From Expectations to Agreements: How Open Conversations Transform Career Development

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to manage and coach employees
as fast you sprint.

Jeﬀ Smith, PhD
Director, Best-Self Academy
15Five
Cassie Whitlock
Director of Human Resources
BambooHR

Agenda ● Why career development should be a focus in your business.
● Managing development expectations
● The role of a manager in career development
● Company programs to promote a career development culture

71%
of employees use or have used referrals
from an organization’s current employees
to learn about job opportunities.

Employees who strongly agree they have
had conversations with their manager in
the last six months about their goals and
successes are 2.8x times more likely
than other employees to be engaged.

de·vel·op
/dəˈveləp/
verb
1. grow or cause to grow and become more
mature, advanced, or elaborate.

Is the work challenging?
Do I have good relationships?
Does my work have a purpose?

Managing Expectations
Vs.
Forging Agreements

What Employees Need to Know (and Feel) for
Successful Career Development

Let Employees Own
Their Development
● Let Employees Own Their Development
● Ask them how they want to grow
● Ask them if there’s a job title they want
● Ask early and check in often

Providing Employees with
a Bigger Perspective
● Company mission and values
● Understanding your management structure
● Size matters for the type of development
● Help them be realistic
● Help them prepare for external opportunities

PerformanceMetrics
Time
Potential
Performance
Gap
Identify Growth Potential

Helping Employees
Drive their Development
● Clarify what they want
● Identify a mentor
● Educate yourself
● Setting good goals
● Providing accountability
○ Self-accountability
○ Outside accountability

Managers: The Front Line
of Career Development

Show that you care about the whole
person, not only their contributions,
to maximize development.

Two Types of Growth
Deep Expertise Broad Shoulders

Coaching for broad shoulders
● Shadowing employees who currently handle
the responsibilities they want to take on
● Let employees be mentors
● Individual research

Coaching for deep expertise
● Detailed feedback about areas of their craft
● External development opportunities:
○ Certiﬁcation organizations
○ Conferences and seminars

Universal coaching concerns
● What title do you want?
● How are you doing on company values?
● How are you doing on hard skills?
● Standard vs. exceptional—what’s the WOW factor?

Company Level: Coordinating Individual
Development into Group Progress

Are we on a solid footing?
Are we creating a good culture?
Are we meeting our purpose?

Company-Level
Development Considerations
● Connect work to company goals and objectives
● Job sculpting for position/value alignment
● Communication about growth
○ Clear internal hiring process at every level

Job Sculpting
and Strengths
Utilization:

Company-Level
Communication &
Consistency
● Company mission and values
● Best-Self Kickoff
● Regular 1-on-1’s or reviews
● Recognize progress
● Bring positive energy
● Balanced feedback
● Separate pay and performance

Programs for Development
● Choose the right tools
● Mentor program
● Rewards and Recognition
● Company meetings
● Manager training
● Performance management
● Master classes
● Job shadowing

Takeaways ● Create employee ownership in professional development
● Provide clarity through feedback
● Train managers on how to explore career development
● Support career development with company level programs

Questions?

Thank you!
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