Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Maximizing the Individual and Organizational Impact of Professional Development


Published on

As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.

Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:

How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.

Published in: Business, Technology
  • Be the first to comment

Maximizing the Individual and Organizational Impact of Professional Development

  1. 1. Maximizing the Individual and Organizational Impact of Professional DevelopmentYou can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 920 583 201 # You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Maximizing the Individual andOrganizational Impact of Professional Development Speaker: Scott Mondore Managing Partner Strategic Management Decisions Moderator: Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A panel (?) in the bottom right corner – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  4. 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  5. 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  6. 6. Maximizing the Individual andOrganizational Impact of Professional Development Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  7. 7. Maximizing the Individual andOrganizational Impact of Professional Development Scott Mondore Managing Partner Strategic Management Decisions #CLOwebinar
  8. 8. Maximizing the Individual andOrganizational Impact ofProfessional DevelopmentScott Mondore, Ph.D.Strategic Management
  9. 9. Presenter Bio-Scott MondoreScott Mondore, Ph.D.Scott has over 15 years of experience in the areas of strategy, talent management,measurement, customer experience and organizational development. He has internal andconsulting experience across a variety of industries including transportation, healthcare,manufacturing, pharmaceuticals, utilities, and hospitality.Scott is currently a managing partner of Strategic Management Decisions (SMD). BeforeSMD, he served as East Region President for Morehead Associates, a healthcare HRcompany. Before joining Morehead, Scott worked as a Corporate Strategy Director atMaersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing onemployee assessment and measurement as well working as a consultant to large and smallorganizations in both the private and public sector.Scott is the co-author of “Investing in What Matters: Linking Employees to BusinessOutcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results”(SHRM, 2011). and recently won the Walker Prize from HR People & Strategy (HRPS) forthe article that “best advances state-of-the-art thinking and practices in human resources.”Scott holds a masters degree and doctorate in industrial/organizationalpsychology from the University of Georgia.
  10. 10. Learning Objectives• Understand the current business environment and implications for career development• Explore a proven process and corresponding assessment tools to assist employees in managing their careers• Use the process and tools to begin exploring employees’ career goals and development needs• Start down the path of creating career development plans for employees
  11. 11. About SMD:Driving Business Results Through Talent ManagementOur Process• Implement Talent Management processes based on analytics, linking people to critical business outcomes• Partner with our clients to create and execute people strategies that drive business outcomes and maximize ROI Our Results • Linkage of Talent Management (e.g., engagement survey results, training, performance ratings, competency assessments) to a variety of business outcomes: ▫ Operations Metrics (e.g., operating margin) ▫ Financial Metrics (e.g., sales dollars, productivity)Connecting Employees ▫ Customer Satisfaction to Business Results ▫ Turnover/Retention• HR Strategy & Planning ▫ Employee Safety• Human Capital Measurement• Talent Management • Significant bottom-line improvements and• Leadership Development return-on-investment for our clients.• Executive Assessment & Coaching
  12. 12. Talent Link Key HR Processes Performance Examples of Management Business Outcomes Training Selection People • Turnover • Employee engagement Service • Customer satisfaction Reward & Employee • Wait timesRecognition Survey Quality Business • Clinical outcomes Outcomes • Product Defects Finance • % to budget • Cost reduction Career 360 Feedback Growth Development • Sales growth • Margin growth Competency Succession Builder Planning
  13. 13. SMD Publications Published by The authors’ practical SHRM (2009) approach, “Focuses HR leaders on where to put their limited time, energy, and resources to maximize both individual and organizational performance.” Published by Vicki Escarra, President and SHRM (2011) CEO Feeding America
  14. 14. Session Agenda• Overview of the current business environment• Building the business case for career development• Overview of our career management model/process ▫ Increasing Self-Awareness ▫ Establishing a Direction ▫ Building a Plan ▫ Executing the Plan• Practical tips for effective execution
  15. 15. Applied Research and Trends
  16. 16. The Current Business Environment• Organizations are becoming increasingly flat• Customers and competitors are global and diverse• No “life-time” employment• Career bottleneck – competition for few leadership positions• Skills obsolescence• Adults are having children later in life – during the prime years of their careers• Increased life expectancy: ▫ Employees are working longer ▫ Greater responsibility for parents’ care• Increased desire for work-life balance
  17. 17. The Current Business Environment:Disenchantment of High PerformersThe economic downturn has taken a toll on employee morale:• 21% of employees were “highly disengaged” at the end of 2009 – up from only 8% in the first half of 2007• Among high performers (i.e., “emerging stars”)… admits to not putting all of his/her effort into the job intends to leave your company within the year believes his/her personal aspirations are quite different from what the organization has planned for him/her lack confidence in their coworkers and have even less confidence in their senior team WHY?! Outsized Expectations & Plenty of AlternativesSource: Jean, M., & Schmidt, C. (2010). How to keep your top talent.Harvard Business Review.
  18. 18. The Current Business Environment:Addressing Generational DifferencesGenerational differences in employee commitment…• Least Committed: Generation X (ages 28 – 43)• Most Committed: Baby Boomers (ages 44 – 62) Key drivers of commitment for Key drivers of commitment for Generation X: Baby Boomers: • Quality/Customer Focus • Quality/Customer Focus • Career Growth • Career Growth • Working Relations • Compensation • InvolvementSource: Morehead Associates (2008)
  19. 19. What Our Clients Are Saying…“How do we “HR is always “Our managers “Our “I have a toughmake a the first place resist having employees time getting thebusiness case Sr. Leaders career want help with funding for HRfor Talent look to cut discussions their careers, investments.”Management expenses.” with but I am notinitiatives like employees.” sure where toCareer start.”Development?”
  20. 20. An Analytics-Based Approach to Career Development
  21. 21. Linking Employee Attitudes to BusinessOutcomes 1. Determine Critical Outcomes 2. Create Cross- 6. Measure & Functional Data Adjust Team Business Partner RoadmapTM 5. Build Program 3. Assess & Execute Measures 4. Analyze the Data
  22. 22. Analytic Approach – Structural EquationModeling• Traditional data analysis includes: • Qualitative analysis or gap analysis (strengths and weaknesses) • Correlation • Regression• Advantages of SEM: • Consider multiple independent & dependent measures concurrently • Imply causality • Calculate ROI • Correct for measurement errors• SEM is commonly used in other industries (econometrics, market research)
  23. 23. Building the Business Case: Case StudyBackground:• Large organization• Recent employee layoffs – 20% across the boardPurpose of Assessment/Intervention:• Focus on retaining ‘surviving’ employees and enhancing productivity• Identify ‘invisible levers’ in employee skills, behaviors, and attitudes that drive retention vulnerability and productivity ▫ Leverage historical records and recent employee survey data to empirically link ‘surviving’ employee data to meaningful business outcomes (e.g., retention vulnerability; productivity)• Prioritize employee-focused interventions that have a proven impact on key business outcomes• Provide customized solutions to drive business outcomes
  24. 24. Business Case Study – Drivers of High-Performer Turnover Teamwork 1a Customer Achieve Focus 4 Extraordinary 1b Results Career Development 2 Opportunities Turnover 1 Cross-Training Legend OpportunitiesEmployee SurveyTraining Participation Employee 3Mgr Competency Ratings Development Numbers in paths indicate the intervention priority based on the magnitude of the relationship with turnover.
  25. 25. Poll Question What business outcomes at your company would be most impacted by an employee language training program?A. Increase sales by expanding into new marketsB. Improve customer satisfaction with multilingual serviceC. Increase productivity and innovation with cross-border collaborationD. Improve workplace safety by removing language barriers
  26. 26. The Role of Employees, Managers, and the Organization
  27. 27. Who Should Drive Career Development?Manager’s Role:• Ensure that each high performer has a career development plan• Provide guidance and coaching around career development• Provide honest, insightful feedback to high performers regarding their career opportunities & performanceEmployee’s Role:• Increase his/her own awareness regarding competencies, experiences, interests and opportunities• Seek feedback and career advice• Develop a career plan and execute against it
  28. 28. Who Should Drive Career Development?Organization’s Role:• Educate high performers about their career management responsibilities• Provide a process and tools to help high performers manage their careers• Educate managers on their career management coaching responsibilities• Provide fair and equal job access to high performers• Encourage and support retention of high performers within the organization• Help employees understand the evolving strategy and direction/needs of the business
  29. 29. Strategies for Encouraging Career Development• Create programs that afford fresh assignments – e.g., lateral moves which create breadth of experience, job rotation programs – for minimal cost• Encourage high performers to make career changes within the organization• Provide mentoring programs/opportunities• Encourage training and development for high performers• Expand leadership development programs• Balance development of skills to remain competitive in the diverse, global business environment
  30. 30. Steps for Managing the Careers of High-Performers
  31. 31. Career Management Process Enhance Self 1. Become more aware of Awareness yourself and the organization 2. Establish a direction forExecute and Establish managing your career Adjust Direction 3. Develop an action plan – short and long-term focus Develop 4. Execute the plan – Action Plan periodically revisit
  32. 32. Our Career ADVICETM FrameworkManaging your career starts with understanding yourself…Career ADVICETMAssess and Develop through Values, Interests, Competencies, and Experiences• Values & Interests ▫ Aspirations ▫ Likes/Dislikes (be honest!)• Competencies – strengths & opportunities ▫ Performance management process ▫ Feedback and coaching• Experiences ▫ General manager ▫ Functional leader ▫ Individual contributor
  33. 33. Know YourselfAssess your interests…know your strengths None Travel A Lot What do I Fixed Pay Variable love to do? Not Location Flexible Generalist Work Specialist What job What am I Individualfactors are Role great at? Contributor Managerimportant? None Balance A Lot
  34. 34. Understanding Your Values
  35. 35. The Talent Link Career Tool
  36. 36. What Is Important to Me? Achievement  Independence  Security Authority/power  Influence  Stability Competing/winning  Integrity  Status/respect Conformity  Knowledge/learning  Teamwork Control  Leadership  Variety/new Cooperation  Participation challenges Creativity  Personal  Wealth Duty/loyalty development  ________________ Expertise  Pressure  ________________ Financial stability  Advancement  ________________ Friendship  Work-life balance Fun/pleasure  Responsibility Health  Risk taking Helping others
  37. 37. Understanding Your Interests
  38. 38. Talent Link Career Tool
  39. 39. What Do I Enjoy in a Job? Structure/direction provided by  Fast pace/tight deadlines others  Less pressure/less urgent deadlines Empowerment/self direction  Personal performance critical to Flexible work hours organization’s success Work at home  Personal performance not critical to the Job sharing bottom line Intensive/under fire  Requires attention to detail Manage people  Requires continual learning Work in a team  Requires specialization Work mostly alone  Develop long-term work relationships Highly creative  Work with many different people Highly technical  Work in a small group Challenging/high risk  Goals & procedures change often Secure/low risk  No/limited travel required Responsibility for projects  Extensive travel Contact with customers
  40. 40. Understanding Your Strengths and Opportunities
  41. 41. Talent Link Career Tool
  42. 42. What Are My Strengths/Opportunities? Ethics & Values  Written Communication  Managing & Measuring Integrity & Trust  Creativity Work Functional/Technical  Conflict Management  Organizing Skills  Presentation Skills  Organizational Agility Peer Relationships  Directing Others  Command Skills Customer Focus  Hiring & Staffing  Sizing Up People Drive for Results  Managing Diversity  Priority Setting Time Management  Motivating Others  Strategic Agility Listening  Interpersonal Savvy  Managing Vision & Perseverance  Developing Others Purpose Composure  Building Effective Teams  Innovation Management Planning  Dealing with Ambiguity  Negotiating Problem Solving  Managerial Courage Decision Quality Priority Setting
  43. 43. Understanding Your Experiences
  44. 44. The Leadership Pipeline • Leaders must be “A” performers in their current roles before expanding or Turn Six progressing • Each progression requires Turn Five different skills, time perspectives, and values Turn Four • Not all leaders make transitions effectively • Breadth of experience Turn Three through different types of roles helps leaders gain the Turn Two experience needed to succeed in bigger roles Turn One • Not all roles within a level are equalModel adapted from Leadership Pipeline by S. Drotter et
  45. 45. Talent Link Career Tool
  46. 46. What are My Significant Experiences? Understand the breadth and depth of experiences required for a target role; Identify the experiences you have had and the ones you haven’t… Developed a functional  Obtained industry expertise expertise  Risk Management experience Performed multiple roles within  Managed technology related your function project Would be considered a  Sales & Marketing experience generalist within function  Led cross-functional project/team Would be considered a  Led significant organizational specialist within function change Managed others  Operations experience Managed managers  Managed products/service lines Managed large projects  Led significant innovation P&L experience
  47. 47. The First Step in Building a Plan
  48. 48. Integrating Your Assessments Achievement Empowerment/ Dealing With Managing OthersValues Interests Competencies Experiences Expertise Self Direction Ambiguity Functional Independence Contact With Building Effective Expertise Customers Teams Industry Expertise Variety/New Challenges Challenging/ High Motivating Others Considered a Risk Organizing Generalist Helping Others Fast Pace/ High Problem Solving Managed P&L Pressure Work With Different People
  49. 49. Your Ideal Job• What is your ideal job? It should… ▫ Leverage your strengths and experiences ▫ Align with your interests and values• What is the path to that job?• What are your gaps to obtaining that job? ▫ Competence ▫ Experience• The “ideal” job may change over time—re- assess values, interests, competencies and experiences annually
  50. 50. Influence What Is In Your Control
  51. 51. Building An Action Plan• Setting Career Goals: ▫ Think 3 – 5 years out ▫ SMART criteria still apply  Specific  Measureable  Actionable  Realistic  Timely• Actions should prepare you for the next role with an eye on the long-term goal• Informational interviews can provide additional insight into path/gaps
  52. 52. Development Levers• Promotion• Expand scope/complexity of role• Build skills/learning ▫ Focus on non-technical skills (e.g. Language Learning)• Change in job function (lateral)• Cross-functional assignment• Special programs• International Assignments
  53. 53. Short-Term Execution for Long-Term Achievement
  54. 54. Owning Your Career• It’s about performance and development today• It’s about energizing others and leading from the front• It’s about exploring all possibilities and increasing the odds• It’s about building relationships and strengthening existing ones• It’s about embracing change and taking risks• It’s about striving for excellence and avoiding mediocrity• It’s about anticipating the skills and experiences necessary to succeed tomorrow
  55. 55. Executing the Plan• Performance drives everything – perform in your current role• Work on shoring up competency and/or experience gaps• Develop an expertise• Be proactive – don’t wait on your manager or the organization• Be patient and build skills that increase your marketability• Network with successful people
  56. 56. Practical Tips• Treat your boss as your most important client• Do everything asked of you…then ask for more• Be consistent in your relationships and how you treat people• Ensure you ask for feedback and then act on it• Performance management conversations are keys to your success• Constantly expand your sphere of influence• Build your technical expertise and your leadership skills• Know the industry• Don’t worry about just “moving up” – sideways works wonders too
  57. 57. A Comprehensive Strategy **Career Development should not occur in a vacuum** Career Assessment/ Development Succession Leadership Planning Development
  58. 58. What We Have Covered• How to use analytics to make the business case for career development• How to build and implement a comprehensive approach to awareness of career goals and interests• How to create an effective career development action plan• Practical tips for success
  59. 59. To Contact Us: Scott Mondore, Ph.D. Managing Partner 404.808.4730
  60. 60. Join Our Next CLO WebinarPerformance-Driven Learning: Closing the Loop Tuesday, July 10, 2012 CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at Join the CLO Network: #CLOwebinar