Career Development Conference

1. Employee Experience & Engagement 2017
HRM Asia I Hilton Singapore
28 - 29 November 2017 | Singapore
Laurence Yap Head of HR Dexon

2. • Background
• Key Concept
• Career Development Process
• Career Development Conversation
• Implementation

4. Career development is the process of
expanding the capabilities of the employees
so that their career is providing maximum
personal satisfaction consistent with
providing maximum value for organization.
It involves developing skills and knowledge
in a current assignment with potential
future roles in mind

5. Career development is one way for
businesses to enable their employees to
contribute and increase their skills in a
way that delivers personal,
professional, and organizational results.

6. Saragato Institution of Research, US
The ICAEW/Robert Half Career
Benchmarking Survey on Financial
Profession, United Kingdom

7. Leigh Branham
Soratoga Institute of Research
7 Hidden Reasons Employees
Leave

8. Too few growth and advancement
opportunities: 16%
Lack of support by and respect from
supervisor: 13%
Compensation: 12%
Job Duties Boring and unchallenging:
11%
Lack of leadership skills by supervisor:
9%
Work Hours: 6%
Unavoidable reasons: 5%


9. Too few growth and advancement
opportunities: 16%
a. Provide sufficient training
b. Internal selection process
c. Internal Hiring
d. Fairness in job promotion

10. THE ICAEW/ROBERT HALF
CAREER BENCHMARKING
SURVEY, UK
42 % of all finance professionals
surveyed stated that having a clear
career path and visible promotion
opportunities are key in ensuring their
job satisfaction
Only 17% rated their organization
highly in career development and career
advancement

11. Employee Owned
Management Support

13. 1. Understanding Career Development
2. Assessing yourselves and Exploring
Options through MYMAP
3. Discussing with Managers
4. Formulating Development Plan through
Managing Performance Online Tool
5. Evaluating Progress

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14. 1.UNDERSTANDING
CAREER DEVELOPMENT
THROUGH ELEARNING
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15. 2. ASSESSING YOURSELVES
Psychometric Test
Assessment Workbook
Development Plan

16. EXPLORING OPTIONS
探索选项 :
 Lateral or Vertical Move

29. HREC 8th Annual Talent Management & Leadership Dev

30. Development Goals for Current Role
Development Goal Description: Related Skill(s):
Development Action:
Requested Support:

31. Development Goals for Future Role
Development Goal Description: Related Skill(s):
Development Action:
Requested Support:
FUTURE PERSONAL
DEVELOPMENT PLAN (30%-40%)

32.  Monthly, Quarterly or Half Yearly

33. Employee Owned
Management Support

34. COACH/MANAGER
Support and opportunities

35.  Employee  Supervisor
Roles and Responsibilities of the
Employees
Organization
Employee's Role
Ensure an updated development plan; implement plan
Seek coaching and feedback
Volunteer for challenging assignments that support growth
needs in development plan
Participate in training, and apply and practice what you learn;
share your learnings with others
Meet with your manager periodically to discuss career
Development

36.  Employee  Supervisor
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Managers’ Support
Organization
Manager's Role
Encourage employees to have an updated development plan; periodically
review plan with employee
Be skilled in providing coaching and feedback
Be aware of each employee's development areas; offer pertinent
developmental assignments
Know what your employees are learning in trainings that they attend; find ways
to reinforce these new skills and concepts
Be available to meet with employees periodically regarding their career
development

37.  Employee  Supervisor
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Structure and Systems
Organization
Organization’s Role
Provide ways to create and track development plans
Provide opportunities for employees to build their coaching and
feedback skills
Create processes and procedures for job rotations, and support cross-
functional projects
Provide relevant learning and development opportunities based on
collective needs
Encourage and support career development

38. 经理实施职业发展
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39. Planning Worksheet
For career Development
Conversations

40. A. Interests and Values
 What are the your employee’s professional interests? What types
of projects does he or she enjoy?
B. Skills: Strengths and Gaps
 What are the employee’s top five skills?
 What two or three skills does the employee need to learn in
order to grow in his or her current job, advance to the next level,
or seek a new job?

41. C. Performance and Potential
 Is this employee currently performing up to his or her
potential? If not, what do you think is preventing him or her
from achieving better results?
 Does this employee have an interest in taking on more
responsibility?
D. Opportunities and Next Steps
Do opportunities exist within your group and/or the company
for this employee to advance?

44. STEP 1: Prepare准备
 Schedule the meeting when you can be free of interruptions
 Ask your employee to prepare for the meeting by completing
the Career Development Planning workbook
 Complete the Development Conversation Planning
Worksheet

45. STEP 2: Opening
 Identify what the employee needs from you during this
discussion:
 Build Rapport
 Support the employee to lead the discussion.

46. Step 3: Explore
 Ask about the employee’s perceptions of his/her strengths &
weakness (What does he/she enjoy doing? What tasks are
difficult?)
 Clarify the employee’s career goals (Where does he/she want
to be in 3-5 years?)
 What roles does he/she want to play on the team today?

47.  STEP 3: Explore
 Review each goal on the employee’s development plan:
 Identify what the employee perceives are his or her:
2 Strengths, 1 Weakness 1 Potential
 Adjustments to development goals.
 Identify specific activities that will help him/her develop in
this area.
 Discuss any support he/she needs from you

48. STEP 4: Agree
 Set agreements on how development progress will be tracked
 Set a date to finalize the Development Plan in the Online
Tool
 Schedule your next development conversation. (one per
quarter)
 Review your Action Plan on a regular basis (monthly) to
ensure you effectively support employee development

50. 50
Gather &
understand existing
state of job roles &
any deltas between
theoretical roles &
reality.
Analysis
Apr 11 – May 6
4 Weeks
Gather &
understand existing
stakeholders and
impacts
Deploy the career path
framework to a pilot group
in PayPal Ops. Monitor
the pilot and collect/apply
learnings prior to full
rollout.
Sept 12 – Oct 9
4 Weeks
Deploy the pilot; deliver
communications and
learning to support;
measure progress
CORECHANGE
COMPLETE
Standardize the job roles
and design a framework
based on those
standardized roles.
Design
May 9 – Jun 17
6 Weeks
Create draft
communications plan
and Change Tactical
Plan
COMPLETE
Develop a framework that
details potential movement
between job roles and the
recommended
interventions to prepare
for movement.
Build
Jun 6 – Aug 28
9 Weeks
Implement
communications plan;
develop learning support
materials; continue
progress on tactical plan
COMPLETE
November
4 weeks
Pilot: NA/EU Pilot:
APAC
Deploy the career path
framework to a pilot gr
in PayPal Ops. Monito
the pilot and collect/ap
learnings prior to full
rollout.
Deploy the pilot; delive
communications and
learning to support;
measure progress

51. 51
• Compilation of current PayPal Ops job roles
and associated skills & competencies
• Analysis summary of existing PayPal Ops
job roles, and corresponding skills and
competencies
Analysis
Apr 11 – May 6
4 Weeks
• Interviews with over 120 individuals
conducted over 5 weeks
• Over 75 hours of side by sides/interviews
completed
• 134 job descriptions collected
• 70 distinct job-roles evaluated
OUTPUTACCOMPLISHMENTS
COMPLETE
Design
May 9 – Jun 17
6 Weeks
COMPLETE
• Standardized job description (JD) format that has been reviewed
by Talent Acquisition, Core Team, Compensation, and Legal
• A standardized set of JDs created for all roles level 26 and below
within CS, Risk, FS, and Merchant (Business Support only)
• Business Validated Standardized Libraries for CS, Risk, FS, and
Merchant (Business Support only) that have been reviewed by
Legal, Compensation, Core Team members and business peers
• Design of MyMap (visual representation of job/job family
structure)
• Standardization, consolidation, clarification, and in some
instances expansion of job descriptions to approximately 80
unique job descriptions

52. 52
Functional and Cross-
functional Role Progression
Internal Progression
Competency based
Interviewing & Standard
Job Descriptions
External Recruiting
Standard Job Descriptions,
Consistent posting process,
& Business process to
create and update job
descriptions
Job Library
Facilitate top talent
placements
Talent Development
Robust development and
career conversations
Coaching
• Connects to Training Academies and Mgmt
Curriculum
• Provides transparent roles, skills and
competencies
• Allows for self directed exploration
Professional Development

53. Co-develop with Accenture
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55.  INTERACTIVE AND EXPERIENTIAL LEARNING IN 4 PARTS
1. Leading the Mindset Change on Career Progression (45 mins)
1. Identify current perspective
2. Manage individual expectations
3. Enabling vs. Owning Progression & Growth – the People Manager’s Challenge
2. Team Huddle/Stand Up & Team Learning (1.5 hours)
1. 30 mins – The Huddle / The Stand Up (Communication)
2. 30 mins – The Team Learning (Education)
3. 30 mins – The Questions (FAQs – Building Understanding)
3. Integrating the Career Models as a People Manager (1.5 hours)
1. During Hiring (External & Internal) – Talent Acquisition changes and using the
new Job Descriptions
2. Supporting Development Conversations
3. Non-Exempt Progression – the process and how to assess against criteria
4. Your Role During Pilot/Deployment (15 mins)
The People Manager’s Action Plan for the first 30 days

57. • Have you completed your training as a Coach?
• Have you a scheduled development conversations?
• Before the 1:1 – review the individual’s plan.
• Reflect on your last session.
• Has the teammate reviewed the MyMap portal
• Refer to the skills and experience sections during the session as
appropriate.
• Reference 70/20/10 – put that into context for the individual –
make it real
• Does the plan in ManagingPerformance tool reflect the
conversations and resulting in action?
3/10/2018MyMap - Education for People Managers 57

58. 3/10/2018MyMap - Education for People Managers 58

60. What challenges did you face and how you
overcame such?
 Summarize the global job description,
 collection of success stories
 The involvement of leadership team in supporting
of the initiatives
 Employee initiative – managers still need to
champion it
What common pitfalls you think audience
should avoid?
 Focus on the key business groups
 Support with the one on one meeting structure

61. What unique insights that you think many
organisations have not been well aware of?
 Clarity is power: Transparent of the JD,
requirements
 Willingness of the HOD to support career
movement 2 years, Alibaba, culture

62.  Career Development Process for Employees
 Implementation of Career Development by
Corporate

Planning of Career Development by Corporate
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