Workforce Career Development Planning

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With four generations of employees in the workforce and a large number of experienced workers expected to soon retire, organizations are facing new challenges with respect to engagement and labor productivity. Each generation brings very different styles, motivations, skills, and experience levels to the workplace. One of the most challenging issues facing human resources managers today is getting younger employees ready to replace the experienced Baby Boomer generation. As massive numbers of boomers begin to retire in the next five to seven years, how can you ensure your company is ready to take on the experience gap?

To overcome these challenges, top-performing companies are making investments in employee development programs and providing individuals the opportunity to perform at their best potential. The goal of career development is to match employee goals with business needs. If managed well, development programs can both improve an employee’s current job performance and prepare him or her for future growth opportunities. It is critical for HR to help design career paths and offer programs that help employees reach their goals, keep them engaged, and ensure the organization is ready to meet business objectives.

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Workforce Career Development Planning

  1. 1. Sage HRMSWorkforce Career Development Planning:A Winning Strategy for Your Business and Employees
  2. 2. Executive SummaryWith four generations of employees in the workforce and a large number of experienced workers expected to soon retire, organizations arefacing new challenges with respect to engagement and labor productivity. Each generation brings very different styles, motivations, skills,and experience levels to the workplace. One of the most challenging issues facing human resources managers today is getting youngeremployees ready to replace the experienced Baby Boomer generation. As massive numbers of boomers begin to retire in the next fiveto seven years, how can you ensure your company is ready to take on theexperience gap?Industry research has proven that there is a strong link between employee GE Offers Challenging, Rewarding Careersengagement and a company’s financial performance. Happy employees are to Employees and Enjoys the Resultsmore productive, loyal, and provide better customer service. Yet a staggering A global business, GE prides itself on building,95 percent of employees do not understand their role within the organization.1 powering, moving, and curing the world. GEAnd some 63 percent of U.S. workers are not fully engaged according to believes that their people are “the architects ofa recent Towers Watson global workforce study.2 Results from the study the future.” To support employee growth, theshowed that employees are simply too worn out from a decade of doing more company invests about $1 billion every year inwork with fewer resources and rewards. education, training, and career development programs. GE has established a culture ofTo overcome these challenges, top-performing companies are making continuous learning and offers a wide varietyinvestments in employee development programs and providing individuals of leadership and training opportunities to help employees accelerate their careers.the opportunity to perform at their best potential. The goal of careerdevelopment is to match employee goals with business needs. If managed GE understands that increasing the leadershipwell, development programs can both improve an employee’s current capabilities of their employees providesjob performance and prepare him or her for future growth opportunities. numerous benefits and value to the overall company and its customers. GE offersIt is critical for HR to help design career paths and offer programs that leadership programs for both entry-level andhelp employees reach their goals, keep them engaged, and ensure the experienced professionals. Entry-level leadershiporganization is ready to meet business objectives. programs combine job assignments with formal classroom studies. Young professionalsAn article in Harvard Business Review noted, “Those organizations that invest receive development and mentoring through amore in talent management significantly outperform their competition across series of rotating assignments that cut acrossevery measure of business—including earnings per share, gross profit margin, different aspects of the GE business. Leadershipand market capitalization per employee.”3 That’s a healthy return on employee programs for experienced professionals offer high potential talent the opportunity to work oninvestment (ROEI™) by itself. ROEI is the return (in additional revenue extraordinary projects with top innovators so theyearned or expenses reduced) that an organization earns on its investment in can reach their full potential. These programsworkforce-related expenses. also include intensive on-the-job development in Corporate Human Resources, and Sales andWhen looking at ROEI, your organization should also consider how a clear Marketing.succession plan to replace retiring boomers can drastically reduce employee Learn more at: www.ge.com/company/culture/turnover costs. Some sources estimate that it can cost 150 percent of the leadership_learning.htmlannual salary of middle-level employees and up to 400 percent for specialized,high-level employees!4It’s clear that talent management and career development are more importantthan ever before. Many organizations are using talent management solutionsto help improve employee performance management. An effective talent management solution provides tools that support dialogue andreview of employee performance and offer clear development paths and easier access to training activities. It also enables employers tothen create talent pools to groom top performers for additional responsibilities or promotion. 21 Michael C. Mankins and Richard Steele, “Turning Great Strategy into Great Performance, Harvard Business Review, 2005.2 Garry Kranz, “Broken Engagement: New Survey Reveals Employees Still Not Feeling the Love,” Workforce.com; July 24, 2012 (Workforce)3 Schweyer, inside cover.Ross Blake, “Employee Retention: What Employee Turnover Really Costs Your Company,” WebProNews.com, July 24, 2006.4Workforce Career Development Planning
  3. 3. The Importance of Employee DevelopmentA major concern of businesses today is getting and keeping the right talent. According to the U.S. Departmentof Labor, 60 percent of all new jobs in the twenty-first century will require skills that only 20 percent of currentemployees possess. With talent so difficult to find in the first place, how can you ensure that you keep it?Employee turnover is a reality in every business. Plus, employees in the youngest generation—the Millennials—arehighly mobile today. In order to remain competitive, your company wants and needs to retain its top performers.In the book, The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s TooLate,5 two of the reasons illustrated are directly linked to employee career development: • Lack of career growth and advancement opportunities • Lack of trainingMarket studies reveal that integrated Talent Management solutions result in: • 26 percent higher revenue per employee. • 22 percent higher employee performance. • 19 percent higher workforce retention.Talent Management refers to the process of developing and integrating new workers, developing and retaining current workers, andattracting highly skilled workers to work for your company. For example, help employees learn skills needed for new projects and challengesor a higher position in the company. Managers with poor leadership skills often drive away talented top performers, so provide managementtraining to further improve retention. Businesses of all sizes can tie performance and learning together in order to build a more skilled,experienced workforce, keep critical roles filled, and keep engagement levels high.The Challenge of Career DevelopmentJust think how much has changed since the year 2000. Now, think how much has changed in the last 60 plus years! We have four differentgenerations in the workplace today—Veterans, Baby Boomers, Generation X, and Millennials—all with very different motivations, trainingpreferences, management styles, work ethic, and values. A fifth generation, Gen2020, is on the way. “At work, generational differencescan affect everything, including recruiting, building teams, dealing with change, motivating, managing, and maintaining and increasingproductivity. Think of how generational differences, relative to how people communicate, might affect misunderstandings, high employeeturnover, difficulty in attracting employees, and gaining employee commitment.”6 VETERANS BABY BOOMERS GENERATION X MILLENNIALS Before 1946 1946-1964 1965-1980 1980-2000These generations do have at least one thing in common when it comes to engagement: a desire for career enhancement. As discussedbefore, employees often leave their jobs in part due to lack of career growth and training. Additionally, engagement research has taughtthat, “Employee engagement rises when people experience a combination of effective and caring leadership, appropriate developmentopportunities, and a feeling of empowerment that comes with the ability to control one’s work situation.”7The Department of Labor predicts that approximately 10 million boomers will be leaving the workforce by 2014, to be replaced byMillennials with less than 10 years of experience. “Boomers are the most skilled segment of the workforce, so as they exit, that will putdownward pressure on labor productivity,” says Neil Dutta, an economist with Bank of America Merrill Lynch.”8 Forward-thinking companiesthat are able to transfer this knowledge and prepare younger workers for this transition will have a competitive advantage in the future. 35 Leigh Branham, The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before It’s Too Late, 2005.6 Greg Hammill, “Mixing and Managing Four Generations of Employees,” FDU Magazine Online, Winter/Spring 2005.Workforce Career Development Planning
  4. 4. What does all this mean for employers? You need to revisit your traditional methods and tailor them to attract multiple generations of talent.Instead of relying on career fairs, consider building a social networking strategy for recruiting. Implement innovative learning programsto train younger employees. An article in Harvard Business Review asks, “Are you preparing your leaders for the next generation ofemployees? Do your leaders have the skills and tools needed to communicate with the hyperconnected, who are used to rating everythingand everyone in their lives?”9Employers who offer effective training programs will win the battle for young talent. “Millennials are hungry to learn and don’t want to beboxed in to a single role. They want new skills and the opportunity to try new things,” reports CIO Magazine.10What Makes a Successful Career Development Plan?According to a study conducted by market research firm The Aberdeen Group, three out of the top five challenges faced by today’sbusinesses are related to workforce issues. These include addressing a shortage of skills, retaining top performers, and the ability to identifykey employees. Your talent management program should address these areas: 1. Skills growth and training: Giving employees the right skills to perform current tasks, while preparing them for future challenges, positively impacts productivity and bottom line results for your business. Ensuring your workforce is ready to meet your business objectives is imperative to the overall health of your organization. 2. Alignment with business goals: Ensure your business is aligned around its strategy and employees clearly know what is expected. If employees are not working on the right tasks, 37 percent of a strategy’s potential can be lost due to poor alignment.11 SMART goals can be tracked and linked to organizational goals in your talent management solution so that employees can see how their work impacts the larger business. 3. Increasing job responsibility: Set employees up for success by assigning jobs that take advantage of their strengths and skills, but are also challenging. A recent article in CIO notes that “providing a social environment with the right combination of new challenges and opportunities to learn new skills will engage Millennials and entice them to stay—an important point since data from PwC’s Saratoga Institute shows that replacing an employee can cost you 1.5X that employee’s salary burden.”12 4. Rewarding top performers: Develop guidelines for employee recognition that motivate your employees to do a better job and reward top performers. Your program should reflect the company’s goals and foster a positive work environment that encourages learning and development. SMART goals (Specific, Measurable, Achievable, Realistic, and 5. Succession planning: Make sure your company is ready in case a key manager or executive Timebound) leaves unexpectedly. Create a pool of employees that have the right skills and knowledge and can step into those roles and avoid lost productivity.Implementing Your Career Development PlanThe effectiveness of employee management has a direct impact on business results and your ability to compete in today’s challengingeconomy. It starts with the recruiting and on-boarding process and continues throughout your employee’s service with the company. Inorder to be successful, you must:Develop a strategy. Start with a clearly defined career development plan. Begin by identifying the skills that are needed right away andthose you will need to support the future success of your business. Then create training programs to build the skills needed for yourorganization’s success and the employees’ success in your business. 4 Towers Watson Global Workforce Study 7 Julie Halpert, “Could Millennials Spawn a Productivity Crisis?” The Fiscal Times, May 23, 2012. 8 9 Jeanne C Meister and Karie Willyerd, “Are You Ready to Manage 5 Generations of Workers,” Harvard Business Review HBR Blog Network, October 16, 2009. 10 Thor Olavsrud, “Tips on How IT Leaders Can Attract (And Retain) Millennials,” CIO.com, July 20, 2012. 11 Michael C. Mankins and Richard Steele, “Turning Great Strategy into Great Performance, Harvard Business Review, 2005. 12 Olavsrud, Thor, “Tips on How IT Leaders Can Attract (And Retain) Millennials,” CIO.com, July 20, 2012.
  5. 5. Provide support. With clearly defined goals in hand, make sure you set your employees up for success. A talent management system canbe useful to assess employee skill sets and assign the appropriate tasks that take advantage of these skills. Make sure employees have theright tools and training they need to achieve their goals.Leverage technology. Investing in an HRMS system, integrated with full performance and learning management tools, is an investmentin your employees. It can help you automate performance reviews and ensure employees are aligned and developed for maximumproductivity. Talent management tools can help you deliver highly targeted training of any kind and ensure that learning initiatives activelyaddress skill gaps and goals.Measure results. Typically, businesses using performance management software enjoy an increase in the percentage of high performersand an improvement factor of over five percent in productivity.13You will also see measurable results on your company’s ROEI in three areas:14 1. Cost savings: The automation of manual processes saves time and the increased focus on talent management reduces turnover. 2. Revenue growth: You will more easily identify the best internal candidates for open leadership jobs and position your company for success. 3. Improved employee productivity: Better talent management enables your organization to retain more high performers, thus improving productivity.The Bottom LineWith predictions of skills shortages and a mass departure of experienced Baby Boomers from the workforce looming, attracting andkeeping key talent is a major concern of business owners everywhere. Without the right employees, businesses will suffer lossesin productivity and ultimately smaller profits. Research indicates that companies who neglect employee training and career growthopportunities experience higher turnover and lower levels of employee engagement.Replacing employees is expensive, and unexpected departures can disrupt important business projects. In order to retain top performersand develop employees for future challenges, it is critical to implement a career development plan that appeals to all generations in theworkforce. Linking personal performance and learning goals to organizational goals can help you build a more skilled workforce, optimizeproductivity, keep critical roles filled, and improve engagement levels.As the workforce continues to transition between different generations of workers, career development is more important than ever.Organizations that make proactive career development part of their integrated HRMS and talent management strategy will reap the benefitsof higher employee retention, loyalty, productivity, and long-range workforce health. HRMS and talent management solutions can help keepemployees engaged and deliver the analytics to help managers and executives examine trends, support business decisions, and plan forfuture organizational changes. Companies that make that investment in their employees will be rewarded with increased competitivenessand long-term success. 513 Erik Berggren and Keith Messick, “Moving Mountains,” a SuccessFactors Research Whitepaper, 2009.14 ROEI: Return on Employee Investment. How to Achieve It and How to Benefit From It. A Sage Employer Solutions White Paper, 2011.Workforce Career Development Planning
  6. 6. About Sage HRMSAn industry-leading, customizable HRMS solution, Sage HRMS helps companies optimize their HRbusiness processes as well as maximize their Return On Employee Investment (ROEI)TM. Developed byHR professionals for HR professionals, Sage HRMS delivers a tightly integrated set of comprehensivefeatures and functionality that increases efficiency and improves productivity at every level in theorganization.With Sage HRMS, you can successfully meet and respond to the HR management challengesyou face every day in the areas of payroll, benefits, employee self-service, attendance, recruiting,training, workforce analytics, and more. By automating and streamlining your day-to-day HR businessprocesses using Sage HRMS, you and your staff are freed up to spend more time and energy on thebusiness asset that is most vital to your company—your employees.A global $2.2 billion software company with over 30 years of experience and 6.3 million customers,Sage has provided HRMS solutions longer than any other company in North America. By choosingSage, you not only get productivity- boosting HR and payroll software solutions, you get the supportof an award-winning customer service team and access to many other business tools and resourcesthat make your work life easier.To learn more, please call us at 800-424-9392, or visit our website at: na.sage.com/Sage-HRMSSage888 Executive Center Dr. West, Suite 300St. Petersburg, FL 33702Telephone: 800-424-9392na.sage.com/Sage-HRMS 6©2012 Sage Software, Inc. All rights reserved. Sage, the Sage logos, and the Sage product and servicenames mentioned herein are registered trademarks or trademarks of Sage Software, Inc., or its affiliatedentities. All other trademarks are the property of their respective owners. 09/12

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