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  • 1. Career Development Solutions Career Development Experts for Over 30 Years Strategic Career Development Thom Powell, Workforce Development, ACT SPHR Conference; November 5, 2013 © MasteryWorks, Inc. 2010 1
  • 2. About CRG and MasteryWorks Thom Powell - SPHR Former VP – Talent Solutions CRG Lee Hecht Harrison Dr. Caela Farren, Founder & CEO CRG Lee Hecht Harrison CRG helps connect people with jobs and improve performance through career and leadership development • Author of Designing Career Development Systems and Who’s Running Your Career? • ASTD Walter Story Award for achievement in career management field • • • • Leaders in career management for over 30 years Content development with proven framework, assessments and tools Web-based career portals and assessment toolkits Fortune 1,000, government and educational institutions © MasteryWorks, Inc. 2010 2
  • 3. Objectives  Understand the importance of effective career development systems, especially to employee engagement, productivity and retention  Explore the components of effective career development systems, and how they should be:  employee driven,  manager enabled, and  organizationally supported  Share best practices for driving, enabling, and supporting strategic career development © MasteryWorks, Inc. 2010 3
  • 4. Research on Retention  58% are keeping their options open to move. 15% are looking to change jobs now. Towers Watson  54% of employed Americans plan to look for a new job once the economy rebounds; that increases to 75% of those between ages 18 and 29. Adecco  >50% of executives say their organizations are ineffective at managing and keeping talent. HIPO turnover was about 30% last year. CEB  #1 reason talent leaves: need for advancement (32%), #2 is pay/benefits (22%), and #3 is lack of job fit (20%) [Managers influence each] SHRM © MasteryWorks, Inc. 2010 4
  • 5. Research on Engagement  30% of U.S. employees are engaged, 50% are not engaged, and 20% are actively disengaged (costing U.S. businesses $500B/year). Gallup  Engagement levels for top performers have dropped to 25%. One third of top performers are dissatisfied with their managers and their companies’ leadership. Watson Wyatt  Nearly half of the world’s employees are not engaged. Each disengaged employee costs an average of $10,000 in profit annually. Aon Hewitt © MasteryWorks, Inc. 2010 5
  • 6. Engagement Matters!  Work units scoring in top 25% have significantly higher profitability (22%), productivity (21%), and customer ratings (10%); less turnover (25-65%), safety incidents (48%), quality defects (41%), absenteeism (37%), and shrinkage (28%), compared with those in the lowest quartile. Gallup  Companies with high levels of engagement outperformed those with less-engaged employees in operating income (33% difference) and earnings per share (11% difference). Towers Watson © MasteryWorks, Inc. 2010 6
  • 7. Engagement Business Model EMPLOYEE ENGAGEMENT CUSTOMER ENGAGEMENT Leadership Effectiveness Products Engagement Culture Personal Connection Processes © MasteryWorks, Inc. 2010 © Wilson Learning Worldwide Inc. 7
  • 8. So is Career Development Strategic?  Aberdeen’s 2013 Human Capital Management Trends study top strategic priority (cited by 47%): identifying, and ultimately closing, gaps between the skills and capabilities of their current workforce and the skills and capabilities required by future business plans  Pressures include:  Need for more leadership talent  Lack of key skills in the marketplace  Changes requiring re-education, realignment © MasteryWorks, Inc. 2010 8
  • 9. Strategic Career Development  Aberdeen’s new “Closing Critical Skill Gaps” study – most common strategy cited by Best-in-Class: consistent development at all career stages  78% of employees at Best-in-Class organizations rate themselves as highly engaged!  Able to achieve better results today, and also better positioned to compete in the future  Current employees engaged and willing to stay, and company able to fill critical positions from within © MasteryWorks, Inc. 2010 9
  • 10. Development at all Career Stages © MasteryWorks, Inc. 2010 10
  • 11. Best-in-Class HR Initiatives  Assessments (76% pre-hire, 60% post-hire)  Career Development (57%; 78% more likely than “Laggards”)  Coaching / M entoring (99%)  Competency M odeling (78%)  Development Planning (78%)  Employee Learning Portal (69%)  Leadership Development (51% EL, 69% FL, 63% ML, 54% E)  Performance Management Technology (64%)  Succession Management, Workforce © MasteryWorks, Inc. 2010 Planning? 11
  • 12. An Integrated Approach Shared Responsibility & Shared Participation Employee Driven Employees Managers Manager Enabled Individual Career Management People Engagement Practices Organization Strategic Talent Systems Organizationally Supported © MasteryWorks, Inc. 2010 12
  • 13. Employee Best Practices Employee Practices • Interests • Values • Personality/Style • Competencies/ Skills Person Know Your Strengths How Am I Unique? Performance Know Your Reputation What Are My Capabilities? Place Know Your Environment How Is The World Of Work Changing? Possibilities Set SMART Goals What Are My Aspirations? Plan Develop an Action Plan How Can I Accelerate My Learning? Resources & Tools • Reputation • Feedback/Others Perspective • Network • Industry Trends • Organization Trends • Profession/Trade Trends • Career and Life Options • SMART Goals • Organization • Alignment Support/Mentors • Development Plan • Daily Practice © MasteryWorks, Inc. 2010 13
  • 14. Powerful Career Questions • What is the greatest strength (competency) you bring to your work? • What are the words that others use to describe your reputation? • What is the #1 trend or change that will have the biggest impact on your work in the next year? • What opportunities are there for you to make significant contributions in the next 12 years? • What is the most important thing you need to develop this year? © MasteryWorks, Inc. 2010 14
  • 15. Systems Approach Employee Practices Career Initiatives Competencies/Skills Interests Values Style Person How Am I Unique? Performance What Are My Capabilities? Place How Is The World of Work Changing? Performance/Reputatio n Team Perspective Industry Network Knowledge Organization Knowledge Profession/Trade Management Practices Appreciate Uniqueness Assess Capability Anticipate the Future Career Options SMART Goals Alignment Check Possibilities What Are My Aspirations? Plan How Can I Accelerate My Learning? Align Aspirations Build Support Learning Plan/IDP Practice Daily Accelerate Learning © MasteryWorks, Inc. 2010 15
  • 16. Managers & Organizations 1. Quality of and relationship with leaders 2. Challenging and meaningful work 3. Training and development opportunities 4. Career opportunities and discussions 5. Clear direction and alignment 6. Coaching, mentoring, and support 7. Recognition and involvement 8. Teamwork relationships with peers 9. Work and life balance – flexibility 10.Equitable compensation and benefits © MasteryWorks, Inc. 2010 16
  • 17. An Integrated Approach The Power of Partnership Shared Responsibility & Shared Participation Employees Managers Individual Career Management People Engagement Practices Increased: • Engagement • Productivity • Retention • Results Organization Strategic Talent Systems © MasteryWorks, Inc. 2010 17
  • 18. Thank You! Feel free to contact for more information: 319-337-1291; thom.powell@act.org www/act.org/products/workforce-act-workkeys/ 800.WORKKEY (800.967.5539) MasteryWorks, Inc. CRG Lee Hecht Harrison www.masteryworks.com www.crgpros.com 1-800-229-5712 1-515-453-9590 © MasteryWorks, Inc. 2010 18
  • 19. An Integrated Approach Three Critical Areas of Focus for Individuals (Employee Driven) Interests Strengths (Manager Enabled) Opportunities (Organizationally Supported) © MasteryWorks, Inc. 2010 19