Arrange the career management process in proper sequence from begining to end. A. Assessment B. Strategy C. Career planning D. Career evaluation E. Career Development Choose the correct answer from the options given below:
B, A, C, E, D
B, A, C, E, D — option 2: Strategy, Assessment, Career planning, Career development, Career evaluation.
| Order | Step | What it involves |
|---|---|---|
| 1 | B — Strategy | The organisation settles what its business strategy requires of its people — what capabilities, in what numbers, over what horizon. Career management is derived from this, exactly as strategic HRM is derived from business strategy |
| 2 | A — Assessment | Establishing where people stand now — skills inventories, appraisal data, potential assessment, assessment centres, and the individual’s own interests, values and aspirations |
| 3 | C — Career planning | Matching the two: setting career goals and mapping paths, so that the individual’s aspirations and the organisation’s requirements are brought together |
| 4 | E — Career development | Executing the plan — training, job rotation, developmental assignments, mentoring, coaching, sponsored education, promotion |
| 5 | D — Career evaluation | Reviewing whether the plans worked — did people progress, were vacancies filled internally, did retention improve? — and feeding the answer back into the next cycle |
The two anchors make the ordering safe: strategy must come first, because it is what everything else serves, and evaluation must come last, because there is nothing to evaluate until the development has happened. Fixing B first and D last leaves only option 2.
The step candidates misplace is assessment. It is tempting to plan first and assess afterwards, but a career plan built without knowing the person’s present competence and aspirations is a wish rather than a plan. Assessment supplies the raw material that planning works on.
Whose responsibility is it. Career management is shared — the individual owns his aspirations and effort, the manager coaches and gives honest feedback, and the organisation supplies the paths, the information and the development opportunities. Where any one of the three withdraws, the process fails: employees leave for want of a visible future, and the organisation is left buying from outside the capability it could have grown.
The instruments used across these steps: skills inventories and replacement charts, job posting, career workshops, dual career ladders, succession planning and mentoring programmes.
Hence, the answer is B, A, C, E, D.
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