The document discusses creating a culture of career management within organizations. It highlights global trends like talent shortages that are impacting career management. It advocates shifting from a "job for life" to "career for me" model where employees take ownership of their careers. The document provides perspectives from HR leaders and proposes embedding career development into organizational practices like hiring, development, and people management. It presents a framework to help employees take charge of their careers through discovery, personal branding, and action planning.

1. Right Management
November 20, 2015
“Creating a Culture of Career”

2. Right Management : Global Career Experts
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Today’s Agenda
November 20, 2015
• Global Trends Impacting Career Management
• The New Career Paradigm
• CHRO Perspective
• Our Point of View

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ORGANIZATIONAL
EFFECTIVENESS
INDIVIDUAL
DEVELOPMENT
CAREER
MANAGEMENT
Right Management
We’re the Global “Career Experts” within ManpowerGroup.
We deliver smart, targeted solutions based on insights gathered from your
organization and its leadership.

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3+ Million
ManpowerGroup – Global Workforce Experts
Professional resourcing and
project-based solutions
Contingent and
permanent recruitment
Workforce Experts
• Sourcing
• Assessing
• Training & Developing
• Managing
80COUNTRIES
3,100
GLOBAL OFFICES
20.25B
2013 REVENUES
65
YEARS OF
EXPERIENCE
Outcome-Based
Outsourcing Solutions
Providing integrated workforce solutions by leveraging our leading brands.
Global “Career
Experts”, who enable
organizations to win by
helping their
employees succeed
People Transitioned
and Developed
70% of Global 500
80% of Fortune 500

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Talent Shortages in 2015
Jonas Prising
CEO, ManpowerGroup
https://www.youtube.com/watch?v=6EyZndReq8k#t=61

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Accelerating
Shifts in the
Human Age
Driving the need
for a more agile
workforce
Re-segmentation of Markets
Drives need for one-size-fits-one
Certain Uncertainty
Drives need for faster time-to-value
Economic Evolution
Drives talent mismatch
and talent shortage
Technological Innovations
Drives need for increased agility
• 50% of employees change careers
after 12-months
• 22% of organizations do not believe
that they have future leaders identified
for critical roles
Employees and employers have different
expectations around productivity
• 43% say work life balance is their
primary career aspiration, and only
10% associate career success with
high performance
• Only 25% of managers believes
their workforce effectively responds
to change
• Technology is increasing the
pace of change
• The lifecycle of skills is
decreasing
• By 2025 there will be more Millennials
in the workforce than there have been
people at any other time – are your
leaders prepared to lead them?
• 68% of managers are not engaged in
the career development of their
employees
Market Trends in The Human Age

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Employers
Economic
Recovery
Shifting
Demographics
Rapid Advances
in Technology
Disruptive
Forces
Impacting the
World of Work
• Population decline
• Shrinking workforce
• Youth Unemployment
• Gender Inequality
• Disruption
• Collaboration
• Mobility
• Sheer speed
• Globally uneven
• Recession Risk
• Slow Job Creation
• Income Inequality
Talent in the Human Age – Certain Uncertainty
Employers need to capitalize on transient competitive advantage quickly –
to do this, talent is critical

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Manpower
Talent
Shortage
2015 Survey

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Factors Putting Pressure On Talent Strategies
November 20, 2015
1
2
3
4
5
Global Talent Mismatch
Multi-generational Diversity
Technological Innovation
Faster Innovation and Skills
cycles
Socialization, virtualization and
dispersion of the workforce

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Employers Must Operate in a Dynamic Talent Environment
The shift in expectations requires “new rules” of engagement
High Demand TalentHigh Supply Talent

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Leadership Trends
87%of organizations do not
believe they have
future leaders
identified to fill critical
roles.*
*Talent Management Accelerating Business Performance Survey.
** ManpowerGroup 2015 Talent Shortage Survey
46%of organizations
identify lack of future
leaders as a top
concern.*
13%believe their
organizations have
ample leadership
pipelines.**
The talent shortage is even worse with leaders.

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Here’s what our leaders are saying about Career Management
“Organizations are
becoming more Complex”
“Career Guiding Principles:
Teammate Owned
Manager Supported
Organization Enabled”
“High Potentials are
important, but I need to
focus on the steady
Eddie
(High Performer)”
“Employees have to
develop their careers
using experiential
learning”
“It’s as simple as
everyone creating
an IDP”
“Career Plans
should only
be for the next
2-3 years”
“Career Development
should support your
career at your current
company but also when
you leave
“Leaders just don’t know
how to have career
conversations”

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Experience, Exposure and Education
Mara Swan
EVP, Global Strategy and Talent, ManpowerGroup
Brand Leader, Right Management
https://www.youtube.com/watch?v=4zYZCYYDB7g
November 20, 2015

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Discussion
Individuals with in-demand skills are
rejecting traditional corporate pathways
in favor of managing their own careers
on their own terms.
From “Job for Life”
to “Career for Me”
Question: In your respective organizations, what steps are you taking to Create
a Culture of Career?
Employees need to experience a development culture where
feedback is immediate and continual instead of tied to once a year
performance evaluations

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New Reality
November 20, 2015
Organizations need to prioritize career development for employees or
else they will find it difficult to attract and retain the talent they need
to succeed.
Companies that do
this experience:

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The shift from “job for life” to “career for me”
November 20, 2015

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The Evolution in Career Management: Development

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The Evolution in Career Management: Rewards

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The Evolution in Career Management: Managers

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A Mismatch Between Employees and Organizations

21. Alignment. Positivity. Engagement.
Creating a Culture of Career
Right Managements Point of View

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Embedding Career Management Into Your Culture
A career development
philosophy affects every
aspect of the workplace,
from who is hired to how they
are developed and managed.
Hiring Practices
Development Practices
People Management
Practices

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Developmental Practices
November 20, 2015
Organizations benefit from the
improved engagement and
increased productivity that follows
when employees are
equipped to take on new
challenges and opportunities.

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People Management Practices
Two-thirds of individual performance drivers are tied to
career conversations.

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The Alignment Model –
What is Career Management?
Focus on aligning
employees’ aspirations
to the organization’s
strategy in order to:
• Maximize attraction,
engagement, development,
retention and
transition of talent.
• More effectively manage its
people by linking careers to
broader talent frameworks
Employee
Needs and
Wants
Employer’
Needs and
Wants
Employee
Value
Proposition
Employer’
Value
Proposition
Alignment

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Effective Career Development Framework for
Employees
November 20, 2015
Discovery
Personal
Branding
Action
Planning
Who am I?
• What do I enjoy most?
• What is important to me?
• What is my ideal work environment?
• What are my personal work/life priorities?
• What are my key strengths?
Where am I?
• Where is my career at now?
• How am I aligned with the needs of the organization?
• How am I perceived / What am I known for?
• How well do I promote my brand?
• What resources are at my disposal for managing my career?
Where am I going and how will I get there?
• What are my short and long term aspirations?
• Who can provide assistance or guidance?
• What are the action steps I need to take to accomplish my career goals?
• What are the potential opportunities and obstacles?
• How do I prepare for my career discussion with my manager?
Growing in Place
Growing in Function
Growing Within the Organization

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Changing the Conversation
PERFORMANCE DISCUSSIONS CAREER COACHING DISCUSSIONS
Review of past performance
Relate present performance to future
opportunities
Job-specific strengths and weaknesses Broader skills, strengths, and potential
Leader as evaluator Leader as career coach
Focus on present job Focus on long-range planning
Linked to immediate
department/assignment needs
Linked to future needs of company
Leader-initiated and directed Employee-initiated and directed
Evaluative Developmental
Reporting relationship Collaborative relationship
Annual Frequent – as needed

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Call to Action…
5 Questions to ask as you assess your organization’s journey towards “Creating
a Culture of Career”:
1. What are the assumptions behind our current talent management
practices? Are they still relevant to the diversity of our workforce and our
goals?
2. What new practices will we need in order to attract, develop and retain the
talent?
3. Are our managers prepared to have a career conversation with team
members, and help them develop career plans?
4. Are we providing learning opportunities for all employees to accelerate
growth at all skill levels?
5. Are we building a workplace culture of trust, transparency, and opportunity
so that our company becomes a talent destination?
November 20, 2015
“Change the Conversation”