Career Pathing


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Career Path by TalentGuard transforms how employee development is managed in the work environment. Employees are looking at careers in new ways. For them, it has become less about ascending methodically from job to job within a single company until the corner office is theirs. Instead of climbing the corporate career ladder — vertical and inflexible — employees are navigating career lattices. Career lattices provide strategic insight into lateral, upward and downward career paths.

Today, employees feel stumped, bored, and frustrated in their current positions, likely because they’re craving change, growth and development. It’s becoming easier and easier for people to change jobs, especially considering the growth of online job boards and company careers pages, which make it less cumbersome to both find opportunities and pursue them.

When this problem is left unresolved, companies will face major turnover and job satisfaction issues, forcing them to look externally for employees that fit their experience and competency requirements. For many companies, a constantly in-flux workforce has become a daily challenge of doing business. This trend is due in part to companies either placing an insufficient emphasis on supporting the professional development of their employees or simply lacking the skills and expertise to do so. Investing more time and energy into recruiting, holding onto, and developing their best employees can be unexpectedly complicated. Yet, it would be highly beneficial for companies to develop their existing employees in order to create a steady source of highly qualified talent from within.

Career pathing resolves these issues through a structured, communicated and holistic development plan to help employees visualize their career growth within the company. In companies that organize themselves this way, employees are better equipped to:

Enhance career progress
Identify and pursue employment opportunities within the company
Excel through aligned learning and development
Receive coaching and mentoring from managerial, HR and business leaders
Without active career planning, employees will be much more likely to see their best opportunities as lying elsewhere and leave for competitors in pursuit of their self-interest. Career planning assistance programs are not reserved for thriving, expanding companies with a wealth of resources to devote to human resource initiatives. Rather, career pathing is for every organization, whether it is flat, single-location or, multinational, whether in the high-tech, government, consumer packaged goods sectors, or any other industry. Keeping employees motivated, positive, and productive during stressful times is not easy, but actively providing career guidance can help maintain morale and reinforce a sense of loyalty when it’s needed most.

Published in: Technology, Business

Career Pathing

  1. 1. © 2012 TalentGuard/All Rights Reserved Career Pathing Best practices to guide employee transformation through empowerment and ownership of their own careers.
  2. 2. © 2012 TalentGuard/All Rights Reserved Meet Eric ©2012 TalentGuard
  3. 3. © 2012 TalentGuard/All Rights Reserved A.K.A...
  4. 4. © 2012 TalentGuard/All Rights Reserved Business Development Rockstar ©2012 TalentGuard
  5. 5. © 2012 TalentGuard/All Rights Reserved Eric works for John Learn More: ©2012 TalentGuard
  6. 6. © 2012 TalentGuard/All Rights Reserved Mr. Sales Director ©2012 TalentGuard
  7. 7. © 2012 TalentGuard/All Rights Reserved Eric “BD” Guy Eric and John Eric says: have been Talking about John says: Hey, please be patient. I’ve been through the same thing at this company and I’m trying to work with HR on some programs. Eric’s career ©2012 TalentGuard
  8. 8. © 2012 TalentGuard/All Rights Reserved High Performing Smart Solid track-record. Overlooked for a promotion. Unsure if skills transfer to other roles. ©2012 TalentGuard
  9. 9. © 2012 TalentGuard/All Rights Reserved Eric is… ©2012 TalentGuard
  10. 10. © 2012 TalentGuard/All Rights Reserved Bored and frustrated in his position . . . He wants a change. (BTW, 54% of employees feel like Eric.)* ©2012 TalentGuard
  11. 11. © 2012 TalentGuard/All Rights Reserved Eric’s Question for John: “Where do you see me going in this organization?” ©2012 TalentGuard
  12. 12. © 2012 TalentGuard/All Rights Reserved John is worried. Eric may leave the team or worse, the company. ©2012 TalentGuard
  13. 13. © 2012 TalentGuard/All Rights Reserved So, John wants to help Eric develop. Eric’s career to date… ©2012 TalentGuard
  14. 14. © 2012 TalentGuard/All Rights Reserved Eric Rand Business Development Manager, Heart Products Medco John Rand Roger Smith Stella Napers Director of Sales Heart Products Customer Vice President, Support Director of Marketing Spine Products Job Purpose Q U I C K S TAT S Drive Sustainable sales and profit performance for my company Years of Experience 0-2 3-5 Key Responsibilities Lead a talented team of sales professionals to increase revenue in new and existing customers. Development and staffing and developing all associates on the team Key Skills/Knowledge Industry and business acumen, customer experience, internal experience with ability to work cross functionally at Sr. levels within our company. Strong leadership and communication required. Key Success Factors Sales, Profit, Distribution, customer relationships and sales team collective and individual development MedRX, SMB Sr. Sales Associate 10-15 15+ Education HS BS/BA M PhD Career Aspiration VP Sales, VP Marketing, GM of Business Unit US What’s the best career advice you ever received? “Make sure you develop new skills everyday and share your learning with others.” Heart Products, Global Business Dev. Mgr. Medical Device Company - Heart Products, Enterprise Heart Pro, Enterprise 6-10 Business Development Associate Team Lead, Inside Sales Team Inside Sales Associate 1996-2005 2006 2007 2008 2009 2010 ©2012 TalentGuard 2011 2012
  15. 15. © 2012 TalentGuard/All Rights Reserved  Focused on Enrolled in 20 Networking self skill internally development development about classes opportunities Applying to Attending internal job internal career postings fairs Working with seeking self development mentors on management skills Eric has been proactive in his career . . . ©2012 TalentGuard
  16. 16. © 2012 TalentGuard/All Rights Reserved . . . BUT HE FEELS STUCK & HAS UNANSWERED QUESTIONS ©2012 TalentGuard
  17. 17. © 2012 TalentGuard/All Rights Reserved What competencies are required in other roles? What career options are available in my company? What learning gaps do I have? Who can help me make a changes or advance? What career options are available in my company? Should I join another company? ©2012 TalentGuard What resources are available to help me develop?
  18. 18. © 2012 TalentGuard/All Rights Reserved John needs help to ensure Eric sees his potential for future growth, and retain such a valuable employee. ©2012 TalentGuard
  19. 19. © 2012 TalentGuard/All Rights Reserved Meet Sarah ©2012 TalentGuard
  20. 20. © 2012 TalentGuard/All Rights Reserved Ms. HR ©2012 TalentGuard
  21. 21. © 2012 TalentGuard/All Rights Reserved Sarah is an advocate for Career Pathing ©2012 TalentGuard
  22. 22. © 2012 TalentGuard/All Rights Reserved SHE KNOWS THE BENEFITS OF CAREER PATHING CAN BE HUGE Direct Benefits: • Highly skilled workforce • Ready pool of leaders • Low turnover • Reduced absenteeism • Improved talent & knowledge asset retention Collateral Benefits: • Employer of choice • Employee motivation and morale • Employee job satisfaction • Pay for contribution ©2012 TalentGuard
  23. 23. © 2012 TalentGuard/All Rights Reserved SARAH’S 3 BEST PRACTICES 1. Process to Deliver—Develop a new Career Pathing model that will address the succession planning needs of the company. 2. Capacity to Deliver—Establish the capacity in the company to deliver Career Pathing services that will facilitate vertical and lateral transitions of employees. 3. Capacity to Support the Success— Develop the capacity to support the success of the employees involved in developing their own Career Paths, especially for employees in entry level positions. ©2012 TalentGuard
  24. 24. © 2012 TalentGuard/All Rights Reserved 1. Process to Deliver ©2012 TalentGuard
  25. 25. © 2012 TalentGuard/All Rights Reserved Where do I start? (tie it to the CEO’s agenda and communicate ROI) ©2012 TalentGuard
  26. 26. © 2012 TalentGuard/All Rights Reserved SARAH LINKED CAREER PATHING TO SUCCESSION PLANNING See her succession planning project: 1. Set clear expectations 2. Identify and benchmark 10 key positions 3. Create a competency framework based on those roles 4. Identify high potentials (a.k.a talent pools) via performance reviews and multi-rater assessments 5. Identify learning gaps and timing 6. Create and implement a custom development plan 7. Measure progress Learn More:
  27. 27. © 2012 TalentGuard/All Rights Reserved Sarah worked with a task force to create a Career Pathing Model (To teach employees HOW to manage their careers and ensure everyone knows their role!) ©2012 TalentGuard
  28. 28. © 2012 TalentGuard/All Rights Reserved 5 PHASED MODEL Collect job data Analyze gaps and map progression paths Create visuals for map display or set up career pathing software ©2012 TalentGuard Build out learning resource library and map it to competencies Develop individual learning plans and coach to success
  29. 29. © 2012 TalentGuard/All Rights Reserved Vice President Sales Sales Management Sales Director Senior Sales Manager - Industry/LOB/Region/Market/BU Sales Manager Account Director (Existing Account Only) Sales Account Management Major/Key/Named Account Manager (Existing Account Only) Senior Sales Account Manager (Existing Account/s Only) Sales Account Manager (Existing Account/s Only) Senior Principal Sales Representative - Software and Solution Software Solution Principal Sales Representative - Software and Solution Sales (Key Role) Senior Sales Representative - Software and Solution JOB FAMILY STRUCTURE • Department • Business Area • Regions • Country Sales Representative - Software and Solution Associate Sales Representative - Software and Solution Principal Sales Representative - Outsourcing and Service Outsourcing and Service Sales Senior Sales Representative - Outsourcing and Service Sales Representative - Outsourcing and Service Associate Sales Representative - Outsourcing and Service Inside Sales Manager Inside Sales Senior Inside Sales Representative (with or without levels and grades) Inside Sales Representative Associate Inside Sales Representative ©2012 TalentGuard
  30. 30. © 2012 TalentGuard/All Rights Reserved JOB ROLE PROFILES Competencies Business Development Specialist Business Development Manager Senior Business Development Manager Quickly sizes up multiple situations and complex problems and makes excellent, timely decisions Pursues his or her work with energy, drive, and a need to finish Decisive Judgment Makes decisions in a Makes good decisions timely manner, even with quickly, with or incomplete information without complete information and under tight deadlines and pressure Defines his or her work in terms of results, and pursues success with energy and drive Sets clear and lofty goals for himself or herself, as well as for the organization, and pursues them with enthusiasm and energy Commits to meeting the expectations and requirements of internal and external stakeholders Dedicated to and openly communicates to staff that customer service to stakeholders comes first Strategically plans ways to demonstrate superior customer service for district stakeholders Driving For Results Customer Focus ©2012 TalentGuard With defined: • Experience requirements • Credentials • Demonstrated competencies
  31. 31. © 2012 TalentGuard/All Rights Reserved ROLE PROGRESSION Feeder Role Role Next Role Director of Business Business Development Development, Sales Senior Business Manager, Marketing Manager, Manager of Development Manager Manager, Channel Marketing, Manager Manager, Sales Manager of Channel Sales Business Development Specialist, Marketing Specialist, Channel Specialist Business Development Manager Senior Development Manager, Sales Specialist, Channel Specialist Telesales Manager, Business Development Business Analyst, Specialist Customer Analyst, Sales Support, Sales Engineer Business Development Manager, Marketing Coordinator, Business Analyst Manager TeleSales Team Leader, Operations Specialist, Inside Sales Supervisor Identification of feeder roles and next potential roles within and across departments Business Development Specialist, Product Specialist, Business Analyst, Call Center Manager Telesales Manager ©2012 TalentGuard
  32. 32. © 2012 TalentGuard/All Rights Reserved GAP ANALYSIS Employee profiles are completed, including: 1. Skills profile, a selfassessment of role-based skills. 2. Readiness profile, or the variance between employee gaps and the business needs. 3. Manager review, a proficiency review by the employee’s manager designed to validate the competency and readiness profiles. ©2012 TalentGuard
  33. 33. © 2012 TalentGuard/All Rights Reserved 2. Capacity to Deliver ©2012 TalentGuard
  34. 34. © 2012 TalentGuard/All Rights Reserved SARAH’S QUANDARY “How do I make it easy for employees to use the information?” Manual? Automated? ©2012 TalentGuard
  35. 35. © 2012 TalentGuard/All Rights Reserved MANUAL APPROACH Pro Looks good Quick snapshot Easy-to-see paths Simple interface Works for single department or small company • Suitable for print • Lowest cost • • • • • Con • Limited interaction • Limited scalability (only limited connections) • No “what if” scenarios • Manual development planning • Difficult to see detailed gaps • Not easily updateable ©2012 TalentGuard
  36. 36. © 2012 TalentGuard/All Rights Reserved SARAH’S REALITY Fact: 15K Employees Fact: 600 Unique Roles Fact: Need to Show Mobility Globally ©2012 TalentGuard
  37. 37. © 2012 TalentGuard/All Rights Reserved I wonder if I can create a map? ©2012 TalentGuard
  38. 38. © 2012 TalentGuard/All Rights Reserved This is what she ended up with! ©2012 TalentGuard
  39. 39. © 2012 TalentGuard/All Rights Reserved Realization: Our people will be even more confused with that map! ©2012 TalentGuard
  40. 40. © 2012 TalentGuard/All Rights Reserved This is where most companies fall short ©2012 TalentGuard
  41. 41. © 2012 TalentGuard/All Rights Reserved Decision: Automation is Required Pro Highly interactive / dynamic Employee dashboards Can build unlimited paths Customized to your role profiles/competencies • Specific gaps are presented • • • • Biz Dev Manager Telesales Team Leader (based on role/employee profile) Telesales Assistant • Development options recommended • Easy-to-use interface • Scalable Biz Dev Specialist Telesales Manager ©2012 TalentGuard
  42. 42. © 2012 TalentGuard/All Rights Reserved Identify skill gaps Add skill gaps to IDP Telesales Map skills to learning resources ©2012 TalentGuard
  43. 43. © 2012 TalentGuard/All Rights Reserved 3. Capacity to Support Success ©2012 TalentGuard
  44. 44. © 2012 TalentGuard/All Rights Reserved It’s all about the plan. ©2012 TalentGuard
  45. 45. © 2012 TalentGuard/All Rights Reserved SUCCESS REQUIRES TEAMWORK    EXECUTIVE TEAM HR MANAGER(S) LINE MANAGERS, TEAM LEADERS, & SUPERVISORS                 TRAINING MANAGER(S) HR STAFF EMPLOYEES TRAINING PROVIDERS            Formulate strategic plans and goals in which current/future skills needs are addressed Make decisions about the overall skills development process in the organization Ensure that the process is focused on developing the skills the organization needs to achieve its strategic objectives Approve the allocation of the financial, human, and other resources needed Promote the skills development process through local support and encouragement Approve and sign off on the implementation plan Build and support a culture that values training and lifelong learning Ensure that the career development process is integrated into other HR processes Make relevant information available to the team (e.g., job descriptions, etc.) Provide input into the career process to ensure that the path addresses the needs of the company Describe HR policies/procedures/requirements for job design/profiles Provide input on the performance problems and training needs in the division/unit Recommend solutions to identified performance problems Provide input into the training development process to ensure that the IDP addresses performance gaps and training needs Oversee budgets relating to training programs Promote various career paths and coach employees toward those various paths Authorize the participation of employees in training programs Provide feedback on the impact of the career path initiative Oversee the strategic direction and performance of the training and development function in line with HR and organizational objectives Work in close consultation with managers and other teams to ensure that the career path plan is in alignment with the training plan Develop new curriculum based on skill gaps Provide employees with access to career path information Set expectations with employees about how career paths can be used Capture information on employees that must be included in the training plan and IDPs Continuously update employee records (e.g., new qualifications) Build career path scenarios Identify skill gaps during the training needs analysis Communicate with manager and HR Deliver quality programs that may be needed to help develop employees Customize the programs to ensure they meet the needs of the organization ©2012 TalentGuard
  46. 46. © 2012 TalentGuard/All Rights Reserved Be careful not to underestimate the coaching factor. ©2012 TalentGuard
  47. 47. © 2012 TalentGuard/All Rights Reserved Career “Service” Center Executives HR Vendors Career Center Employee MGRs ©2012 TalentGuard
  48. 48. © 2012 TalentGuard/All Rights Reserved Career Center Mission The Career Center serves as a primary connection between HR and the line managers, providing career coaching to optimize the employee experience. • Coach employees and line managers in people matters • Coach and advise employees and managers in career planning and development • Manage key performance indicators impacting career mobility ©2012 TalentGuard
  49. 49. © 2012 TalentGuard/All Rights Reserved Meet Fran “The Career Coach” Certified Professional in Career Management Learn More: ©2012 TalentGuard
  50. 50. © 2012 TalentGuard/All Rights Reserved The Next Chapter. ©2012 TalentGuard
  51. 51. © 2012 TalentGuard/All Rights Reserved Eric has a plan. ©2012 TalentGuard
  52. 52. © 2012 TalentGuard/All Rights Reserved Eric knows what career options are available in his company. Eric is aware of the learning resources available to help him develop in his new role. He is aware of the competencies required in other roles. He knows predecessors who’ve made successful career changes and can be mentors. He knows the learning gaps needed to develop to pursue a different role. ©2012 TalentGuard
  53. 53. © 2012 TalentGuard/All Rights Reserved John feels more effective as a manager and knows how to coach Eric. ©2012 TalentGuard
  54. 54. © 2012 TalentGuard/All Rights Reserved Sarah is thrilled by the latest employee survey. Dramatic improvement in job satisfaction scores! ©2012 TalentGuard
  55. 55. © 2012 TalentGuard/All Rights Reserved Happy Employee Satisfied Manager Relieved HR Team Thriving Company ©2012 TalentGuard
  56. 56. © 2012 TalentGuard/All Rights Reserved A few words about TalentGuard ©2012 TalentGuard
  57. 57. © 2012 TalentGuard/All Rights Reserved What Does TalentGuard Do? • TalentGuard markets and sells talent management software and consulting services that measurably improve management’s ability to develop and retain people, align with corporate goals, and improve visibility into performance. © 2012 TalentGuard - Confidential 57
  58. 58. © 2012 TalentGuard/All Rights Reserved Superior career pathing tool that enables employees to map career Talent Navigator paths, identify gaps and develop specific skills • Generates various career path scenarios based on employee interests • Supports all organizational roles, hierarchy, grades and progressions • Development of customizable job profiles/preferences • Create career roadmap up to 8 lateral or upward transitions • Creates employee profiles for matching engine • Identifies gaps between current and future roles • Supports development goals for career planning review • Allows for management and HR support of development plans © 2011 TalentGuard
  59. 59. © 2012 TalentGuard/All Rights Reserved What Next? Kick-start Your Career Pathing Consulting Project Call us at 512-943-6800 Schedule a Demo of Career Navigator Register for Upcoming Webinars • “Making Performance Management More Manageable—and Less Maddening” September 25, 12pm-1pm CST • “Employee Development: Measuring Employee Performance” October 3, 12pm-1pm CST • “Coaching Employees: 5 Reasons Managers Should Be Career Coaches” October 24, 12pm-1pm CST ©2012 TalentGuard
  60. 60. © 2012 TalentGuard/All Rights Reserved Connect with Us • • • • Blog: Twitter: @TalentGuard Facebook: Linked-in Group: TalentGuard ©2012 TalentGuard