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Agile Career Development - How can we help organisations and employees adapt their career development strategies to changing circumstances?
The document discusses the importance of agile career development in response to global megatrends such as changing demographics, globalization, and emerging technologies. It highlights the need for a partnership between organizations, managers, and employees to adapt career development frameworks that align with both business goals and individual aspirations. Additionally, it outlines IBM's approach to creating a flexible career development process, emphasizing competency, skills, and capabilities required for employee growth.
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Agile Career Development - How can we help organisations and employees adapt their career development strategies to changing circumstances?
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- 2. What do wemean by “Agile”? 2
- 3. WHY WE NEEDAGILE CAREER DEVELOPMENT 3
- 4. 6 GLOBAL MEGATRENDS 4 "Learningis not compulsory but neither is survival“ W. Edwards Deming
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- 6. 2. Globalisation &Future Markets
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- 9. 5. Technology Convergence &Innovation
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- 11. Did you know…?Didyou know? Shift happens…
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- 15. Discussion • If anorganisation had an agile approach to career development, how would you know? What would be the signs? • What would managers notice? • What would employees notice? 15
- 16. WHAT ARE THECOMPONENTS OF AGILITY? 16
- 17. Agility: It rhymeswith stability 17
- 18. HOW DO WEMAKE CAREER DEVELOPMENT MORE AGILE? 18
- 19. Partnership between theorganisation, managers and employees 19 Company Business Strategy & Goals Career Opportunities in the Company Personal Goals & Aspirations
- 20. What should organisationsdo? Lessons from IBM 20
- 21. Components of IBM’sapproach to Career Development • Stable – Career Development Framework • Dynamic – organisational differences, learning style differences, employee needs, changing company strategy 21
- 22. Career Development Framework •Competencies – needed by all employees • Skills—specific to job roles • Capabilities— combination of applied knowledge, skills, abilities, and on-the- job experiences 22
- 23. IBM Competencies (atsome point) • Embrace challenge • Partner for clients’ Success • Collaborate globally • Act with a systemic perspective • Build mutual trust • Influence through expertise • Continuously transform • Communicate for impact • Help IBMers succeed 23
- 24. IBM Skills (Expertisetaxonomy) • Provides standard framework and single set of terms • “Housed” in large database that identifies job roles and associated skills • Provides foundation for all HR processes 24
- 25. IBM Capabilities • Basedon a multitude of experiences that IBM must deliver to enable client success • Rely on a combination of applied knowledge, skills, abilities, and on-the- job experiences • 5 levels of proficiency (“Entry” to “Thought Leader”) 25
- 26. Examples of twocareer paths 26
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- 28. What should employeesdo? My Leadership Dashboard
- 29. Components of theLeadership Dashboard • Stable – The Golden Circle • Dynamic – 4Ps (People, Performance, Projects, Professional Development) 29
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- 31. Why How What WHAT Every organization knowsWHAT they do. These are the products or services they sell. For an individual, it is their job title or roles. HOW Some organizations and individuals know HOW they do IT. These are the things that make them special or set them apart from the competition WHY Very few people and organizations know WHY they do what they do. Why is not about making money. That’s a result. WHY is a purpose, cause or belief.
- 32. Why How What Clarity of WHY Disciplineof HOW Consistency of WHAT
- 33. Leadership Dashboard Why How What People Performance ProfessionalDevelopment Projects What are your key objectives for the next 12-18 months? What are the 3 or 4 most important and challenging areas of your role in fully achieving your objectives? How do you fit into the organization? Who do you report to? How big is your team? Other key stakeholders? What would it be most important for you to get better at, to significantly improve performance in these areas?
- 34. Discussion • What rolecan Career Coaches play in helping organisations and employees develop a more agile approach to career development?