Creating a cohesive career progression model Roy Mark
The 'jigsaw' pieces required to enable the creation of a cohesive and controlled career framework, with this example focused on the Contact Centre sector.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
Creating a cohesive career progression model Roy Mark
The 'jigsaw' pieces required to enable the creation of a cohesive and controlled career framework, with this example focused on the Contact Centre sector.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
Learn more about the popular and overlooked ways organizations and professionals can purchase training to become more resilient. With a proper plan, it can be easier to overcome roadblocks such as budget cuts that in the past would have forced you to utter the phrase, “We don’t have the budget.” This slidedeck helps you create a training strategy, examines all of the ways to purchase training, helps you idetnify and utilize funds you may not even know you have, and presents real-world scenarios to help maximize your budget.
MP4 version: https://youtu.be/LRXyZ-7Yp9k
The Spectrum of Performance Management
1. Hire the right people
2. Tell them what to do and why
3. Show and train them on how to do it
4. Give them feedback on how they’re doing
5. Make supporting to elevate them as your top mission
Recruitment
• Define the profile for the open position
• Attract and hire candidates with appropriate skills, knowledge, personality, and drive
• Hire for strengths than lack of weakness
• Provide a positive candidate experience
Goal-Setting
• Set S-M-A-R-T goals and expectations (specific, measurable, attainable, relevant, time-bound)
• Align individual goals with departmental and company goals
• For new hires, factor in the “learning” goals with the “production” goals
• Explain what the rewards are for meeting such and the implications of not being able to do so
Training
• Utilize engaging and interactive training tools
• Soft-skills training
• Training on product, market, and technology landscape
• Training on updates and upskill
• Conduct training evaluation
Evaluation
• Skills and behavior
• Individual goals and expectations
• Key policies and procedures
• Product and systems knowledge
• Cross-functional relationship and collaboration
Coaching
• Employ proper approach and build rapport
• Define the identified problems or areas of opportunity
• Ask why it is important to address the problem and get the employee to buy-in
• Do some recap to check retention
• Hold the employee accountable to avoid recurrence
• Follow-up as planned to check improvement
Next-Level Approach
• Motivation is our “why?”
• Inspiration is our “where?”
• Empowerment is our “how?”
Training on the Calculation of Training ROI (return on investment). Once the training objectives, aligned with organizational strategy, are set the measurement methods need to discussed. The ROI calculation will relate to the training objectives.
Learn more about the popular and overlooked ways organizations and professionals can purchase training to become more resilient. With a proper plan, it can be easier to overcome roadblocks such as budget cuts that in the past would have forced you to utter the phrase, “We don’t have the budget.” This slidedeck helps you create a training strategy, examines all of the ways to purchase training, helps you idetnify and utilize funds you may not even know you have, and presents real-world scenarios to help maximize your budget.
MP4 version: https://youtu.be/LRXyZ-7Yp9k
The Spectrum of Performance Management
1. Hire the right people
2. Tell them what to do and why
3. Show and train them on how to do it
4. Give them feedback on how they’re doing
5. Make supporting to elevate them as your top mission
Recruitment
• Define the profile for the open position
• Attract and hire candidates with appropriate skills, knowledge, personality, and drive
• Hire for strengths than lack of weakness
• Provide a positive candidate experience
Goal-Setting
• Set S-M-A-R-T goals and expectations (specific, measurable, attainable, relevant, time-bound)
• Align individual goals with departmental and company goals
• For new hires, factor in the “learning” goals with the “production” goals
• Explain what the rewards are for meeting such and the implications of not being able to do so
Training
• Utilize engaging and interactive training tools
• Soft-skills training
• Training on product, market, and technology landscape
• Training on updates and upskill
• Conduct training evaluation
Evaluation
• Skills and behavior
• Individual goals and expectations
• Key policies and procedures
• Product and systems knowledge
• Cross-functional relationship and collaboration
Coaching
• Employ proper approach and build rapport
• Define the identified problems or areas of opportunity
• Ask why it is important to address the problem and get the employee to buy-in
• Do some recap to check retention
• Hold the employee accountable to avoid recurrence
• Follow-up as planned to check improvement
Next-Level Approach
• Motivation is our “why?”
• Inspiration is our “where?”
• Empowerment is our “how?”
Training on the Calculation of Training ROI (return on investment). Once the training objectives, aligned with organizational strategy, are set the measurement methods need to discussed. The ROI calculation will relate to the training objectives.
Grooming & Kennel Expo Pasadena | Angela Clark & Mike Hooper XCEL CREATIVE
Angela Clark owner of American Grooming Academy in Temecula speaking at Grooming & Kennel Expo Pasadena. Topic: Competitive Recruitment Strategies
Guest Speaker: Mike Hooper from XCEL Creative in Murrieta
Purpose of promotion, basis of promotion, Meaning of transfer, reasons for transfer, types of transfer, right sizing of work force. Need for right sizing.
The use of Stay Interview is presented to the purpose to start to highlight some key elements of an organizational culture.
Them can be used to define (or to check an existing) Employee Value Proposition (EVP).
The so reviewed EVP can be used as a base to check for people retention risks and to design a set of individually focused retention plan
The CareerCENTRE helps to define the right career path for an individual based on self assessment. Organisations that invest in career management have greater levels of employee engagement.
Organisations with high employee engagement are more productive, more profitable and generate greater shareholder value.
Salon Businesses for Families Mark Accreditation PresentationTony Keng Hong Tan
To encourage Singapore businesses to adopt pro-family initiative. An initiative by the Ministry of Social & Family Development (MSF), Singapore. Business Excellence Framework.
Salon Businesses for Families Mark Accreditation Presentation
Career Progression Pathway
1. Tan Keng Hong Tony
Experienced professional
with a unique combination of
expertise in Business
Development, Marketing,
Administration, and Human
Resources.
Email: tony.tan@i-healthyinvestment.com.sg
Mobile: 81189155
| Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
3. Session Learning Outcome
| Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Understand the Career Progression
Pathway concept
4. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Differences between
Job vs Career
Merely an activity Progression toward
a life-long goal
Short-term
Long-term
Likely to see in a narrow
dimension: $$ Personal aspiration
Beyond monetary benefits
Showing Passion
May not required
specialised training
Risk-taking which has higher risk?
Job Career
5. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Career Progression Pathway
In HR term, you call it ‘Graded Salary
Structure and Salary Ranges’.
Job Families – Kitchen Section, Marketing,
HR
Job Description – Duties & Responsibilities
6. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Career Progression
Pathway
Learning
Progression
Pathway
Development Professional
Developing Professional
Seasoned Professional
7. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Proposed legislation: Progressive Wage Model
Targeted Industry: Cleaning industry
Classification into 3 categories:
Group 1: Office and commercial buildings
Group 2: Food and beverage (F&B)
establishments
Group 3: Conservancy sector
Case Study
8. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Key Features:
incorporate minimum wage
skill upgrading certification
itemisation of reimbursement components
such as uniform, meal
structured career ladder
define job scope / description
9. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
minimum wage
job scope
skill upgrading
career ladder
10.
11. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Group Activity
Identify a selected department/area in the
Company.
Select 1 job position and list down the
required job activities (at least 8). Example
Cook or HR Assistant.
Identify at least 2 job activities can be
consider of higher position e.g. Senior
Cook.
12. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Group Activity - Example
HR Assistant (Operational)
job scope: To consolidate staff monthly
salary (data-entry)
HR Executive (Supervisory)
job scope: Manage WP/EPOnline (MOM)
HR Manager (Managerial)
job scope: To draft HR policy
13. | Improve Professional Practice | Be Adaptable and Resilient |
Tan Keng Hong Tony
Debrief
Q1. What Knowledge, Skills or Attitude
required for each duties / responsibilities?
Q2. What do you understand about Career
Progression Pathway?
What the differences between Job vs Career? Risk-taking: Job OR Career
Use Progressive Wage Model (PWM) to debrief for the mini presentation.
Probing Questions:1. What Knowledge, Skills or Attitude required for each duties / responsibilities?2. What do you understand about career progression pathway? Write down the KEY word on flip-chart.3. How does it benefits you and the company? Write down the KEY word on flip-chart. Get participants to state their job scope (duties and responsibilities – state 1 will do). Write down in the flip-chart. Map the job scope to ‘Operational’, ‘Supervisory’ and ‘Managerial’ and ‘K’, ‘S’ and ‘A’- Briefly explain K S A; Map the job scope to ‘Knowledge’, ‘Skills’ and ‘Abilities’ (Competency)Differences between “Explicit Knowledge” (can be easily codified or recorded) vs “Tacit Knowledge” (not easy to record like certain EQ ability)70 : 20 : 10 OJT, problem-solving, experiential : social learning : formal learning/training e.g. certification
Use below to conduct debrief; after facilitate sharing session: Pay for (length of) Service – Seniority-based wagePay for Job – Duties & Responsibilities Pay for Competency – Knowledge, Skills & Abilities to produce key results. Competency may be attained through formal training or even informal training e.g. experiential learning, problem solving, on-the-job-training. Pay for Performance – trait-based, behavior-based, knowledge/skills-based (Competency), activity-based or result-oriented basedJob and Performance can be use to formulate ‘Graded Salary Structure and Salary Range’