The value of career development system and solutions to build employee engagement and improve organizational performance is proven through research; contact Michele Croci, TalentExperiment.org, for more information. michelecroci2@gmail.com.
Preventing and ending sexual harassment in the workplace.pptx
Employee career engagement talent experiment & fuel 50
1. talent chasm
Crossing the
Designing an employee career
experience across the talent lifecycle
Anne Fulton
CEO & Co-Founder
Tom Gross
North America Regional Vice
Presient
2. Executives predict at least 1 in 5 roles in
organization will cease to exist by 2022…
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )
3. …but only 55% of HR leaders are confident
in their company’s ability to re-skill
displaced workers.
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )
4. globally believe the biggest challenge their
organization faces in meeting their strategic
objectives is having a sufficiently agile workforce
80% of CEO’s
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )
5. globally believe their organization has
insufficient talent resources to meet
strategic business objectives
40% of HR practitioners
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )
6. 6
Does your organization have
sufficient talent to meet your
strategic goals in 3 years time?
A QUESTION FOR YOU
7. 78% of employees said they would stay
longer with their current employer if they
knew what their career path could look like
Retention of high-value talent
C R E D I T : M E R C E R ( E M P LO Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )
8. Employees who are more energized at work
are more than twice as likely to have clarity
around promotion opportunities and have
bosses that coach and develop them
Create clarity and commitment
C R E D I T : M E R C E R ( E M P LO Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )
9. C R E D I T : F U E L 5 0 ( C A R E E R E N A B L E M E N T B E S T P R AC T I C E S , 2 0 1 7 )
Having sufficient talent to meet strategic
needs through integrated career
development was associated with 70%
improved performance on key business
outcomes including engagement, voluntary
turnover, and revenue per employee.
40%
10. C R E D I T : B E R S I N B Y D E LO I T T E
Forcing career models into disruption
Organizational readiness to
manage careers dropped by
32% from 2017 to 2018
32%
11. 11
How ready is your business to
deliver a clear career proposition
to your people that supports
workforce agility?
A QUESTION FOR YOU
13. The talent wars are over, and
talent won
C R E D I T : R O B I N E R I C K S O N ( P H D, H E A D O F TA L E N T & E N G AG E M E N T R E S E A R C H , B E R S I N B Y D E LO I T T E )
AT F U E L 5 0 S H A R K TA N K L U N C H E O N I N L A S V E G A S ( O C TO B E R , 2 0 1 5 )
14. of companies are
redesigning (or
planning to redesign)
their career model
61%
of companies
expect careers to
last 10 years or less
60%
of companies
expect careers to
last 5 years or less
31%
S O U R C E : B E R S I N B Y D E LO I T T E
Forcing career models into disruption
16. Career pathing across
Career pathing is
about profitable
growth, both for
the business and
the individual.
THE CAREER DEVELOPMENT
WHEEL, FUEL50 (2016)
the talent lifecycle
17. S O U R C E : F U E L 5 0 ( C A R E E R AG I L I T Y & E N G AG E M E N T R E S E A R C H , 2 0 1 5 )
Career partnerships
32%
Wanttoaccelerate
theircareersor
dialup
35%
Wantmorework
responsibilities
75%
Wouldusepersonal
timetofurthertheir
career andtakeon
additionallearning
thatwouldbenefit
thematwork
19. 19
Crafting personalized work proposals based on individual
career preferences and organizational needs to maximize
both current performance and long-term goal alignment.
This ensures an agile workforce that can be readily
reshaped in response to evolving market conditions.
1
What is career pathing?
Introduction:Careerpathing
acrossthetalentlifecycle
20. 20
Introduction:Careerpathing
acrossthetalentlifecycle
1
Career pathing is the employee experience
Having sufficient talent to meet strategic needs through
integrated employee career experience was associated with
70% improved performance on key business outcomes
including engagement, voluntary turnover, and revenue
per employee.
31. 32
Onboarding:Careerpathing
tofast-trackproductivity
3
During onboarding, it is essential for both parties to
set positive expectations by promoting their ‘best
selves’, as well as checking that the expectations set
during the selection process are adequately fulfilled
through quality career conversations.
32. 17%
“Our onboarding proceduresprovidenew hireswith the
opportunity toshare theirstrengths, valuesanddesired
contributionswith their team.”
8%
8%
49%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
17%
36. 37
Current practice
TRADITONALPERFORMANCEMANAGEMENT
VS
Next-gen / Fuel50
NEXT-GENPERFORMANCE
Top-down process
automation
Focus backwards
Promotes vertical-growth
thinking
Annual or quarterly at best
Self-directed growth and
development
Focus forward – future growth
Promotes lateral-growth
thinking
Continues career growth
37. Performance record remains the most
common method (63%), followed by a
competencies framework (54%)
63%
Identifying potential
38. 18%
“The manager and team membersprioritizethe top
threeperformanceandlearningoutcomestogether.”
8%
32%
41%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
40. Makingstrongereffortsto link the individual
role to the companydirection andgoals20%
Usingstaff members strengthsto mentorstaff
who requiredevelopmentof targetedskills20%
Measuringreadiness and
interestto learn20%
Respondentsare currentlyinnovating their approach to
performance managementby…
41. 42
What mentoring support do you provide your employees?
• Employees can find their own mentors
• We have a formal program available for talent
• We have a formal program available for all
• We have a mentoring portal
• We have reverse mentoring available
• We facilitate transactional coaching and mentoring
for specific skill needs
A QUESTION FOR YOU
43. 44
Talents-based career pathing
Fuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”
44. 45
Performance
Passion
I’d like to do this less
Oral Communication
Fostering Teamwork
Strategic Thinking
Forward Thinking
Results Orientation
MASTERY
Fostering Teamwork
Strategic Thinking
Forward Thinking
Decisiveness
Results Orientation
PROFESSIONAL
CONTRIBUTOR
Neutral Talents I’d like to advance it I enjoy doing this
Conceptual Thinking
Establishing Focus
Building Collaborative
Relationships
Influencing Others
Developing Others
Written Communication
Fostering Innovation
Stress Management
Entrepreneurial
Orientation
Analytical Thinking
Customer Orientation
Thoroughness
Attention to
Communication
Developing Others
Managing Change
Initiative
Personal Credibility
Self Confidence
Strategic Planning
Interpersonal Awareness
Technical Expertise
Providing Motivational
Support
Diagnostic Information
Gathering
Self Confidence
Flexibility
45. 46
towards aligning work tasks
with employee talents results in
increased engagement levels
Every small change
46. 47
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Performing:Careerdevelopmentredefines
theperformanceconversation
4
51. 52
How well does your business
support lateral moves?
• Very well
• Pretty well
• A bit ‘hit and miss’ / could do better
• We really need to work on this
A QUESTION FOR YOU
52. 53
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Developing:Buildingsustainableadvantage
throughtalentbenchstrength
5
54. Only 9% of organizations were
satisfied with the quality of talent
in their leadership pipeline
9%
55. 18%
“Our systemstake account of expressedindividual
preferenceduringworkforceplanningdecisionsand
whendecidingon lateralplacements…”
18%
18%
36%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
9%
56. “Lateral career moves are an integral
part of our talent strategy…”
10%
30%
60%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
58. 59
How easily can your employees find
stretch assignments?
• Very easily, we have a talent
exchange mechanism
• Reasonably easy, but generally
manager or HR facilitated
• Not easily, this is a bit ‘hit and miss’
A QUESTION FOR YOU
60. “Managers are aware of the career intentions of their
team so they are able to prevent sudden flight…”
28%
9%
9%
54%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
61. 62
Do your managers provide ‘stay interviews?’
• Yes, consistently and confidently
• A bit variable across our business
• Very infrequently or inconsistently
A QUESTION FOR YOU
62. “Gradual offboarding via flexible work practices and reduced hours
are accepted practice to retain critical skills as long as possible…”
36%
36%
9%
29%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
63. Only 18% of respondents remained in
contact with their alumni network18%
64. of respondents were failing to
leverage their power of their alumni
for know-how and referrals
78%
65. of respondents couldachieveimprovements intheiroffboardingexperience
by personalizingwork arrangementsto retaincriticalskills aslong as possible72%
of respondents arefailingto capitalize onthe potentialof the off-boardingphase
to on-boardtheirnew hireand provide mentoringexperience fordepartingstaff67%
Only 18% of respondents remainedin
contact withtheiralumninetwork18%
of respondents werefailingto leveragetheirpower
of theiralumnifor know-how and referrals78%
67. 68
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Developing:Buildingsustainableadvantage
throughtalentbenchstrength
5
69. 70
Career enablement ‘best in class’ organizations
• Internal recruiting
• Lateral moves
• Engagement
• Reduced recruitment costs
• Sufficient internal talent
• Ability to fill key role
• Voluntary attrition
• Absenteeism
• Revenue growth per
employee (r=.258**)
• Overall revenue growth
(r=.321**)
r=.22* r=.421** r=.322**
r=.486** r=.367**
HR processes HR outcomes ROI
*correlation is significant at a confidence level of .05 **correlation is significant at a confidence level of .01
CrossingtheTalentChasm:Whatdoesa best-in-class
employeecareer experiencelooklike?
7
Career enablement drives business outcomes
71. 72
CrossingtheTalentChasm:Whatdoesa best-in-class
employeecareer experiencelooklike?
7
Our best-in-class practices…
1. Invest in talent mobility
2. Build an agile career development mindset
3. Enable careers at all levels
4. Empower managers to become
career champions
5. Build leader coaching capability
6. Increase visibility of workforce
talents and career paths
Get your copy at
go.fuel50.com/bnch
72. 74
The talent exchange marketplace
Recruiting Onboarding Performance Learning Succession Planning
Bring career frameworks to life – personalized, interactive, and gamified!
Career pathing is…
CrossingtheTalentChasm:Whatdoesa best-in-class
employeecareer experiencelooklike?
7
Fuel50
73. 75
The Career
1 . A T T R A C T I O N
6 . S T A Y A G I L E
3 .
PATHING
7 . S T A Y , L E A V E , C O M E B A C K5 . P E R F O R M A N C E
4 . G R O W I N
R O L E
Experience
Why would I
join?
A personalized
career value
proposition
FuelValues
Is this the
right fit for
me?
FuelValues
How can I
grow my
career here?
Fuel
Pathways –
pre hire fit
and visibility
to future path
Custom
Career Value
Propositions
Review
Values Fit
TalentFit
Team Fit
Values &
Purpose
Alignment
Toolkits
FuelPathing
Find my future
role
FuelChat
Get live real-
time career
advice
FuelGoals
Create my
Learning
Growth Map
FuelFit
Check my Fit
& Gaps for
Aspirational
Roles
FuelCoach
Find a
coach
FuelMentor
Mentor
matching
FuelGig
Find a
Learning
Gig
FuelGig
Experience
Marketplace
FuelGig
Find a
Stretch
Assignment
Fuel
Feedback
Get 360
feedback
FuelTeams
Performance
Conversation
Tools
FuelCoaching
Team Insight
and Coaching
Tools
FuelAgility
For Talent
Mobility
FuelGig
For agile
teaming
FuelRetention
Retention Risk
Indicator
FuelLeaders
Targeted Stay
Conversations
FuelGig
Find External
Secondments
Alumni Career Portal
Keep my talents live,
searchable and
marketable to the
business
Map with Fuel50
2 . O N B O A R D
& A L I G N
75. Join us forour upcomingpaneldiscussion
Technology disruption in the HR space
FEATURING
Wednesday, June 6th at 1pm EDT
Jay Porter
V I C E P R E S I D E N T
A S S O C I A T E D I G I T A L C O N N E C T I O N S
ChristopherRotolo, Ph.D.
V I C E P R E S I D E N T
E N T E R P R I S E O R G A N I Z A T I O N A L D E V E L O P M E N T
DomBoon
V I C E P R E S I D E N T , P E O P L E
L I B E R T Y G L O B A L
76. THANKS FOR YOUR TIMELET’S CONNECT
@Fuel50pathing
go.fuel50.com/li
fb.com/CareerEngagement
Get your copy at
fuel50.com/book
anne@fuel50.com
go.fuel50.com/anne
www.fuel50.com