Employee career engagement talent experiment & fuel 50

talent chasm
Crossing the
Designing an employee career
experience across the talent lifecycle
Anne Fulton
CEO & Co-Founder
Tom Gross
North America Regional Vice
Presient

Executives predict at least 1 in 5 roles in
organization will cease to exist by 2022…
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )

…but only 55% of HR leaders are confident
in their company’s ability to re-skill
displaced workers.
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )

globally believe the biggest challenge their
organization faces in meeting their strategic
objectives is having a sufficiently agile workforce
80% of CEO’s
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )

globally believe their organization has
insufficient talent resources to meet
strategic business objectives
40% of HR practitioners
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )

6
Does your organization have
sufficient talent to meet your
strategic goals in 3 years time?
A QUESTION FOR YOU

78% of employees said they would stay
longer with their current employer if they
knew what their career path could look like
Retention of high-value talent
C R E D I T : M E R C E R ( E M P LO Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )

Employees who are more energized at work
are more than twice as likely to have clarity
around promotion opportunities and have
bosses that coach and develop them
Create clarity and commitment
C R E D I T : M E R C E R ( E M P LO Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )

C R E D I T : F U E L 5 0 ( C A R E E R E N A B L E M E N T B E S T P R AC T I C E S , 2 0 1 7 )
Having sufficient talent to meet strategic
needs through integrated career
development was associated with 70%
improved performance on key business
outcomes including engagement, voluntary
turnover, and revenue per employee.
40%

C R E D I T : B E R S I N B Y D E LO I T T E
Forcing career models into disruption
Organizational readiness to
manage careers dropped by
32% from 2017 to 2018
32%

11
How ready is your business to
deliver a clear career proposition
to your people that supports
workforce agility?
A QUESTION FOR YOU

The talent shortage is coming,
so how do we cross this
talent chasm

The talent wars are over, and
talent won
C R E D I T : R O B I N E R I C K S O N ( P H D, H E A D O F TA L E N T & E N G AG E M E N T R E S E A R C H , B E R S I N B Y D E LO I T T E )
AT F U E L 5 0 S H A R K TA N K L U N C H E O N I N L A S V E G A S ( O C TO B E R , 2 0 1 5 )

of companies are
redesigning (or
planning to redesign)
their career model
61%
of companies
expect careers to
last 10 years or less
60%
of companies
expect careers to
last 5 years or less
31%
S O U R C E : B E R S I N B Y D E LO I T T E
Forcing career models into disruption

1
Reimagineyour
organizationasan
institutionwith
citizenshipand
purpose
2
Listentoyour
employeesand
stakeholdersatall
levels
3
ReinventyourHR
practices–
focussedon
teams,agility,and
inclusion
4
Adopta Growth
Mindsetand
enableevery
employeeatany
agetogrow
5
ActLocal,
empowering
managementto
dowhat’srightin
everycommunity
C R E D I T : B E R S I N B Y D E LO I T T E

Career pathing across
Career pathing is
about profitable
growth, both for
the business and
the individual.
THE CAREER DEVELOPMENT
WHEEL, FUEL50 (2016)
the talent lifecycle

S O U R C E : F U E L 5 0 ( C A R E E R AG I L I T Y & E N G AG E M E N T R E S E A R C H , 2 0 1 5 )
Career partnerships
32%
Wanttoaccelerate
theircareersor
dialup
35%
Wantmorework
responsibilities
75%
Wouldusepersonal
timetofurthertheir
career andtakeon
additionallearning
thatwouldbenefit
thematwork

talentchasm
Crossingthe
1 INTRODUCTION
Career pathing across the talent lifecycle

19
Crafting personalized work proposals based on individual
career preferences and organizational needs to maximize
both current performance and long-term goal alignment.
This ensures an agile workforce that can be readily
reshaped in response to evolving market conditions.
1
What is career pathing?
Introduction:Careerpathing
acrossthetalentlifecycle

20
Introduction:Careerpathing
acrossthetalentlifecycle
1
Career pathing is the employee experience
Having sufficient talent to meet strategic needs through
integrated employee career experience was associated with
70% improved performance on key business outcomes
including engagement, voluntary turnover, and revenue
per employee.

talentchasm
Crossingthe
2 RECRUITING
Career pathways as a critical piece
of your talent attraction strategy

22
Recruiting:Careerpathwaysas acritical
pieceofyourtalentattractionstrategy
2
Select, empower and deploy a group
of people selected for their skills and
ability to exceed customer needs and
meet future talent gaps.

“Our greatest
recruitment
challenge is…”
46%
46%
7%
Quality of applicants
Finding the skills we need
Time to hire

24
2
Organizations in which employee referrals were
common were 45% more satisfied with the quality of
their hires, whereas organizations who used external
recruiting services were 10% less likely to be satisfied.

25
2
Organizations who promoted internally
were 32% more likely to be satisfied with the
quality of their new hires.

26
In your opinion, who generally makes
a better hire for your business, an:
Internal Candidate?
External Candidate?
A QUESTION FOR YOU

28
2
Organizations who supported more junior
candidates to acquire the skills necessary to
‘step up’ reported 50% better overall
recruitment metrics.

29
2
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is

talentchasm
Crossingthe
3 ONBOARDING
Career pathing to fast-track productivity

31
Onboarding:Careerpathing
tofast-trackproductivity
3
Start as you mean to continue by creating a
positive career experience and transparent
growth opportunities for your new hire,
starting from day one.

32
Onboarding:Careerpathing
tofast-trackproductivity
3
During onboarding, it is essential for both parties to
set positive expectations by promoting their ‘best
selves’, as well as checking that the expectations set
during the selection process are adequately fulfilled
through quality career conversations.

17%
“Our onboarding proceduresprovidenew hireswith the
opportunity toshare theirstrengths, valuesanddesired
contributionswith their team.”
8%
8%
49%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
17%

34
2
Career pathing
Career pathing is

talentchasm
Crossingthe
4 PERFORMING
Career development redefines
the performance conversation

36
Performing:Careerdevelopmentredefines
theperformanceconversation
4
Coach, motivate, and craft an agile team
for the flawless execution of business with
maximum ease and efficiency.

37
Current practice
TRADITONALPERFORMANCEMANAGEMENT
VS
Next-gen / Fuel50
NEXT-GENPERFORMANCE
Top-down process
automation
Focus backwards
Promotes vertical-growth
thinking
Annual or quarterly at best
Self-directed growth and
development
Focus forward – future growth
Promotes lateral-growth
thinking
Continues career growth

Performance record remains the most
common method (63%), followed by a
competencies framework (54%)
63%
Identifying potential

18%
“The manager and team membersprioritizethe top
threeperformanceandlearningoutcomestogether.”
8%
32%
41%
N E U T R A L

40
4
42% of respondents are failing to
leverage the power of career growth
conversations to motivate and improve
employee performance.

Makingstrongereffortsto link the individual
role to the companydirection andgoals20%
Usingstaff members strengthsto mentorstaff
who requiredevelopmentof targetedskills20%
Measuringreadiness and
interestto learn20%
Respondentsare currentlyinnovating their approach to
performance managementby…

42
What mentoring support do you provide your employees?
• Employees can find their own mentors
• We have a formal program available for talent
• We have a formal program available for all
• We have a mentoring portal
• We have reverse mentoring available
• We facilitate transactional coaching and mentoring
for specific skill needs
A QUESTION FOR YOU

43
Micro changes for macro
impact on engagement
Job scultping

44
Talents-based career pathing
Fuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”

45
Performance
Passion
I’d like to do this less
Oral Communication
Fostering Teamwork
Strategic Thinking
Forward Thinking
Results Orientation
MASTERY
Fostering Teamwork
Strategic Thinking
Forward Thinking
Decisiveness
Results Orientation
PROFESSIONAL
CONTRIBUTOR
Neutral Talents I’d like to advance it I enjoy doing this
Conceptual Thinking
Establishing Focus
Building Collaborative
Relationships
Influencing Others
Developing Others
Written Communication
Fostering Innovation
Stress Management
Entrepreneurial
Orientation
Analytical Thinking
Customer Orientation
Thoroughness
Attention to
Communication
Developing Others
Managing Change
Initiative
Personal Credibility
Self Confidence
Strategic Planning
Interpersonal Awareness
Technical Expertise
Providing Motivational
Support
Diagnostic Information
Gathering
Self Confidence
Flexibility

46
towards aligning work tasks
with employee talents results in
increased engagement levels
Every small change

47
Career pathing
Career pathing is
4

talentchasm
Crossingthe
5 DEVELOPING
Building sustainable advantage
through talent bench strength

49
Developing:Buildingsustainableadvantage
throughtalentbenchstrength
5
Cultivate a highly-skilled and
competent workforce that can deliver
on the agility that is being demanded of
our workforce today.

50
5
In an agile career world, you need people who have
broader more diversified capabilities, while also having
the opportunity to maintain their connection to a specific
area of expertise and competency as they move up
towards higher levels of contribution.

51
5
Our research shows that on-the-job development
opportunities, such as lateral moves, increase
engagement by up to 30%.
C R E D I T : F U E L 5 0 ( C A R E E R E N G AG E M E N T B E N C H M A R K I N G R E S E A R C H , 2 0 1 7 )

52
How well does your business
support lateral moves?
• Very well
• Pretty well
• A bit ‘hit and miss’ / could do better
• We really need to work on this
A QUESTION FOR YOU

53
Career pathing
Career pathing is
5

talentchasm
Crossingthe
6 INTERNAL TALENT MOBILITY
Improving career agility, retention, and succession planning

Only 9% of organizations were
satisfied with the quality of talent
in their leadership pipeline
9%

18%
“Our systemstake account of expressedindividual
preferenceduringworkforceplanningdecisionsand
whendecidingon lateralplacements…”
18%
18%
36%
N E U T R A L
9%

“Lateral career moves are an integral
part of our talent strategy…”
10%
30%
60%
N E U T R A L

58
InternalTalentMobility:Improvingcareer
agility,retention,andsuccessionplanning
6
By placing your up-and-coming leaders in situations
that provide the right degree of ‘stretch’ you also have
the opportunity to observe their resiliency, how they
react to stress, thus identifying potential derailers
before they become problematic.

59
How easily can your employees find
stretch assignments?
• Very easily, we have a talent
exchange mechanism
• Reasonably easy, but generally
manager or HR facilitated
• Not easily, this is a bit ‘hit and miss’
A QUESTION FOR YOU

talentchasm
Crossingthe
7 STAY, LEAVE, COME BACK
Retaining know-how and managing the employer brand

“Managers are aware of the career intentions of their
team so they are able to prevent sudden flight…”
28%
9%
9%
54%
N E U T R A L

62
Do your managers provide ‘stay interviews?’
• Yes, consistently and confidently
• A bit variable across our business
• Very infrequently or inconsistently
A QUESTION FOR YOU

“Gradual offboarding via flexible work practices and reduced hours
are accepted practice to retain critical skills as long as possible…”
36%
36%
9%
29%
N E U T R A L

Only 18% of respondents remained in
contact with their alumni network18%

of respondents were failing to
leverage their power of their alumni
for know-how and referrals
78%

of respondents couldachieveimprovements intheiroffboardingexperience
by personalizingwork arrangementsto retaincriticalskills aslong as possible72%
of respondents arefailingto capitalize onthe potentialof the off-boardingphase
to on-boardtheirnew hireand provide mentoringexperience fordepartingstaff67%
Only 18% of respondents remainedin
contact withtheiralumninetwork18%
of respondents werefailingto leveragetheirpower
of theiralumnifor know-how and referrals78%

67
InternalTalentMobility:Improvingcareer
agility,retention,andsuccessionplanning
6
Employee referrals / alumni network was rated
as the most effective recruitment strategy
by 40% of respondents.

68
Career pathing
Career pathing is
5

talentchasm
Crossingthe
7 CROSSING THE
TALENT CHASM
What does a best-in-class employee
career experience need to look like?

70
Career enablement ‘best in class’ organizations
• Internal recruiting
• Lateral moves
• Engagement
• Reduced recruitment costs
• Sufficient internal talent
• Ability to fill key role
• Voluntary attrition
• Absenteeism
• Revenue growth per
employee (r=.258**)
• Overall revenue growth
(r=.321**)
r=.22* r=.421** r=.322**
r=.486** r=.367**
HR processes HR outcomes ROI
*correlation is significant at a confidence level of .05 **correlation is significant at a confidence level of .01
CrossingtheTalentChasm:Whatdoesa best-in-class
employeecareer experiencelooklike?
7
Career enablement drives business outcomes

71
7
Career development
effectiveness gives you a more
than 20% greater chance to…
Increase internal recruitment
Decrease unwanted absenteeism
and unwanted departures
Fill mission-critical jobs more quickly
Increase rev / fte

72
7
Our best-in-class practices…
1. Invest in talent mobility
2. Build an agile career development mindset
3. Enable careers at all levels
4. Empower managers to become
career champions
5. Build leader coaching capability
6. Increase visibility of workforce
talents and career paths
Get your copy at
go.fuel50.com/bnch

74
The talent exchange marketplace
Recruiting Onboarding Performance Learning Succession Planning
Bring career frameworks to life – personalized, interactive, and gamified!
Career pathing is…
7
Fuel50

75
The Career
1 . A T T R A C T I O N
6 . S T A Y A G I L E
3 .
PATHING
7 . S T A Y , L E A V E , C O M E B A C K5 . P E R F O R M A N C E
4 . G R O W I N
R O L E
Experience
Why would I
join?
A personalized
career value
proposition
FuelValues
Is this the
right fit for
me?
FuelValues
How can I
grow my
career here?
Fuel
Pathways –
pre hire fit
and visibility
to future path
Custom
Career Value
Propositions
Review
Values Fit
TalentFit
Team Fit
Values &
Purpose
Alignment
Toolkits
FuelPathing
Find my future
role
FuelChat
Get live real-
time career
advice
FuelGoals
Create my
Learning
Growth Map
FuelFit
Check my Fit
& Gaps for
Aspirational
Roles
FuelCoach
Find a
coach
FuelMentor
Mentor
matching
FuelGig
Find a
Learning
Gig
FuelGig
Experience
Marketplace
FuelGig
Find a
Stretch
Assignment
Fuel
Feedback
Get 360
feedback
FuelTeams
Performance
Conversation
Tools
FuelCoaching
Team Insight
and Coaching
Tools
FuelAgility
For Talent
Mobility
FuelGig
For agile
teaming
FuelRetention
Retention Risk
Indicator
FuelLeaders
Targeted Stay
Conversations
FuelGig
Find External
Secondments
Alumni Career Portal
Keep my talents live,
searchable and
marketable to the
business
Map with Fuel50
2 . O N B O A R D
& A L I G N

Get your copy at
go.fuel50.com/wpex

Join us forour upcomingpaneldiscussion
Technology disruption in the HR space
FEATURING
Wednesday, June 6th at 1pm EDT
Jay Porter
V I C E P R E S I D E N T
A S S O C I A T E D I G I T A L C O N N E C T I O N S
ChristopherRotolo, Ph.D.
V I C E P R E S I D E N T
E N T E R P R I S E O R G A N I Z A T I O N A L D E V E L O P M E N T
DomBoon
V I C E P R E S I D E N T , P E O P L E
L I B E R T Y G L O B A L

THANKS FOR YOUR TIMELET’S CONNECT
@Fuel50pathing
go.fuel50.com/li
fb.com/CareerEngagement
Get your copy at
fuel50.com/book
anne@fuel50.com
go.fuel50.com/anne
www.fuel50.com

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