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28jul16 professionalgrowth 2
- 1. INNOVATIVE APPROACHES FOR MANAGINGPROFESSIONAL GROWTH – PART 2 Monthly Webinar Series July 28, 2016
- 2. 2 Topic Agenda Item Time (min) Introduction2 The Professional Growth Challenge (Revisited) 5 Three “Best Practices” to Improve Professional Growth: - Job Crafting - Job Shadowing - Trends and Best Practices in L&D 20 Q&A 5 Norm Baillie-David, MBA, CMRP SVP Engagement - TalentMap Agenda Matt Rakowski Regional Sales Director
- 3. 3 15 years inbusiness 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus TalentMap by the Numbers
- 4. 4 Sample Clients &Benchmark Award Programs Technology & Engineering Not-for-Profit & Association Financial Services Health Sciences Other
- 5. The Professional GrowthChallenge (Revisited)
- 6. Professional Growth theSingle Most Important Engagement Driver 6 Employee Engagement Compensation Work Environment Performance Feedback Professional Growth Work/Life Balance Information and Communication Teamwork Inspire our People* Change Management* Quality and Safety* Innovation Client Focus Senior Leadership Organizational Vision Immediate Management Survey Dimension Relative Weight (Impact on Engagement) PROFESSIONAL GROWTH 17.3% INNOVATION 12.1% SENIOR LEADERSHIP TEAM 10.7% ORGANIZATIONAL VISION 10.6% TEAMWORK 10.4% IMMEDIATE EXEMPT SUPERVISOR 8.8% WORK ENVIRONMENT 6.3% CUSTOMER FOCUS 6.2% INFORMATION & COMMUNICATION 4.8% COMPENSATION 4.6% WORK/LIFE BALANCE 4.1% PERFORMANCE FEEDBACK 4.0%
- 7. +/- RECO 2011* +/- TM Benchmark 15 14 10 22 27 2 20 17 20 21 28 15 65 70 70 57 46 83 0%20% 40% 60% 80% 100% Overall Professional Growth Most of my work is challenging. At work, I have the opportunity to do what I do best every day. I have continuous opportunities to learn and grow professionally. My career aspirations can be achieved at this organization. I can make a positive impact at work. % Frequency Unfavourable Neutral Favourable -2 -7 -1 -6 +2 0 -10 -11 +3 -9 -5 -7 PROFESSIONAL GROWTH (TYPICAL CLIENT EXAMPLE) 7 Data is rounded to the nearest whole number * Number indicates % Favourable score
- 8. 4 Ways toImprove Professional Growth (and increase engagement and retention) 8 Career Management
- 9. Career Management (vs.Performance Management) 9 Performance Management Looks at the past… Based on the employee’s current position and skills Focuses on Results & Competencies Provides feedback - strengths and weaknesses Addresses problems/gaps and identifies action plans for improvement Involves 2-way dialogue (Manager – Employee) Career Management Looks to the future…aspirational Focuses on engaging employees with their career goals for sustainable results Focuses on the employee’s unique strengths Helps employees identify and realize their career goals Empowers the employee to find solutions and answers to own his or her career Is a resource for collaboration and progress About understanding what the employee means and his or her chosen career path Creates a safe space for risk-taking Source: Knightsbridge
- 10.
- 11. Job Crafting involves redefiningone’s job to incorporate one’s motives, strengths, and passions 11
- 12. • Changing theactivities involved in your job by taking on more or fewer tasks, expanding or diminishing the scope of tasks, or altering the way you perform tasks. •Examples: An accountant creating a new method of filing taxes to make her job less repetitive. Or a machine operator volunteering to design a new logo or his company. Task Crafting • Changing the extent or nature of your interactions with other people. •Examples: A computer technician offering help to co-workers as a way to have more social connections. Or a financial analyst communicating with clients using video conferencing rather than just email. Relationship Crafting • Changing the way you think about the purpose of tasks, relationships, or the job as a whole. •Examples: A hospital cleaner seeing his work as a means to help ill people rather than cleaning space. Or an insurance agent viewing her job as “working to get people back on track after a car accident” rather than “processing car insurance claims.” Cognitive Crafting Job Crafting – the Concept Job Crafting
- 13. Job Crafting Diagram- Before 13
- 14. Step 1: MappingYourself
- 15. Job Crafting –“After” Diagram 15
- 16.
- 17. Job Shadowing- Benefits 17 Staffand departments • It is an opportunity for self-development of the shadowee and often the host. • It is an opportunity for hosts to share best practice. • It is an excellent networking tool and can facilitate the breaking down of internal barriers across the organisation. • It can help to improve communication across departments, faculties and sites. • It allows individuals to view the processes they are involved in from a different angle. Shadower By engaging in job shadowing individuals will be able to: • Gain insight into the roles and responsibilities of other members of staff and other departments. • Reflect and learn from the experiences of colleagues. • See how other staff and teams work. • See the bigger picture and understand more about how the organization functions. • “Test out” possible career options. Host For the individual being shadowed there is an opportunity to: • Network with colleagues from different areas. • Share your experiences with others. • Learn from your shadowee. • Review and reflect on your own area of work . • Develop your coaching/mentoring skills. Source: University of Cambridge http://www.ppd.admin.cam.ac.uk/career-development/job-shadowing
- 18. Job Shadowing Process 18 StepProcess 1 Individual expresses an interest in shadowing a particular role/within a specific department. 2 Initial discussion with line manager regarding aims/outcomes for job shadowing. Line manager reviews and agrees as appropriate. 3 Individual contacts role holder(s) to request a job shadowing placement and arrange a date(s). 4 Individual informs line manager of suggested date(s). 5 If the dates fit with the needs of the department, the line manager approves dates. 6 Job shadowing takes place. 7 Individual reflects on the job shadowing placement with the host 8 Discussion with line manger regarding outcomes of job shadowing and next steps
- 19. Best Practices andTrends in Learning and Development 19
- 20. Driving Forces behindL&D Trends 20 ROI Cost Pressures Need for Immediate Behavior Change
- 21. Key Trends inL&D 21 More on-line/e-learning/Going Mobile Understanding Social Adaptive Learning Aligning with Business Objectives Measuring Effectiveness (Training ROI) Increased on-the-job/skills training Replacing “corporate trainers” with “experienced/former” employees Personal coaching Fewer classroom hours/more condensed classroom time
- 22. Event Format Topic/LocationDate Congrès 2016: International Francophone des ressources humaines Conference Palais des Congrès – Montréal September 8-9, 2016 HR Executive Technology Conference Conference and Trade Show McCormick Place, Chicago IL October 4-7, 2016 People Analytics Summit Canada Conference Toronto, ON November 1, 2016 Canada’s Top Employer Summit Conference Four Seasons Hotel, Toronto ON November 14, 2016 UPCOMING TALENTMAP LEARNING SESSIONS
- 23. THANK YOU! QUESTIONS ANDDISCUSSION 23 Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504 FOR A COPY OF THE PPT OR RECORDING: http://www.talentmap.com/webinar-past/ Louie Mosca Director of Sales – TalentMap East lmosca@talentmap.com 1-888-641-1113, x501 Matt Rakowski Regional Sales Director mrakowski@talentmap.com 1-888-641-1113, x509
Editor's Notes
- #21 Going Mobile. Mobile has transformed the way companies work, interact, and collaborate. With global penetration rates skyrocketing, organizations that are not considering mobile in all areas of HCM will have a difficult time competing for talent. Despite this reality, companies are still slow to embrace mobile learning solutions. Only 10 percent of companies are using mobile Webbased learning solutions. Some 8 percent are using mobile learning apps, 5 percent mobile performance Webbased sites, and 4 percent are using mobile performance apps Most companies recognize that mobile learning solutions can improve adoption, expand global reach, and engage users better, but do not understand how to execute a mobile strategy. Additionally, some organizations find it challenging to determine what options are available and which providers to consider. Regardless of the barriers they are facing, organizations looking to improve their learning functions will need to make mobile part of the equation and determine what requirements they have in order to select a technology partner. Understanding Social. Companies are quickly embracing social media tools, as well as investing in social collaboration tools to better engage employees and foster a learning culture. Although social has become mainstream, companies still lack the knowledge and insight around how to use these tools for learning and development. Of the 59 percent of companies using social for their learning strategies, only 24 percent say they are effective. One reason is that companies are limited in the social tools they are using. Companies are using document sharing, discussion forms, and blogs, but they aren’t generally using video or microblogs— which our research shows are more effective—to improve their learning functions. Companies must educate themselves on the value of social learning and invest in providers that offer solutions that drive business outcomes. Considering Adaptive Learning. Adaptive learning is a methodology that breaks traditional models and allows employees to learn at their own pace. It has gained popularity with educational institutions, referred to as “adaptive teaching,” where a teacher will gather information on individual students to learn what they need to do to improve their learning. In the workforce, adaptive learning is conducted similarly. Employees can be monitored individually and in real time to determine what learning approach will best suit their needs. It has advantages for younger generations entering the workforce that have expectations around flexibility and interaction. Adaptive learning can be effective at improving efficiency, as well as employee engagement and retention since it allows employees to build confidence and overall expertise. Companies may want to consider breaking traditional learning methods by introducing aspects of adaptive learning. Aligning with Business Objectives. The learning of the past operated in silos where learning professionals had little interaction or input from other areas of the business. The learning of the future must be closely aligned to overall corporate strategies in order for companies to achieve results. Any program or technology investment should involve input from business leaders to ensure that learning is driving retention, engagement, and performance. For those companies that did align learning and business priorities (48 percent), more than 70 percent were able to improve company revenue. Measuring Effectiveness. To determine if the learning strategy in place is driving business outcomes, companies must find a way to consistently measure its effectiveness. Companies should determine metrics in advance and include both business metrics and learning/HR metrics. Currently, most companies are considering team encouragement, employee engagement, and employee satisfaction over more concrete business metrics such as retention, turnover, and revenue per fulltime employee.