
and money has been spent on the employee in expectation of a future return. When the
employee leaves, the investment is not realized.
4. Regaining Efficiency
If an employee resigns, then good amount of time is lost in hiring a new employee and
then training him/her and this goes to the loss of the company directly which many a
times goes unnoticed. And even after this you cannot assure of the same efficiency from
the new employee.
5. Tough Process, Stress & Frustration
Textile industry has the toughest process from processing of cotton to the garment
manufacturing. It may create some type of frustration and stress also. In this case through
adequate career planning & development programs organization can reduce the
frustration and stress among employees.
6. Other reasons
• It motivates employees to grow.
• It motivates employees to avail training and development.
• It increases employee loyalty as they feel organization care’s about them.
• Organization image as better employment market.

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• It contributes to organizational development and effective achievement of

corporate goals.
SECTION: B
CHAPTER: 4 STUDY OF ARTICLES

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CHAPTER: 4
STUDY OF ARTICLES
Have you loaded in your dream job?

By: Tanushree benerjee (HR associate)
Imagine yourself setting in an interview room and interviewer asked, what is your dream work?
What would your answer be? Job aspirants have different dreams and missions, likes and
dislikes. So, all of us have varied career plans. A dream is hence intersection of three
components:-
• Work that we love to do
• Work that we are good at
• Work that we will be paid for by others.
High impact career development
By: Bonnie Hagemann ( CEO, Executive development associates, Inc., Oklahoma city,
USA)
As todays work place evolves companies are forced to make changes within the organization in
order to keep up trends in the workplace. In a recent study, the BCG partnering with the society
for HRM, identified eight new trends in the workplace and how companies should approach
these changes. These can be categorized into three groups:-
• Development and retaining talent
➢ Managing talent
➢ improving leadership
➢ managing balance between the employees personal life
• Anticipating change
➢ Managing demographics
➢ Managing change in cultural transformation
• Enabling the organization
➢ Globalization
➢ Creating an environment of learning
➢ Transforming hr departments into strategic partners.
Career Stages (2003)

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Authors: Krysia Wrobel, Emory University; Patricia Raskin, Ph.D., Columbia Teachers
College; Vivian Maranzano, Columbia Teachers College; Judith Leibholz Frankel,
Executive Recruiter; Amy Beacom, Columbia Teachers College. Date: 09/08/03
Career stages are typically defined as evolutionary phases of working life. The concept of career
stage evolved as psychoanalysts (Erikson), developmental psychologists (Buehler, Levinson,
Piaget), and sociologists (Form, Miller) independently studied stages of life and work (Super,
1957). Develop mentalists concentrated on stages of psychological development while
sociologists identified periods of individuals' working lives, and by combining these two foci
career stages first emerge in the literature. For example, the Exploratory Stage defined by
Buehler (1933), a German develop mentalist, and the Initial Work Period classified by
sociologists Form and Miller (1949) both describe the experience of adolescents' exploration of
work. As a developmental stage, the Exploratory Stage represents the time period in which
adolescents define their adult identities through spousal, social, and career choices, while the
Initial Work Period describes the first jobs adolescents take to explore the world of work. In this
way, the contributions of both psychologists and sociologists created a framework for
understanding careers using the concept of career stage. However, while these early models of
career stage provide a useful structure to conceptualize career development, many of the early
theorists assumed career stages to be linear and stable. Current researchers (e.g., Hall and
Schein) have updated the concept of career stage to encompass modern, varied patterns of career
development. These patterns tend to be more fluid and dynamic.
Action Plan to Avoid Career Dissatisfaction

A Proactive Approach to Help, Tackle Career Dissatisfaction
By: Pervin Shaikh, Jan 20, 2010
On average, people spend the best part of their adulthood working, which is why it is imperative
to ensure an individual achieves a high degree of career satisfaction. Managing a career need not
be a cumbersome experience either and as with many things in life, people who are proactive in
managing their professional lives are the ones who tend to gain the most.When careers are not
managed well or when an individual leaves career planning to others, career dissatisfaction can
suddenly creep up behind an individual leaving him/her feeling disappointed, frustrated or even
angry. Even at this stage, all is not lost and an individual can engage in damage limitation.
However, the ideal situation would be to ensure, s/he does not get into this predicament in the
first place.
Planning Your Career Development

How to Focus Your Goals and Create a Career Plan
By: Paym Bergson, Dec 10, 2007
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It's December, and many people are actually thinking ahead to the new year. What will the future
hold for them? With careful planning, your career will be in the control of your hands, and not
the fickle fates of others. Planning your career is not just thinking about what you want to do in
five years, or ten years, or even one year. What do you want NOW, and what do you think you'll
want in the future? By preparing now for your own vocation, not only will you be able to take
advantage of any opportunities that appear, but you just might be able to create and guide your
professional progress for those opportunities to happen.
Breaking The Myths About Career Networking

By: Sherri Edwards
Networking is often a misunderstood concept. The development of a strong network requires

making connections that will sustain more than a simple introduction. Those connections, and
the support required to maintain them, are the necessary ingredients to developing a network. An
initial meeting or contact with someone does not establish a connection unless there is follow up
of some kind. The follow up must suggest a genuine interest in developing a mutually supportive
relationship. Developing relationships (not just contacts) is key to having access to opportunities.
Expecting people to be eager to listen to a "sales job" about your value is decidedly different
from developing a relationship based on mutual needs/interests. Contacts may be immediate, but
a relationship can be established and built only over time. Credibility and trust are much stronger
cases to build a relationship on than an instantaneous commercial. The potential to build begins
with the first introduction and requires the investment of time and energy for follow up. The
follow up and continued contact is a prerequisite to developing relationships that will support
your desire to be remembered. Making "contacts" with no follow up or genuine interest will
most likely lead to dead ends (and a large collection of worthless business cards).
6 Reasons to Make a Career Change
Should a Career Change Be in Your Future?
By: Dawn Rosenberg McKay
The average person can expect to change careers several times in his or her lifetime. One reason
for all these career changes is that people often don't make informed choices. While making an
informed decision regarding your career is a good way to help insure that the career you choose
is right for you, it doesn't guarantee it. Even if you follow all the prescribed steps and choose a
career that is right for you, it may not remain your best choice forever. Here are some reasons to
consider leaving your current career for a new one.
You Should Consider a Career Change If …..
 Your Life Has Changed: When you chose your career your life may have been
different than it is today. For example you may have been single then and now you
have a family. The crazy schedule or the frequent travel that is typical of your career

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may not suit your new lifestyle. You should look for an occupation that is more
"family friendly."
Career development
Personal career management and planning
By: Robert H. Rouda & Mitchell E. Kusy
This is the fourth in a series of articles which originally appeared in Tappi Journal in 1995-96, to
introduce methods addressing the development of individuals and organizations through the field
of Human Resource Development. (The article has been updated, and is reproduced with
permission of the copyright owner.) There is an increasing need for individuals to take charge of
the development of their own learning and careers for a variety of reasons: There is increasing
rate of change of our organizations and in the knowledge and skills we need to perform our jobs.
Career ladders are rapidly shrinking or disappearing as reorganizations lead to flatter structures.
There is an ever-increasing need for us to keep learning to keep up with the rapid growth in
knowledge and the rate of change of our workplace environments. And, involvement in one's
own development fosters greater commitment to the process than other-directed activities.
SECTION: C

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CHAPTER: 5 OBJECTIVES OF THE STUDY
CHAPTER: 5
OBJECTIVES
A) OBJECTIVES OF THE STUDY

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The objectives of study are as follows:
A) Major Objectives:
1. To get the overall knowledge about “Career Planning and Development Programs”.
2. To see the scope of “Career Planning and Development Programs” in Textile industry
with reference to Him Chem Ltd.
3. The role of HR department and management in “Career Planning and Development
Programs”.
4. And the ultimate effect of such programs on employees and on the organization.
A) Minor Objectives:
1. To study whether the firm is concerned with the issues related to career advancement of
its employees or not.
2. To study whether the firm is utilizing its productive capacity and efficiency of its
employees or not.
SECTION: D

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CHAPTER: 6 METHODOLOGY
CHAPTER: 6
METHODOLOGY
A) RESEARCH METHODOLOGY

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Research comprises defining and redefining problems, formulating, hypothesis or suggested

solutions; collecting, organizing and evaluating data, making deductions and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis or not. Research
is an important pre-requisite for a dynamic organization. The research methodology is a written
game plan for conducting research. It may be understood as science of studying. In it the various
steps are described that are adopted by a researcher in studying his research problems.
B) RESEARCH DESIGN
I have used Descriptive Research as a tool to study Career Planning and Development Programs
in Him Chem. Descriptive Research Studies are those studies, which are concerned with
specific predictions, with narration of facts and characteristics concerning individual, group or
situation or used to describe the phenomena already exists.
C) SCOPE OF THE STUDY
This study is made to know the Career Planning & Development Programs in textile industry
with specific reference to Him Chem (a spinning mill), that may planned and implemented for
the betterment of employees. It also attempts to analyze the views and attitudes of Executives on
such programs.
E) AREA OF STUDY
The units selected for the purpose of study are Thirty executives from different departments of
Him Chem (HR department, Finance, Production, EDP, Marketing).
F) SAMPLING DESIGN
I. A sample design is a definite plan for obtaining a sample from a given population. I have
taken the sample of 30 employees.
The population: - HR department, Finance, Production, EDP, Marketing.
II. Sampling Unit
Individual employee (executive) in different departments of Him Chem limited.
III.Sample Size

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This refers to the some chosen units out of whole population. Although large samples are
more reliable but due to shortage of time some representative of these different departments
had been selected.
Sample Size : 30
IV. Sampling Technique
This refers to procedure by which the samples have been chosen.

For the purpose of data collection I use the Judgmental Sampling technique.
Judgmental Sampling in which researcher choose any item from the whole population
which he thinks or take as the typical and true representative of the population.
G) STEPS OF METHODOLOGY USED
1. DATA COLLECTION
The task of data collection begins after a research problem is being defined and research
design chalked out.
Data types:

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a) Primary Sources
The primary data are those which are collects fresh and for the first time, and thus happen
to be original in character.
I. Interview Method
Interview Method of data collection includes presentation of oral-verbal stimuli
and reply in oral-verbal response.
The data collected for the purpose of preparing statements to be used in
Questionnaire was collected through the interviews with the employees during their rest
hours. For such purpose Unstructured Interview method is more fruitful.
II. Observation Method

In some cases instead of interviews, Observation Method is a good approach to
save the time.
III.Questionnaire
Questionnaire consists number of questions printed or typed in a definite order on a form
or set of form for some objective that filled by respondent himself.
 Forms of Questions
• Multiple choices in which options are provided and asked to choose one
like use of Likert scale.
• Open ended in which ask for answer or response in his own words.
• Closed questions in which ask for response in “Yes or NO” only.
b) Secondary Sources
The secondary data are those which have already been collected by someone and which
have already been passed through the statistical process. Data is also collected from:-
i. HR Manual.
ii. Various Books, Magazines.
iii. Internet.
1. ORGANISING DATA
The data collected during data collection process are organized and presented in a
comprehensible sequence to make them more meaningful.
2. PRESENTATION

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After the data has been properly organized, it is ready for presentation. There are
different modes of presentation like tables, charts etc. The main objectives of presentation
are to put collected data into an easy readable form.
3. ANALYSIS OF DATA
After organizing and presenting the data, the researchers then have to proceed towards
conclusion by logical inferences. The raw data is then analyzed:
 By bringing raw data to measured data.

 Summarizing the data.
1. INTERPRETATION
Interpretation means to bring out meaning of data or to convert mere data into
information. From the analysis of data the various conclusions are find out on the basis of
logical inferences.
H) LIMITATIONS OF METHODOLOGY
1. Inflexibility
Once the Schedules/Questionnaire presented for fill up it’s not possible to make any
changes.
2. Sampling errors
In sampling it is the most common error that we assume the selected sample as the true
representative of the whole population, which is wrong. Peoples may different from each
other on taste basis, personality basis etc., it creates the biasness in the study.
3. Reliability and Validity of Techniques and Methods

It’s not easy as well as possible to check that methods and techniques used during study
are reliable or not, valid or not.
SECTION: E

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CHAPTER: 7 DATA ANALYSIS
CHAPTER: 8 FINDINGS
CHAPTER: 7
DATA ANALYSIS
A) DATA ANALYSIS

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Q1. You have clear objectives towards your career in Him Chem?
Fully Somewhat Neutral Fully Somewhat

satisfied satisfied dissatisfied dissatisfied
Responses 15 9 3 3 0
Percentages 50% 30% 10% 10% 0%
Yes No
Pie chart shows that Responses 26 4

87% executives are Percentages 87% 13%
aware about objectives
towards their career in
Him Chem.
Q2. You are satisfied with your competencies (knowledge, skills)?
Pie chart shows that 50% executives are fully satisfied with their competencies in Him Chem,
30% are somewhat satisfied, 3%, 3% are neutral and dissatisfied respectively.

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Q3. Him chem follows a specific career development program for career planning &
development?

agree
Fully agree
Somewhat Neutral disagree
Fully disagree
Somewhat
agree agree disagree disagree
Responses 4 5 5 9 7
Responses
Percentages 3
77% 2
7% 3
7% 15
7% 7
2%
Percentages 13% 17% 17% 30% 23%
Percentages 10% 7% 10% 50% 23%
Bar chart shows that 50% executives are fully disagree with the statement that Him Chem follow
any specific career development program, 35% are neutral in approach and 0nly 10% are agree
with the statement.
Q4. Him Chem compensate you for your efforts for career planning and development?
Pie chart shows that 13% executives are fully agree with the statement that Him Chem
compensate them for their efforts for career development, 17% are somewhat agree and 30%,
23% are fully disagree and somewhat disagree respectively.
Q5. There are (in Him Chem) many chances to learn through job rotations?

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Doughnut chart shows that 77% executives are fully agree with the statement that in Him Chem
there are many chances to learn through job rotations. Only 75 are fully disagreeing on the
statement and 7% are neutral in approach.
Q6. You are getting enough opportunities of development in your career in Him Chem?
Fully SomewhatYes NeutralNo Fully Somewhat

agree agree Yes No disagree disagree
Responses 22 8
Responses 18 12
Percentages 73% 27%
Responses 7
Percentages 11 60% 2 40% 6 4
Percentages 23% 37% 7% 20% 13%
Pie chart shows that 73% executives are agree with the statement that they are getting enough
opportunities of career development in Him Chem. Only 27% are not in the favor of statement.
Q7. You think that your career is on greater possible high?
Line chart shows that only 23% executives are fully agree with the statement that their career is
on greater possible high, 20% are completely disagree with the statement and 7% are neutral on
the statement.
Q8. There are enough chances that you will get your seniors post in case if he/she retire or
leaving?

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Pie chart shows that 60% executives are fully agree with the statement that they will get the post
Responses 7 8 3 8 4
Percentages 23% 27% 10% 27% 13%
Percentages 33% 43% 7% 7% 10%
of their senior in case they retire or leave the job.
Q9. Before such succession you will get adequate training?
Bar chart shows that 23%, 27% executives are fully agree and somewhat agree (respectively)
that will get adequate training in case of succession and only 27% are disagree with the
statement.
Q10. You think that conflict with your boss doesn’t affect your career planning and development
orientation in Him Chem?

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Doughnut chart shows that only 7% executives are fully disagree with the statement. They thinks
that conflict with their boss doesn’t affect their career orientation in Him Chem. 33% are
agreeing with the statement and 7% are neutral in approach.
Q11. You think that you not need to change your employer?

Fully agree Somewhat Neutral Fully Somewhat
agree disagree disagree
Responses 6 8 3 9 4
Percentages 20% 27% 10% 30% 13%
Percentages 50% 30% 3% 7% 10%
Pie chart shows that 20% executives are in the favor of the statement and 30% are fully disagree
with the statement.
Q12. You agree that such programs increase your efficiency and commitment towards Him
Chem?
Pie chart shows that 50% executives are fully agreed with the statement that such programs
increase their efficiency and commitment. Only 7% and 10% are fully disagree and somewhat
disagree on the statement.

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CHAPTER: 8
FINDINGS
A) FINDINGS OF THE STUDY
1. 87% executives are aware about objectives towards their career in Him Chem.
2. 50% executives are fully satisfied with their competencies in Him Chem, 30% are
somewhat satisfied, 3%, 3% are neutral and dissatisfied respectively.
3. 50% executives are fully disagreeing with the statement that Him Chem follow any
specific career development program, 35% are neutral in approach and 0nly 10% are
agree with the statement.
4. 13% executives are fully agree with the statement that Him Chem compensate them for
their efforts for career development, 17% are somewhat agree and 30%, 23% are fully
disagree and somewhat disagree respectively.
5. 77% executives are fully agreed with the statement that in Him Chem there are many
chances to learn through job rotations. Only 75 are fully disagreeing on the statement and
7% are neutral in approach.
6. 73% executives are agreeing with the statement that they are getting enough opportunities
of career development in Him Chem. Only 27% are not in the favor of statement.
7. 23% executives are fully agree with the statement that their career is on greater possible
high, 20% are completely disagree with the statement and 7% are neutral on the
statement.
8. 60% executives are fully agreed with the statement that they will get the post of their
senior in case they retire or leave the job.

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9. 23%, 27% executives are fully agree and somewhat agree (respectively) that will get
adequate training in case of succession and only 27% are disagree with the statement.
10. 7% executives are fully disagreeing with the statement. They thinks that conflict with
their boss doesn’t affect their career orientation in Him Chem. 33% are agreeing with the
statement and 7% are neutral in approach.
11. 20% executives are in the favor of the statement that they not need to change their current
employer and 30% are fully disagreeing with the statement.
12. 50% executives are fully agreed with the statement that such programs increase their
efficiency and commitment. Only 7% and 10% are fully disagree and somewhat disagree
on the statement.

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SECTION: F
CHAPTER: 9 SUGGESTIONS
CHAPTER: 10 LIMITATIONS

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CHAPTER: 9
SUGGESTIONS
A) RECOMMODATIONS AND SUGGESTIONS
1. Although maximum executive level employees are satisfied with their competencies still
to keep them competitive as well as motivated need to plan a specific career development
program. For example:
 Assessment Centers: - The assessment centers evaluate the people regarding
their ability to certain jobs. This technique helps to identify the available skills,
abilities and knowledge.
 Career Counseling: - Career Counseling helps employees in setting directions,
reviewing performance, identifying areas for professional growth.
1. Need to make the provisions to compensate employees for their efforts for improving
their competencies.
2. Although job rotations provide employees the chances and opportunities to take the
overall experience but most of the employees lack information about career
choices/options. The managers need identify career paths and succession paths. This
information should be made available to all.
3. 43% executives are on risk that is they may feel to leave the job. The reasons that are
given by them are like their family problems, may be stress and frustration etc. Now
organization need to counsel them that how they can deal with such situations.
4. Management should provide job information to employees through proper

communication like posting the jobs, organizations can use bulletin board displays,
company publications, electronic billboards and other similar means, and So that
employees can easily find out that what they need to do next.

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CHAPTER: 10
LIMITATIONS
A) LIMITATIONS OF THE STUDY
1. Limited Time
I have allotted a limited time period for study. This became the limiting factor to get
thoroughly familiarity with entire organization and Career Development Programs.
2. Lack of Confidential Data

The company did not provide some of the information confidential to the management.
This work as the constraint in the availability of information resources came in the way to
learn more and thus in better completion of the project report.
3. Lack of Comparative Data for Interim Comparison

Interim comparison of Him Chem with other companies has not been done due to non-
availability of data regarding other enterprises in the same field related to Career
Planning and Development Programs.
1. Possibility of error in analysis of data due to small Organization as well

as small sample size
There is another type of limitation may also emerge due to taking a small organization
consisting nearly 150 employees as well as small sample of taking 30 executives only for
study pupose.

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CONCLUSION
Career planning and development programs as we find from the study plays crucial role in
employee as well as organizations development. Career planning is an integral part of every
organization. It motivates and inspires employees to work harder and keeps them loyal towards
the organization. Career planning helps an employee know the career opportunities available in
organization. This knowledge enables the employee to select the career most suitable to his
potential and this helps to improve employee’s morale and productivity.
On the basis questionnaire and personal interviews with the employees I also find that
promotion is the major reason that sticks them with the current job. Employees also prefer sound
compensation as well as proper training.
So for conclusion, my objectives of the study, to get the overall knowledge about actually
what the career planning and development is?, the scope of such programs in textile industry
with specific reference to Him Chem etc., are adequately fulfilled. And study concludes that in
textile industry because of its manpower orientation and due to tough process as well as more
stress and frustration, need to be handling the careers of most valuable asset that is the People.
Conclusively that was worthwhile to choose such topic as project, which not only
important for an employee and employer, But for the student also like me to select my career, a
particular line and may be a particular industry in which I wants to make my career and get the
enough chances of advancement in my career.
Thanks.

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Questionnaire on
Career planning and Development programs in Him Chem, Khera
Hello Respondent,
You are invited to participate in our survey [On Career planning and Development
programs in Him Chem]. In this survey, approximately 20% people will be asked to complete a
questionnaire/schedule that includes questions about Career planning and Development
programs in Him Chem. It will take approximately 5-7 minutes to complete the questionnaire.
Your participation in this study is completely voluntary. There are no foreseeable risks
associated with this study. However, if you feel uncomfortable answering any questions, you can
withdraw from the survey at any point. It is very important for us to learn your opinions.
Your survey responses will be strictly confidential and data from this research will be
reported only in the aggregate. Your information will be coded and will remain confidential. If
you have questions at any time about the survey or the procedures, you may contact me,
Sukhdeep Singh at 9459242812 or by e-mail at singhmbahr@gmail.com. it will be worth to
note that survey is conducted for academic purpose only and not to be used for some other
organizational purposes.
Thank you very much for your time and support. Please start with the survey now:-
Name (optional):- Deptt.:- Designation:-
Q1. You have clear objectives towards your career in Him Chem?
I. Yes ( ) II. No ( )
Q2. You are satisfied with your competencies (knowledge, skills)?
I. Fully satisfied ( )
II. Somewhat satisfied ( )
III. Neutral ( )
IV. Fully dissatisfied ( )
V. Somewhat dissatisfied ( )
Q3. Him chem follows a specific career development program for career planning &
development?
I. Fully agree ( )
II. Somewhat agree ( )
III. Neutral ( )
IV. Fully disagree ( )

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V. Somewhat disagree ( )
Q4. Him Chem compensate you for your efforts for career planning and development?
I. Fully agree ( )
III. Neutral ( )
Q5. There are (in Him Chem) many chances to learn through job rotations?
I. Fully agree ( )
III. Neutral ( )
Q6. You are getting enough opportunities of development in your career in Him Chem?
I. Yes ( ) II. No ( )
Q7. How many Promotions you got till date?
I. One ( )
II. Two ( )
III. More than two ( )
IV. No any ( )
Q8. You think that your career is on greater possible high?
I. Fully agree ( )
II. Agree ( )
III. Don’t know ( )
IV. Disagree ( )
V. Fully disagree ( )
Q9. You are in your late career stage (retirement stage)?
I. Yes ( ) II. No ( )
If no, refer to question no 11
Q10. You are enjoying seniority and feeling enough valuable in Him Chem?
I. Yes ( ) II. No ( )
Q11. There are enough provisions of benefits after retirement (other than statutory)?
I. Yes ( ) II. No ( )

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Q12. There are enough chances that you will get your seniors post in case if he/she retire or
leaving?
I. Yes ( ) II. No ( )
Q13. Before such succession you will get adequate training?
I. Fully agree ( )
III. Neutral ( )
Q14. You think that conflict with your boss doesn’t affect your career planning and development
orientation in Him Chem?
I. Fully agree ( )
III. Neutral ( )
Q15. You think that you not need to change your employere?
I. Fully agree ( )
III. Neutral ( )
Q16. If disagree, the reason being:
I. Family tensions ( )
II. Stressful job ( )
III. Behavior of seniors ( )
IV. Others ( )
If others please specify:
1. ………………………………………………………………………………………………
2. ………………………………………………………………………………………………
Q17. You agree that such programs increase your efficiency and commitment towards Him
Chem?
I. Fully agree ( )
III. Neutral ( )

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Overall suggestions you want to give:

……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
……………………………………………………………………………………………………
…………
Thanks for your co-operation.

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Career Planning and Development 1

CHAPTER: 1 INTRODUCTION OF HIM CHEM

CHAPTER: 2 GENERAL STUDY OF CAREER PLANNING

CHAPTER: 3 NEED OF CAREER PLANNING AND

Institute of Management Studies Him Chem

Institute of Management Studies Him Chem

D) TECHNICAL & PROFESSIONAL STRENGTH

MR. A.K. GANGRADE

DR. S.K. YADAV

1. Partially Oriented Yarn (POY):-

Institute of Management Studies Him Chem

1. Drawn Textured Yarn (DTY):-

3. Fully Draw Yarn (FDY)

Institute of Management Studies Him Chem

Institute of Management Studies Him Chem

B) CAREER MANAGEMENT & ORGANIZATIONAL STRATIGIES

Institute of Management Studies Him Chem

Figure 1 Career management system & Organizational strategies

Institute of Management Studies Him Chem

E) OBJECTIVE OF CAREER PLANNING

Institute of Management Studies Him Chem

G) ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT

Institute of Management Studies Him Chem

H) CAREER PLANNING AND DEVELOPMENT PROCESS

Figure 2: Career planning & Development process

1. Identifying individual needs and aspirations:

2. Analyzing career opportunities:

3. Identifying match and mismatch:

4. Formulating and implementing strategies:

5. Reviewing career plans:

Institute of Management Studies Him Chem

Figure 3 Career path in case of a Management Trainee

Person seeking security may choose career in government sector.

Institute of Management Studies Him Chem

Figure 4: Career Anchors.

Creative person may become an artist or may work in a research lab.

K) CAREER PLANNING & DEVELOPMENT STAGES

Institute of Management Studies Him Chem

L) LIMITATIONS OF CAREER PLANNING & DEVELOPMENT

Institute of Management Studies Him Chem

Institute of Management Studies Him Chem

A) NEED OF CAREER PLANNING AND DEVLOPMENT PROGRAMS

1. To Retain the Employees

Institute of Management Studies Him Chem

• It contributes to organizational development and effective achievement of

CHAPTER: 4 STUDY OF ARTICLES

Institute of Management Studies Him Chem

Have you loaded in your dream job?

Institute of Management Studies Him Chem

Action Plan to Avoid Career Dissatisfaction

Planning Your Career Development

Breaking The Myths About Career Networking

Networking is often a misunderstood concept. The development of a strong network requires

You Should Consider a Career Change If …..

Institute of Management Studies Him Chem

Institute of Management Studies Him Chem

CHAPTER: 5 OBJECTIVES OF THE STUDY

A) OBJECTIVES OF THE STUDY

Institute of Management Studies Him Chem

The objectives of study are as follows:

Institute of Management Studies Him Chem

Institute of Management Studies Him Chem