Jatiya Kabi Kazi Nazrul Islam University

Trishal, Mymensingh.

An assignment
On
Career Management in BD Organization

Course Title: - Career planning and Development

Course code: HRM-405

Submitted to:
Antara Mahbub
Lecturer,
Dept. of Human Resource Management
Jatiya Kabi Kazi Nazrul Islam University.
Submitted by:
Rising Stars
Session: - 2015-16
Department of Human Resource Management
Jatiya Kabi Kazi Nazrul Islam University.

Date of Submission: 04.07.2019

 List of our group Members

Serial No. Name ID Marks

01 Md. Hasanuzzaman (group leader) 16133035

02 Mahmudur Rahman Nasim 16133027

03 Noor Hasan Mahmud Khan 16133005

04 Muktadir Hosain 16133002

05 Tania Khatun 16133057

06 Md. Ruhul Amin 1633040

07 Sharmin Sultana Shammi 16133015

08 Ramin Mia 16133052

09 Rima Khanam 16133038

10 Sarwar Hossain 16133011

 Table of Contents
Introduction ................................................................................................................................................. 1
Career Management .................................................................................................................................... 2
Objectives of Career Management.............................................................................................................. 2
Career Stages .............................................................................................................................................. 3
Model of Career Management .................................................................................................................... 4
Career Management Process ....................................................................................................................... 5
Career Management in Unilever ................................................................................................................. 6
Career Management procedure in Unilever ................................................................................................ 6
Common challenges with traditional ladders and paths ............................................................................. 7
The Top 10 Issues that Concern Employees ............................................................................................... 8
The top 10 struggles employees are facing at work are .............................................................................. 9
Traditional Methods of Career Progression .............................................................................................. 10
Nontraditional Methods of Career Progression ........................................................................................ 10
Analysis of the Findings ........................................................................................................................... 11
Recommendations ..................................................................................................................................... 11
Conclusion ................................................................................................................................................ 12
Introduction

Career is a lifelong assignment, which enables individual to earn money or to satisfy himself. It is a way
of life for a person. A career imposes a number of responsibilities and duties on an individual. Different
careers have different requirements for example human skills, location, climate, etc. “A career may be
thought of as a long-term project for an individual life.
Career choice is a name of process that starts during early age. In an age when students start thinking
about making some career choice and continues till the time when the individual is employed in any
organization. Career choice is also influenced by health and physical performance of an individual.
Personality of a person also play an important role when we talk about or it comes to selecting the right
job for an individual. It's become necessary for all persons to find appropriate careers today not merely
for financial reasons, but also for the satisfaction or excellence of life. By choosing a career that matches
your needs, your personality, you are more likely to perform a job happily.

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Career Management
Career management is the process of planning and improving your career. This is a personal process
that is used to identify goals and take action to improve your quality of life. The following are the basic
types of career management.
A career includes all types of employment ranging from semi-skilled through skilled, and
semiprofessional to professional. Careers have often been restricted to an employment commitment to a
single trade skill, profession or business firm for the entire working life of a person. In recent years,
however, a career now includes changes or modifications in employment during the foreseeable future.
Career management or career development describes the active and purposeful management of a career
by an individual. Ideas of what comprise "career management skills" are described by the Blueprint model
(in the United States, Canada, Australia, Scotland, and England and the Seven C's of Digital Career
Literacy specifically relating to the Internet skills Key skills include the ability to reflect on one's current
career, research the labor market, determine whether education is necessary, find openings, and make
career changes.

Objectives of Career Management

Career management programmers encompass a large number of these human resource management
practices with the following objectives:

1. Assisting employees to improve their performance: Career management programmers strive to

involve employees in setting their own goals and recognizing their strengths and weaknesses. It
assists employees with the identification and facilitation of training needs and opportunities. This
is mainly achieved by building a process of feedback and discussion into the performance
management systems of institutions.
2. Clarifying available career options: Through career management programmer’s employees are
informed of career options available within the institution. It assists employees with the
identification of skills and other qualities required for current and future jobs. Most career
management programmers seek to focus employees career plans upon the institution, thereby
enhancing their commitment to the institution. In doing this, career paths are developed that
indicate mobility in different directions in the institution for employees.
3. Aligning the aspiration of employees with organizational objectives: Many organizations
attempt to assist employees in their career planning through career management
programmers. Career management programmers furthermore seek to improve the matching of jobs
with the right employees. An assessment of the skills and competencies of employees could assist
in accommodating them in positions that suit them better. Through the application of practices
such as transfers and rotation, an institution’s operational effectiveness can be improved. Career
management programmers can also result in a reduction in the need to recruit externally as
employees with the required capabilities are revealed through their career planning
activities.

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 4. Solving staffing problems: Effective career management may serve as a remedy for certain
staffing problems. Rate of employee turnover can be slashed because of the feeling that there is
existence of opportunity within the organization. It may be easier to go for new recruitment as the
company develops its employees and provides better career opportunities.

5. Satisfying employee needs: The current generation of employees are very different from those of
past generation in terms of their set of needs. Again higher levels of education have raised their
career expectations and many of the employees hold their employers directly responsible in
providing better opportunities for realization of their career expectations.
6. Enhanced motivation: Since, progression along the career path is directly related to job
performance, an employee is likely to be motivated and perform at peak levels to accomplish career
goals.

Career Stages
Definition: The Career Stages refers to the stages of career development that an individual pass through.
Basically, there are 5 career stages, which an individual has to undergo during his lifetime.

1. Exploration: The exploration stage is the pre-employment stage, wherein the individuals are in
their mid-twenties and enter from their college life to the work environment. The individuals
narrow down their work preferences on the basis of the directions shown by their parents, friends,

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 family, teachers. At this stage, several expectations about the work are created that may be the
fantasies, or unrealistic beliefs about the work, very much before entering into the firm.

2. Establishment: At this stage, an individual actually experiences the work culture in his first job.
Here, all the expectations and fantasies come to an end, and one has to face the reality of life. This
stage covers about 10 years from the 25 years of age. It is also called as a learning stage; wherein
the fresher learns under the guidance of a mentor. At this stage, the fresher commits many mistakes
and try to learn from these, thereby gaining a position in the society and working for his career
advancement.
3. Mid-Career: This stage covers the age period of 35 to 45 years. At this stage, the individual is no
longer considered to be a fresher and his mistakes are taken seriously by the senior management.
Here, the employee must evaluate his current career position, i.e. whether he is advancing, or has
stabilized or has started to decline and look for the future career prospects. At this stage, an
individual has to maintain a balance between his career and his personal life i.e. spouse and
children.
4. Late-Career: At this stage, an individual reach to a particular position in the organization
hierarchy, on the basis of his career graph which is characterized by growth or stagnation. If an
individual grows even after the mid-career (i.e. 20 years after mid-forties), then he is considered
to be having the pleasant experience with the work. Here, an individual becomes the mentor and
guide others through his experiences.
5. Decline: This is the last stage of career development. At this stage, an individual has to step out
of his work or get a retirement from his official commitments. It is considered as one of the difficult
stages, as it is very hard for the employees to leave the firm who are doing excellent even after
their late career. Thus, every individual passes through these five stages of career development as
they move along their life cycle.

A Model of Career Management

Career development is the process by which employee’s progress through a series of stages. Each stage
is characterized by a different set of developmental tasks, activities, and relationships.

There are four career stages:

 Exploration
 Establishment
 Maintenance
 Disengagement.

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These stages are elaborated below: -

 The Exploration Stage, which is characterized by the identification of one’s interests, skills, and
fit between oneself and work; and learning and following directions as an apprentice of sorts.

 The Establishment Stage involves advancement, growth, security, the development of lifestyle;
and making contributions at work as a colleague.

 The Maintenance Stage involves holding on to accomplishments and updating skills; and
training, sponsoring, policy making, and mentoring.

 The Disengagement Stage, which is characterized by retirement planning, changing the balance
between work and no work by phasing out of work, and acting as a sponsor.

Career Management Process

Self-Assessment
 Use of information by employees to determine their career interests, values
aptitudes, and behavioral tendencies
 Often involves psychological tests

Reality Check
 Information employees receive about how the company evaluates their skills and
 knowledge and where they fit into company plans

Goal Setting
 The process of employees developing short- and long-term career objectives
 Usually discussed with the manager and written into a development plan

Action Planning
 Employees determining how they will achieve their short- and long-term career
 goals

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Career Management in Unilever
In Unilever, career management known as career progression. In this organization, progression is based
purely on merit & potential. With advice & guidance from your manager & HR, the employees take
control of their own career development.

Unilever Bangladesh:
Unilever Bangladesh Limited (UBL) is the largest FMCG Company in Bangladesh. It is the largest trusted
brand name in skincare, hair care, fabric wash and dish wash. Unilever PLC own 60.75% and Peoples
Government of Bangladesh own 39.25% of the total equity. They have their state of art factory in
Kalurghat Chittagong. This is one of the most environmental friendly factory in Bangladesh and has a
very efficient waste management system. UBL also has some factories in different places in Bangladesh
of fabric wash, mixing and packaging. In these factories they produce basically the low end brands and
same time for the high end brands they depend on internal trade. Besides these, there is a tea packaging
operation in Chittagong and three manufacturing units in Dhaka, which are owned and run by third parties
exclusively dedicated to Unilever Bangladesh. UBL has a sale approximately BDT 14 billion. UBL
employed approximately 12000 people directly to run their operation. Currently UBL offering 21 different
brands in the Bangladesh of home and personal care and food products.

Mission: -
Unilever's mission is to add Vitality to life. They meet every day needs for nutrition; hygiene and personal
care with brands that help people feel good, look good and get more out of life.

Vision: -
To make cleanliness a commonplace; to lessen work for women; to foster health and contribute to personal
attractiveness, in order that life may be more enjoyable and rewarding for the people who use the products.

Goals and Objectives: -

 To manufacture high-standard products.
 Promoting products to the highest extent
 Producing large volume to achieve production cost economies.
 Enabling quality products to be sold out at obtainable prices.

Career Management procedure in Unilever

In Unilever, career management known as career progression. In this organization, progression is based
purely on merit & potential. With advice & guidance from your manager & HR, the employees take
control of their own career development.

Planning: -
Careful planning ensures you build a strong foundation in professional skills, gain experience across
different operating environments and processes, and develop capability in your chosen area of expertise.
Performing well will lead to opportunities to take on new and more challenging roles. That in turn will
allow you to deepen and broaden your skills and experience.
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Depth & Breadth: -
Depth of experience is about developing professional skills through performing and practicing your role.
We'll encourage you to build this depth of skill early in your career to provide a solid basis for further
progression. Breadth of experience is about increasing your knowledge and understanding of the business
as a whole, so you can assess complex issues from different angles. Naturally, this becomes more
important as seniority increases.

Wider Experience: -
International experience is essential in many roles within a global organization – and assignments offer
valuable development opportunities. You can also gain exposure through regional/global roles and project
teams. In higher-level positions that have a wider geographic remit, cross-border, category and customer
experience may be vital to help leverage our global scale.

Common challenges with traditional ladders and paths

Within a traditional career ladder, several issues are likely to arise, including the following.
 To manage or not to manage. In many organizations, the first of several steps on an individual's
career ladder is that of an individual contributor. An inherent difficulty in many organizations,
however, is that once a person reaches the level of the most experienced individual contributor, he
or she must move into first-line supervision to "get ahead." If the individual is interested in making
this next step and is capable of gaining supervisory and management competencies, this
progression is fine. If, however, the person does not want to move into management but still wants
to receive additional compensation, then there is a problem. When this situation occurs, a typical
reaction is for the individual to seek employment outside the company to earn more money.
Obviously, if the person is a strong performer, this move is not to the organization's advantage. In
response to this scenario, some employers have developed dual career tracks, which are discussed
in the next section of this article. In the traditional career ladder organization, individuals may be
pushed into management without the desire or the skill to do the job. Not only does the individual
become frustrated with new challenges for which he or she is ill-equipped, but the organization is
frustrated because it has someone in a position who is not working to potential.

 No desire to climb. For some individuals, the rung at which they enter an organization is the rung
at which they desire to stay. Someone who is happy at his or her current level does not aspire to
advance and is a solid performer should not be pressured to climb the ladder. Encouraging
supervisors to have periodic career discussions with employees is important to evaluate the current
and future aspirations of all employees and will help identify those who would like to remain in
their positions and those who are looking for the next step on their career ladders.

 Obstacles. Career plateaus and career stagnation can also occur in the traditional career ladder and
can block a person's ability to climb the ladder. A career plateau occurs when employees reach a
level in an organization in which they are either perceived to have reached their limit of progression

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 or the organization does not provide for opportunities for future advancement. This situation may
cause the employee to look outside the company for other, higher-level opportunities. Career
stagnation occurs when a person is no longer psychologically engaged in his or her or job and,
consequently, becomes less effective. A person who has experienced a career plateau may
encounter stagnation if he or she does not actively do something to move off the plateau.

The Top 10 Issues that Concern Employees

Surveys indicate that the following issues are the most common employee concerns in a cross section of
Uniliver. These are not listed in any particular order of importance as people have different concerns when
in different situations.
1. Higher salaries and compensation: Surprise! Few managers should be surprised by this concern.
2. Benefits programs: This is another very common – and understandable – concern of employees. To
limit turnover and increase retention, management typically tries to offer the best benefit program they
can afford. Should programs fall short of ideal, management should communicate their dedication to make
benefits the best they can be.
3. Pay increase guidelines: This concern might initially surprise you. Compensation guidelines are
normally in place for most larger companies, those with unionized workforces, and government agencies.
However, most businesses are classified as smaller companies and it appears that this group often lacks
this employee feature, generating confusion and concern from staff.
4. Favoritism: This important concern may be related to item number three. Most senior management
would dispute this concern, but they may be forgetting one important item: perception. Your company
may be diligent in prohibiting favoritism, yet the perception of this failing or the possibility of its existence
remains a concern of employees.
5. Pay equity: While this concern may appear to relate to the above two issues, employee feedback
indicates that it stems from a different source. Employees want to feel secure they are earning
compensation equal to those who are in similar positions and have comparable experience.
6. The Human Resource Department: Most H.R. professionals are aware of this employee concern.
Contemporary workers want and expect their H.R. departments to be fountains of knowledge about a
myriad of issues (benefits, compensation, corporate plans and goals, legal and insurance issues, positions
to be open in the future, etc.).
7. Excessive management: Sometimes called “over management” or “micro management,” this concern
relates to employees feeling that their every activity is separately managed and little judgment or freedom
is permitted.
8. Inadequate communication: Has anyone heard this concern before? Employees have a need to believe
they are “in the loop” by having as much information as possible on employer plans, goals, dreams, news,
etc.

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9. Over-work: Employees are often afraid that their efforts and high performance may only result in
management asking them to do more for the same compensation. Extra efforts should be rewarded by
additional compensation (if possible) and/or a sincere “Thank you” at a minimum. Concern addressed.
10. Workplace conditions and cleanliness: Management is sometimes caught off guard when advised
that this concern consistently appears. But, upon reflection, it is perfectly logical. With more and more
people committed to improved health and quality of life in general, it is not surprising that there is deep
interest in their workplace physical conditions.
It is important to remember that these items are concerns, not necessarily complaints. Senior management
in most companies regularly satisfies these and other employee concerns. This compilation of many
statistics, however, does display the most common items of interest to the general workforce.

The top 10 struggles employees are facing at work are: -

1. Finding a work-life balance (38%)

2. Managing workloads (31%)
3. Dealing with coworkers (26%)
4. Workplace politics (25%)
5. Dealing with managers (23%)
6. Growing their careers (22%)
7. Being passionate about what they do (19%)
8. Not having somebody to turn to for help (16%)
9. Equal pay and negotiating salaries (15%)
10. Answering all of their emails (13%)

struggles employees are facing at work

38%
40%
31%
30% 26% 25% 23% 22%
19%
20% 16% 15% 13%
10%
0%

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Traditional Methods of Career Progression
Catalyst identified four career advancement strategy profiles based on the methods that individuals use
to get ahead. These profiles include:
 Climbers. Individuals who seek advancement in their organizations by asking for varied
assignments, working long hours, networking and seeking greater visibility.
 Hedgers. Individuals who use all career tactics available to advance in and outside their current
organizations.
 Scanners. Individuals who monitor the job market closely and are poised to change jobs, if not
organizations, as opportunities arise.
 Coasters. Individuals who do little to seek career advancement.
A 2011 report, The Bottom Line, by Catalyst also sheds light on the effectiveness of various career
strategies. The report suggested that career advancement requires that individuals do "all the right
things" to get ahead. "Ideal workers" are those who:
 Seek high-profile assignments.
 Rub shoulders with influential leaders.
 Communicate openly and directly about career aspirations.
 Seek visibility for their accomplishments.
 Let their supervisors know of their skills and willingness to contribute.
 Seek opportunities continually.
 Learn the political landscape or unwritten rules of the organization.
 Are not afraid to ask for help.

Nontraditional Methods of Career Progression

In today's business environment, many organizations are unable to advance all employees up traditional
career ladders due to low turnover, limited growth or financial constraints. In such situations, other kinds
of development opportunities offer ways to retain and engage employees, including job redesign, job
rotation, dual career ladders, horizontal career paths, accelerated and "dialed down" career paths, and
encore career paths.
1. Job redesign: - As organizations have experienced downsizing, new technologies and
demographic changes, the result has been flatter organizations that provide less opportunity for
career advancement via promotions. Job redesign is an important ingredient in continuing to
challenge employees to do their best work.
Job redesign can provide increased challenges and opportunities for employees to get more out of
their jobs while staying on the same rung of their ladders. Commonly used job redesign strategies
are job enlargement and job enrichment.
Job enlargement involves broadening the scope of a job by varying the number of different tasks
to be performed. Job enrichment involves increasing the depth of the role by adding employee
responsibility for planning, organizing and controlling tasks of the job.
These strategies can be used to add variety and challenge to a job while also allowing the individual
to learn new skills and to further refine and develop existing skills to better prepare for

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 advancement opportunities when they do occur. However, when jobs are enlarged but not
enriched, motivational benefits are unlikely. Although the distinction between job enlargement
and enrichment is fairly straightforward, employees may not correctly perceive the changes as
enrichment or as enlargement.

2. Job rotation: - Job rotation is an effective method to provide job enrichment from an employee's
perspective. It involves the systematic movement of employees from job to job within an
organization. Typically, formal job rotation programs offer customized assignments to promising
employees in an effort to give them a view of the entire business. Assignments usually run for a
year or more. Rotation programs can vary in size and formality, depending on the organization.

Analysis of the Findings

Their career management planning helps the employees to boost their leadership skills. They have given
more independence along with the responsibilities which improves their decision taking abilities. But this
program also creates stress for few employees who cannot maintain the work life balance. Another thing
is this planning program focuses more on the meritorious and potential employees. So those people, who
have lack potential, may feel uncomfortable on that environment. As we know, the traditional talent
management program has not conducted in Unilever directly. Unilever has its own way to manage its
talent management program. To manage their talent, they start working from the beginning of the
recruitment process. After the selection process has been done they train their employees to learn about
the organization’s way of doing staffs and develop themselves. The organization set goals, performance
evaluations, performance ratings, succession planning, high potential listings for the employees. These all
things are done to shape an organizational culture within employees. Unilever conduct “Unilever Future
Leaders Programmed” (UFLP). They include 30-40 new trainees in this program to find out who is
suitable for what. They develop general skills, professional skills, and leadership skills through this
program. Unilever also has individual development plan for its employees. These all processes improve
their working processes and flourish it.12
There is nothing to be surprised that Unilever has focus on its employees. Because they know employees
can be the only sustainable competitive advantage. So they always look after their employees who make
sure that employees are happy and motivated towards their works.

Recommendations
 Unilever should have meaningful descriptions of the capabilities i.e. skills, behaviors, abilities and
knowledge required throughout the organization.
 As a multinational organization, Unilever can integrate assignments with career development,
succession planning according to employees’ performance.
 Unilever should also focus on the employees who cannot perform their responsibilities. They can
provide training program and monitor them for the improvement of their skills.
 More certified training should be given to the employee to boost their effectiveness and efficiency.
It may also use as a tool of motivation.

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Conclusion

As organizations can continue to pursue high performance and improved results through the career
management and talent management program practices, they are taking a holistic approach to talent
management-from attracting and selecting wisely, to placing employees in position of greatest impact.
The mandate is clear: for organizations to succeed in today’s rapidly changing and increasingly
competitive marketplace, intense focus must be applied to aligning human capital with corporate strategy
and objectives. It starts with recruiting and retaining talented people and continuous by sustaining the
knowledge and competencies across the entire 13 work force. With rapidly changing skill sets and job
recruitments, this becomes an increasingly difficult challenge for organizations. Meeting this
organizational supply and demand requires the right “Talent DNA” and supporting technology solutions.
By implementing an effective talent management strategy, including integrated data, processes, and
analytics, organizations can help ensure that the right people are in the right place at the right time, as well
as organizational readiness for the future.

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