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Career Path Development Presentation

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A framework for the implementation of a career framework and integrated continuous development culture

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Career Path Development Presentation

  1. 1. CHOICES: Career Management
  2. 2. Career Development – The Future: Reward Review Promotion Secondment/ Projects Development Performance Improvemnt As is Local vacancy Group vacancy CHOICES: External vacancy
  3. 3. <ul><li>Our Business plans are ambitious: </li></ul><ul><li>We want to continue to grow year on year </li></ul><ul><li>Increase profitability where possible </li></ul><ul><li>Maintain No 1 reseller position in the UK </li></ul><ul><li>Acquire more business via acquisition and merger </li></ul><ul><li>Achieve sales of £5 billion in the next 10 years </li></ul><ul><li>Continuously improve </li></ul><ul><li>Provide high levels of customer service </li></ul><ul><li>Maximise the potential of our people </li></ul>Business Plans Business Plans
  4. 4. <ul><li>Departmental Plans can include: </li></ul><ul><li>Strategy documents </li></ul><ul><li>Targets, objectives and KPIs </li></ul><ul><li>Balanced scorecard indicators </li></ul><ul><li>Operational plans </li></ul><ul><li>Project plans </li></ul><ul><li>Budgets </li></ul><ul><li>People development </li></ul><ul><li>Succession planning & organisational design </li></ul><ul><li>Quality improvement plans </li></ul>Departmental Plans Departmental Plans
  5. 5. Current we operate grades which help to determine your level in the organisation. We will be moving towards a more simplistic model of 5 Career Bands which gives greater flexibility in terms of advancing your career progression to more senior roles. Each band will have a broader salary scale and its own set of benefits. As you progress in your role you have options to develop within your current career band or into another career band. These might include developing skills relevant to your Band so that you can move between Departments or perhaps take advantage of internal promotion opportunities and move up into the next Band.   Career Bands Career Bands
  6. 6. Job Families are a natural group of people with the same skill sets relevant to a particular professional area e.g. Finance, IT, Analyst, a job family could span different departments Ways of illustrating linkages between our internal departments, the Group and the wider working world at large Places where you can see your career investments paying dividends giving you the choice to develop as a professional with transferable skills that benefit the business and you! Group Job Families Job Families
  7. 7. <ul><li>The Core Competencies are: </li></ul><ul><li>Represented in a Framework </li></ul><ul><li>Applicable to everyone working in our business </li></ul><ul><li>Functional and skills focussed </li></ul><ul><li>Indicative of ability, responsibility and performance orientated </li></ul><ul><li>Assessed during 1:1s and annual PDR </li></ul><ul><li>A sound base from which to assess performance and development reflective of wider competencies used across the business </li></ul>Geoff has recently been working with a small team to develop a client presentation which is something he’s not done before. He’s keen to improve his competence in this area and so went on a lunchtime training session on PowerPoint. Marie is Geoff’s line manager is particularly impressed with his new skills so much so that she has asked Mick to review the presentation as a basis for a new team briefing. Geoff is now confident in his use of PowerPoint and in making presentations to others in his team. Geoff has archived his presentation as evidence for his next PDR. Core Competencies Core Competencies
  8. 8. <ul><li>Technical Competencies are: </li></ul><ul><li>Specific competencies </li></ul><ul><li>Functional and task focussed </li></ul><ul><li>Operational at Bands A, B and C </li></ul><ul><li>Generated in support of an industrial sector </li></ul><ul><li>Collective capabilities for the whole of the Marketing Department </li></ul><ul><li>Skills and knowledge based reflecting industry need e.g. Finance, Marketing, HRD, Warehouse </li></ul>Amanda is working as a Manager in the Marketing Department. She needs to plan the objectives for the role of Production Manager working at Band B. From the Technical Competency Screen Guide she can see the key functions and competencies required to effectively fulfil the role. One of the key tasks they need to do is set and manage pricing and specifically be able to: “ Create, set, manage and use sustainable competitive pricing policies: Utilise multiple channels, promotional pricing and discounting, monitoring options, and measure perceived customer value” Knowing this Amanda can check if this is something being done by the current Manager or if the task needs to be allocated to another role. Technical Competencies Technical Competencies
  9. 9. <ul><li>Recruiting a new resource needs to have the right Role Profile. The focus for this is the Role Specification which is pulled together using key business information from: </li></ul><ul><ul><li>The Career Bands </li></ul></ul><ul><ul><li>Band Descriptors </li></ul></ul><ul><ul><li>Departmental Competencies </li></ul></ul><ul><ul><li>Generic Competencies </li></ul></ul><ul><ul><li>Job Families </li></ul></ul><ul><ul><li>Departmental Plans, PDR evidence and Business Objectives </li></ul></ul>With the right Role Profile we get the right resource for the right job. It contains enough specific and generic information and illustrates to any individual the true nature of the job on offer. Now recruitment agencies and potential employees know exactly what we want and why., both technical/professional and behavioural. Once planned and assigned the Role Profile forms the ‘initial’ basis of employment. Over time through 1:1s etc. it will change to reflect business need and career development opportunities. Who has the same job now they had when they first arrived? Your Role Profiles are now tools to help you reflect on and develop careers, not just list of things people have to do,; more the how than the what! Role Profiles Role Profiles
  10. 10. <ul><li>1:1s are undertaken on a regular basis (eg, monthly) throughout the year to: </li></ul><ul><ul><li>Support personal development and achievement of task and responsibility </li></ul></ul><ul><ul><li>Combine hard metrics with project, customer and development measures </li></ul></ul><ul><ul><li>Align performance to reward such as bonus and commission </li></ul></ul><ul><ul><li>Identify any issue that may be impairing performance </li></ul></ul><ul><ul><li>Clarify changing role objectives </li></ul></ul><ul><ul><li>Improve employee relationships </li></ul></ul><ul><ul><li>Give all staff equal opportunity to make the most of their career development choices </li></ul></ul>Sam has been looking forward to her 1:1 since setting new objectives with her line manager at her previous PDR. The objectives they agreed were SMART as well as extending and Sam’s identified the reward she’s after – more responsibility. The 1:1 is due to be held on Thursday afternoon and Sam has collected what she thinks is the right evidence, including some statistical reports, database records. Sam is well on the way to proving she is consistently and competently hitting her new agreed level of performance and achieving the planned objectives. Her line manager is already impressed at her new level of performance and is of the opinion that she can take on more responsibility if she attends additional training support in the near future. 1:1s 1:1s
  11. 11. <ul><li>The Reward process (R&R) is: </li></ul><ul><li>Managed through line management relationships </li></ul><ul><li>Supported by HRD and accessible via the Intranet from InTouch </li></ul><ul><li>An essential part of the performance management process </li></ul><ul><li>Mandatory in conjunction with the PDR to advance requests for reward and recognition </li></ul><ul><li>Staged throughout the year </li></ul><ul><li>Recognises all performance factors, eg, development, target achievement, customer satisfaction, team work, quality, cultural impact, attendance, etc </li></ul>Max is soon to complete an R&R for Lisa who has worked in the role of HRD Consultant for three years. He’s new in post as manager and has looked to HRD for support in managing the process. Lisa has taken on a range of additional responsibilities and she’s been performing in the role she has consistently and she achieves over and above targets set and agreed. All the files required are on the InTouch Intranet site and there are even sample forms and guidance notes to help completion. Recently she took on the role of designing and developing a new Management Development training programme and the business has seen increases in departmental performance coupled with reduced absenteeism. Coupled with her PDR Max is pretty confident of Lisa receiving a pay rise in line with her new responsibilities. Reward & Recognition Reward and Recognition
  12. 12. PDR Preparation The intranet has a dedicated area in support of the PDR process. Preparing for the PDR is something that both the manager and employee need to take seriously. This time allows the collection and collation of evidence and a chance to reflect on what is being achieved. It is essential for the manager to collect previous reports, 1:1s, attendance records, R&R submissions and PDRs together with relevant evidence. The employee needs to reflect on performance and consider work options as well as pull together any evidence they feel is relevant to the process. PDR Preparation Clare has recently invested time in supporting community development through a school link programme. She has her previous PDR, took on an objective to increase her knowledge of the schools market and has enjoyed taking part in community work. All this evidence is valuable at the PDR. The PDR has two main sections; one for performance appraisal, one for development planning. Both sections are equally important helping assess achievement of company objectives and department targets as well as allowing for individual career planning. For those managing the process HRD deliver training programmes on the process. PDR The PDR                                                                                            
  13. 13. <ul><li>The PDR comprises: </li></ul><ul><li>Guidance notes </li></ul><ul><li>Performance review against core competencies and supported by a ratings methodology for assessment against core competencies </li></ul><ul><li>Development plan </li></ul><ul><li>Notes and signatures for sign off </li></ul><ul><li>The PDR process is supported with: </li></ul><ul><ul><li>A ratings methodology </li></ul></ul><ul><ul><li>PDR management training </li></ul></ul><ul><li>During the PDR </li></ul><ul><li>Listen more than talk </li></ul><ul><li>Provide specific examples & evidence where possible, collate them throughout the year but deal with them immediately </li></ul><ul><li>Refer to the Competency framework for evidence indicators </li></ul><ul><li>Use the PDR rating scale to apply appropriate ratings to performance </li></ul><ul><li>Consider future SMART objectives </li></ul><ul><li>Set a clear development plan with the input of the individual </li></ul>PDR Performance and Development Review
  14. 14. <ul><li>Sign Off </li></ul><ul><li>Once complete the PDR is signed off by the manager and the employee. </li></ul><ul><li>This is necessary to close the review and identifies that both parties have reached an agreement on the quality and output of the process. It supports the individual as they move back into the business by giving: </li></ul><ul><ul><li>A review of performance </li></ul></ul><ul><ul><li>Identifying opportunities for career development </li></ul></ul><ul><ul><li>Supplying evidence for R&Rs </li></ul></ul>Jan has recently been through the PDR process. This is what he thought: “ The PDR process gave me a clear indication of where I was performing well and areas for improvement. I had the opportunity to discuss with my boss challenges and my perceptions of my own performance. The PCWB competency framework & my new objectives allows me to see what I need to achieve to move my career or salary forward. If I had prepared better I might have been able to provide some evidence in areas where my boss felt I had more to offer, I will certainly do this next time, its in my own interests” Sign Off Sign Off
  15. 15. <ul><li>Offer a wide range of career development options for: </li></ul><ul><li>Individuals looking to advance their responsibilities and remuneration packages </li></ul><ul><li>People who want to learn and participate in developing skills relevant to their specialist area </li></ul><ul><li>Employees who are keen to get role relevant industry recognised qualifications </li></ul><ul><li>Staff who need additional support in getting key skills to help them in their role </li></ul><ul><li>Counselling and guidance where futures are uncertain </li></ul><ul><li>The company has made significant developments to give staff a range of development options for career enhancement. In the last three months: </li></ul><ul><ul><li>Over 30 staff have signed up for management training on Aspire and Inspire </li></ul></ul><ul><ul><li>All Call Centre staff have been offered qualifications in line with National Occupational Standards </li></ul></ul><ul><ul><li>36 people have been internally promoted since May 2005 </li></ul></ul><ul><ul><li>We have helped 3 community groups with ‘hard labour’ from willing volunteers as part of our ‘Taking Care of the Community’ programme and donated time, equipment and funding to help local schools and charities </li></ul></ul><ul><ul><li>Alternative therapy sessions have been offered as lunchtime sessions </li></ul></ul>Choices Choices
  16. 16. Career Development With the support of the Choices Career Development Framework we can more effectively manage and develop our use of staff resources as well as help talent and willing individuals grow and develop with our business. We have staff who have been here since we started almost 20 years ago. Will new recruits today be motivated and inspired to stay as long? <ul><li>Making a Difference for You and the Business </li></ul><ul><li>Career Development is voluntary. </li></ul><ul><li>It’s up to our staff and our managers to see the true potential of what we offer and enthuse people to support the development and delivery of our business plans. </li></ul><ul><ul><li>Promotion </li></ul></ul><ul><ul><li>Development </li></ul></ul><ul><ul><li>Secondment </li></ul></ul><ul><ul><li>Group position </li></ul></ul><ul><ul><li>Salary increment </li></ul></ul><ul><li>Which brings us back to where we started… or does it? </li></ul>Career Development Career Development
  17. 17. <ul><li>With the Career Development Toolkit you can now: </li></ul><ul><ul><li>Identify where your role fits alongside others </li></ul></ul><ul><ul><li>Understand the core competencies and specific technical capabilities required </li></ul></ul><ul><ul><li>Invest in your own learning </li></ul></ul><ul><ul><li>Understand why you do what you do </li></ul></ul><ul><ul><li>Assess and review your performance </li></ul></ul><ul><ul><li>Plan possible career paths within job families and between departments </li></ul></ul><ul><ul><li>Change careers with changing company! </li></ul></ul><ul><li>It’s your choice… </li></ul><ul><li>The Choices Toolkit seeks to give win-wins to both you as an employee and to the business as employer. You can plan developments that will give you: </li></ul><ul><ul><li>Opportunities to progress in the business </li></ul></ul><ul><ul><li>The ability to earn more money </li></ul></ul><ul><ul><li>Decide on a wider range of career options </li></ul></ul><ul><ul><li>Take part in rewarding training and development with more direct linkage to reward </li></ul></ul><ul><li>The framework is designed to maximise flexibility and support career planning for the benefit of the business and you. </li></ul>You You and Your Choices

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