Career Development Plans as a Competitive Advantage
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By offering employees career opportunities where they can truly reach their potential, both the company and employees win. Frank Riordan shares how his company, DMC, continues to improve its culture, with a focus on providing career advancement opportunities. Frank shares DMC’s Career Development Improvement Plan, which was created with internal committees to address the needs of DMC’s ambitious and creative workforce, including the successes and pitfalls seen in implementing the plan.
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Career Development Plans as a Competitive Advantage
- 1. Career Development Plans as a Competitive Advantage
- 3. Find, Attract, Hire, & Retain Top Entry Level Talent
- 4. • Profile your best people • Determine your standards for evaluating resumes • Recruit on-campus • Set the tone for new employees Find, Attract, Hire, & Retain
- 5. How Far We’ve Come View video at http://bit.ly/dmchowfar
- 6. DMC Overview Established in 1996, DMC serves customers worldwide from offices in Chicago, Boston, Denver, Houston, New York, Reno, Seattle, and St. Louis.
- 7. DMC Core Values 2. Respond To The Customer 3. Make Things Happen 4. Be Profitable 1. Hire Smart People 5. Share Information 6. Have Fun 7. Tell It Like It Is
- 9. Now What?
- 10. Finding Your Why
- 11. Inspiring Vision Statements To become the world’s most loved, most flown, and most profitable airline
- 12. Inspiring Vision Statements Tospreadthe powerofoptimism
- 13. Inspiring Vision Statements Toorganizetheworld’sinformationandmakeit universallyaccessible anduseful
- 14. Inspiring Vision Statements Tobuild aplacewherepeoplecancometo findand discoveranythingtheymight wanttobuyonline.
- 15. Start with Why
- 17. • Company growth • New technologies • Profit • Number of offices • Being on a glamour list • Number of employees • Delivering great solutions for our clients My Why
- 18. Providing everyone at DMC the opportunity to reach their potential. My Why (Vision)
- 20. Career Ladder
- 21. • We developed a ladder that worked for about 15 years. • “What do I need to do to advance?” • You’re already operating at that level to get promoted. Career Ladder
- 22. Career Ladder Project Manager Project Engineer Systems Engineer Project Director
- 23. • Provide more consistent and structured feedback • Standardize review process • Create more structure as we grow Process Improvement Goals
- 24. • Career Development Improvement Plan • Developed internally with people at all levels • Started with a survey 5 or 6 questions • Looked at best practices in our industry and others CDIP for Engineering
- 25. CDIP Team
- 26. • Provide options for growth by using a lattice • Identify training/advancement • Determine what employees need to do to advance • Measure against 5 competencies CDIP for Engineering
- 27. 1. Technical Proficiency CDIP Competencies
- 28. 2. Project Management CDIP Competencies
- 29. 3. Managing Others CDIP Competencies
- 30. 4. Business Development CDIP Competencies
- 31. 5. Core Competencies CDIP Competencies
- 32. Career Lattice
- 33. Project Manager: Business Development Competency I II III IV V VI VII Technical Proficiency Project Management Managing Others Business Development Core Competencies
- 34. Project Manager: Management Competency I II III IV V VI VII Technical Proficiency Project Management Managing Others Business Development Core Competencies
- 35. Technical Manager Competency I II III IV V VI VII Technical Proficiency Project Management Managing Others Business Development Core Competencies
- 36. • Important to get buy-in from engineers • Lots of input • Avoiding checklist mentality • Drawing the line with exceptions • Creating the system ourselves Challenges
- 37. CDIP App
- 38. Result
- 39. • 3 reviews annually • Let people know where they are and what they need • More consistent, objective, and fair Reviews/Promotions Updates
- 40. • Squeaky wheel got the grease in the past • Implemented a compensation committee • Structure now in place to standardize our approach Compensation Updates
- 41. • User groups • Presentation opportunities • Certification/license training • Reverse shadowing • Marketing contributions Beyond the CDIP Matrix
- 42. Career Development in Action
- 43. Career Development in Action
- 44. Career Development in Action
- 45. Career Development in Action
- 46. Managers in the Making
- 47. Advancement is driven by meritocracy, not seniority.
- 48. Career Development in Action
- 49. • Find • Attract • Hire • Retain Career Development in Action
- 50. What are the Results? 170
- 51. • Company growth • New technologies • Profit • Number of offices • Being on a glamour list • Number of employees • Delivering great solutions for our clients Opportunity to Reach Potential
- 53. • Start with Why • Look at industry best practices • Listen to your employees • No one way to grow • Measure against competencies • Create a system that fits your organization • Get employee buy-in Wrap Up
- 54. DMC at 20 View video at: http://bit.ly/dmcis20
Editor's Notes
- The last time presented here was in 2014 in San Diego.
- Who was I fortunate enough to give this presentation to four years ago?
- We’ll be focusing on retaining & growing employees today.
- The end of the 2014 presentation was a show stopper, so we’re going to start there. How Far We’ve Come video
- What’s new? Last time we had three offices. This year, we’ll have eight.
- (Emphasize “Hire Smart People?”) Note our core values are operational, not aspirational and that their order is deliberate and important. Our number one core value and inherent part of our tagline (Smart People. Expert Solutions) (registered trademark) is getting great people on board!
- We’ve been doing great at this for a long time. Have won awards, people regularly visit DMC o learn about our culture, and we’re always happy to share!
- We have an amazing group of ambitious talented people with great potential. What do we do long term?
- What drives most companies & leaders? What are typical motivators? These could even be your standard mission & vision statements. There are many I’ve seen that are pretty inspiring, such as 1. “To become the world’s most loved, most flown, and most profitable airline.” – Southwest Air or AMAZON: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Or GOOGLE: To organize the world’s information and make it universally accessible and useful. Or MICROSOFT: Empower people through great software anytime, anyplace, and on any device.
- AMAZON: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Or GOOGLE: To organize the world’s information and make it universally accessible and useful. Or MICROSOFT: Empower people through great software anytime, anyplace, and on any device. To spread the power of optimism ASK – Does anyone here have a vision statement or “why?”
- AMAZON: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Or GOOGLE: To organize the world’s information and make it universally accessible and useful. Or MICROSOFT: Empower people through great software anytime, anyplace, and on any device. To spread the power of optimism ASK – Does anyone here have a vision statement or “why?”
- AMAZON: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Or GOOGLE: To organize the world’s information and make it universally accessible and useful. Or MICROSOFT: Empower people through great software anytime, anyplace, and on any device. To spread the power of optimism ASK – Does anyone here have a vision statement or “why?”
- AMAZON: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. Or GOOGLE: To organize the world’s information and make it universally accessible and useful. Or MICROSOFT: Empower people through great software anytime, anyplace, and on any device. To spread the power of optimism ASK – Does anyone here have a vision statement or “why?”
- Is anyone familiar with Simon Sinek? He wrote a great book and has amazing videos on helping people find their purpose, or put another way, vision, or put another way, helping people find their why.
- The premise of Start With Why is that Why do you do what you do?
- Let’s start out with what are NOT personal drivers of mine. Studying for a grade vs becoming an expert, not mutually exclusive So what does drive me?
- Help ppl focus on strengths and areas that give them joy out of work Today, we're going to talk about how to structure that path.
- CDIP for short We started two years ago, wanting to define and hone in on what career development at DMC looks like
- This is Tim, one of our Project Directors. Back in 1999 he looked like this. Tim joined DMC when we had about 5 or 6 employees. He asked me what the career ladder looks like. I said, "I don't know, but you can help build it." That was a fair answer at the time, but as we've grown we want to give people more defined growth trajectory and paths and make it clear what they need to do and how we measure it.
- Wasn’t fair, was ambiguous and inconsistent Ladder wasn’t detailed enough for people to know what to do. Wasn’t consistent for promotions. I got frustrated when people asked how to advance. "Figure it out" isn't fair to the person or the most productive. We don’t believe a title change indicates you'll have a new job. You're already operating at that level to reach the promotion.
- We borrowed this from Deloitte Consulting It worked for us for quite some time
- We evolved with giving more consistent feedback, structured feedback, consistent reviews, standard ways of operating and realized we needed to create more structure as we grew
- This is Kristie, she led the initiative Survey asked whether people have a clear understanding of how their performance is evaluated and what is expected of them to reach the next level. “I feel I have a clear understanding of how my performance relates to my compensation.” “I feel I receive useful feedback as it relates to my career development.” We didn't invent the wheel. Shout out to PC, Avid was one of the best examples. We learned we wanted to have a career dev matrix vs. a ladder
- This was internal initiative of people from all levels at DMC
- Multiple paths not checkboxes
- Capabilities with different HW & SW platforms, process and industry experience, etc.
- Experience managing projects, both technically & commercially
- Starting with mentoring and moving up to long-term career development, we identified managing others as a fundamental competency needed.
- This is sales and account management, everything from creating and delivering proposals to maintaining and growing accounts.
- Catchall – exemplify core values, someone that people look up to, someone who selflessly contributes, etc. By identifying these core competencies it did two things: gave a path for advancement as well as a good starting point for training development.
- Introducing lattice concept… We decided there are a lot of different paths for people to advance. ASK – What kind of structure does your company have?
- We realized we wanted to have a career development matrix vs. a ladder
- We realized we wanted to have a career development matrix vs. a ladder
- We realized we wanted to have a career development matrix vs. a ladder
- Feedback has been positive overall. Some engineers all for it, some didn’t want to be measured against a list. Lots of input slowed things down Not a checklist to get to the next level. Balance setting expectations but not rigid rules to advance. Exceptions for where people should be if they’ve been on site for a year (what about 6 months, 4 months)?
- We started at first with spreadsheets. Then looked for off-the-shelf HRIS to use, but our process didn't align with that. WE created our own. Screenshot of first spreadsheet. Click to see new app version.
- We're giving people a better framework and path to growth
- More direction to what we talk about in reviews, what we're looking for at next level, identifying gaps, something tangible they know what to do next Used to be "it's time to promote people", more individualized, feedback is there so they aren't surprised New review meeting, everyone speaks, everyone more involved, now have a promotion committee to keep people aligned (among all offices) All engineers have objective quantified feedback weekly Close loop as often as possible informally Provide feedback via email reminder for people you don't work with all the time
- Up until a few years ago, I did all changes. Wasn't fair across the board. This becomes more fair as we grow, and that’s really important
- What we do to institutionalize career development User groups (embedded, .NET, Labview) helps give people more knowledge and useful skills, improve the company Presentations - weekly status meeting, project presentations monthly , conference presentations Reverse shadowing – Managers let others lead proposals and project manage to gain experience, they just supervise Marketing – Webby monthly, technical writing builds expertise and credibility
- Share some results on a more human scale Jon started working at DMC in 2008 as a newly graduated systems engineer In 2015, he opened DMC’s New York office In 2018, he’ll be leading DMC East
- Jason started at DMC in 2010 as a Systems Engineer. Helped start our Boston office in 2013.
- Deborah started as office manager. Nos she’s Director of Finance and HR, she leads a team.
- Boris won the green card lottery to move to the US from Russia. Started at DMC in 2003, not the best time to look for engineering work. Hired him, little bit of a risk. Now helping lead Denver office. Principal engineer and tech go-to for many aspects of the company.
- Creating a new level of managers as a result of CDIP Will have training in Chicago this June, more structured, help facilitate career development.
- Some have advanced faster. Ryan L is exceptional and he has had the opportunity to help grow two new offices. He started in Chicago, then helped open Boston, then helped open Houston. It’s allowed him to achieve a lot of what we’re looking for in CDIP (business development, project management) ahead of his peers.
- What other effect does providing career development opportunities have? Let’s bring this full circle back to my 2014 presentation. Being able to illustrate how employees have grown in the company helps you find and keep other great people.
- Since 2014 (last presentation) Two established offices in 2014 and one new office - today we're opening our 7th office. Look up headcount vs. today (including all accepted). Growth was 131% top line over 4 years. Bottom line 123%. Our training plans have become more deliberate for career development.
- As result, of giving them opportunity to reach potential our growth is driven by internal need, delivering great solutions has to happen in order for us to continue to be healthy and give people opportunities. We have to make money. People crave new technologies. New offices = new opportunities to grow. Everything that isn't a direct driver is a result of providing people the opportunity to reach their potential.
- This is all an ongoing process.