Career Planning @ Infosys Career Progression Chart: The career progression chart provides graphical representation of an employee's career

path and performs profile comparison between employee and role selected in the career path. The chart is available to employees and managers through their respective self-service menus, and to Talent Edge administrators through the Workforce Development menu

Manager Self-service: This application enables managers to perform career planning activities for team members by: Viewing mobility preferences defined on the employee's personal profile Adding or deleting moves in the career path agreed upon by the manager. Employee's development plan can be updated with qualifications Updating employee's forced ranking and potential rating Updating an employee's short and long term goals

Adding career mentors who are internal or external to the organization and documenting any goals associated with mentorship
Updating employee's career strengths and/or areas for development Updating employee's training activities and developmental action plan. Employees can also be enrolled into learning activities

Flexibility to Create Own Career Plan: Apart from HR administrator and managers, employees can create their own career plan which can be accessed only by themselves Interest List: Employees can create their interest list where they can identify and compare profiles. They can add profiles from other's interest lists to their personal career path Integration with Learning Management System: This feature helps employees in achieving their goals by reviewing learning plans and enrolling in related courses Integration with Profile Management: This feature helps in Identifying skill gaps between potential roles and employee profile Generating personalized resumes to apply for job openings

Integration with Talent Pool Management: Displays talent pool learning programs for employee career development Integration with eperformance : Enables review of development plans
Integrated with Succession Planning: Key information including development plan, career path, goals, impact of loss, and risk of leaving are accessible within the succession planning process Reports: HR can generate reports for organization/department based on different criteria including: Employees with or without a defined career plan Career potential for employees, including tenure in current role and retirement date Incumbents with or without career plans for key job codes

APPLE COMPUTERS LEAVES NO STONE UNTURNED IN EMPLOYEE CAREER MANAGEMENT

Unlike many organizations, the company still believes it has a benevolent need to care for its workers. Apple's philosophy on employee career development is plainly stated in its career-management brochure: "Apple can't guarantee lifelong employment. Your responsibility is to drive your own development and career." a company that promotes empowerment and personal responsibility. Apple has made a great many resources available to help employees with career management. As Nancy Dewey, employee-relations manager, explains, "We view career management as a partnership."

the company's career-management strategy is intended to help them identify skills and abilities, making them ready for current or future career opportunities. For Apple, career management is intended to help ensure that the company has the talent and skills needed for the business to succeed. The company views career self-management as central to its success, believing such a program can attract, develop and retain versatile and qualified employees. among the resources that are offered to employees through Apple's careermanagement program are: 1. A comprehensive career resource library. A collection of current information on careers through a variety of sources, including newspapers, magazines, books and audio/video tapes. The library also offers a listing of job opportunities to help employees identify internal positions with Apple and positions with other industries. Furthermore, the library houses a bulletin board that features up-to-date information on industry trends and professional associations.

2. Brown bag seminars.

These informal, one-hour sessions help employees keep current on industry, business and career trends. 3. Assessment and counseling. Apple's Career Resource Center offers a variety of skills and interest assessments to help employees understand themselves and appreciate how different personality types approach career planning and career choices. Confidential one-on-one counseling also is available to employees who want to discuss on-the-job career development issues. 4. Networking groups. Weekly networking groups help employees who are interested in getting to know more about the functional areas at Apple, from either a developmental or careerchange perspective. Members of networking groups also share leads and information on work outside the company.

5. Online job posting. Apple encourages employees to pursue internal transfers through its electronic Job Finder. Employees can access job postings at any time through their desktop computers. Until 1993, Apple's career resources only were available to employees who were victims of downsizing. (The company cut 10% of its work force in 1992.) Last year, however, Apple's HR managers realized it would be a smart business move to help all employees proactively manage their careers. Why? "Our industry changes rapidly, and we're no longer certain what business we're going to be in at any given time," Dewey says. "We can't offer job security, but we can offer tools, resources and information.

EMPLOYEE SEPARATION
Layoffs in Accenture
Global management consulting, technology services and outsourcing firm Accenture cut down 500 jobs earlier in 2012

Accenture started rehiring 100 laid off employees in technological field

Accenture currently has more than 1,77,000 employees serving clients in more than 120 countries

EMPLOYEE SEPARATION
Retrenchment in Yahoo India
Yahoo India retrenched 50 people, about 4% of its workforce as a part of global downsizing move The retrenchment was based on performance and the rest on job redundancies on account of consolidation The company is said to be making efforts to support impacted employees with severance packages and outbound placement services

EMPLOYEE SEPARATION
Voluntary Retirement Scheme (VRS) in SIEMENS India
Siemens India announced VRS in 1997 for entire workforce The offer was open to all employees who had atleast 10 years of service and 40 years of age

VRS would be eligible for a single packet amounting to 30% of their last drawn salary depending on their year of service left till retirement multiplied by the years left till retirement

SUCCESSION PLANNING
1. The basic purpose of succession planning is to identify and develop people to replace current job holders from key position. Through succession planning organisation ensures steady flow of internal talent to fill important vacancies.

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In India business are run by the family, so succession towards high post are mostly decided on the basis of family ties.

4. Succession planning helps organisation to hire people within the organisation, which help in boosting up the morale of an employee .

INFOSYS-SUCCESSION PLANNING
New generation companies like Infosys shaped out the succession planning, they choose employees as a successor who play critical role in the organisation.

The succession module help organisation to identify and develop employees to replace current job holders in key positions.
Infosys use user friendly graphical tools which provide real time visibility of incumbent, successor and relevant profile data.

 Infosys uses oracle people soft enterprises succession planning.

GOOGLE-SUCCESSION PLANNING
Googles Quest to Build a Better Boss

In early 2009, statisticians inside the Googleplex embarked on a plan code-named Project Oxygen
They wanted to build better bosses Project Oxygen is also unusual, as it is based on Googles own data which means that it will felt more valid to Google employees who like to scoff at conventional wisdom.

 In Project Oxygen, the statisticians gathered more than 10,000 observations about managers across more than 100 variables, from various performance reviews, feedback surveys and other reports. Then they spent time coding the comments in order to look for patterns. system for interviewing managers to gather more data, and to look for evidence that supported their notions. final step was to code and synthesize all those results

The conclusions were summarized in 'Google's Rules. They are:-

1. Be a good coach 2. Empower your team and dont mocromanage 3. Express interest in team members success and personal well being 4. Be productive and result oriented 5. Be a good communicator and listen to your team 6. Help your employees with career development 7. Have a clear vision and strategy for the team 8. Have key technical skills so that you can help advise the team