Career paths should be developed with a clear purpose. Without question, a key reason for developing career paths in many organizations is to support the strategic direction of the organization.
Almost every company has an overall vision or mission that serves as a focal point for resource allocation, prioritization, and development strategies. Most organizations also articulate strategic priorities and goals that define the organization’s focus in the near term (i.e., within five years or less).
Typically, senior leaders have overall responsibility and ownership for strategic priorities and goals but, ideally, those priorities and goals are cascaded throughout the organization, and all employees feel a sense of responsibility for helping the organization attain the goals.
Company strategies, visions, priorities, and goals really only gain traction throughout the organization when they are linked to and integrated with “ people systems. ”
Integrating Career Paths into HR PracticesSeta Wicaksana
As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs.
In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development.
That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.
Career Paths - Managing Organizations and Their EmployeesSeta Wicaksana
Career Paths is a straightforward guide to strategic talent management, illustrating how to integrate recruitment/selection with training/development. It is highly recommended to human resource and employee development professionals who want to optimize their use of human resources
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Integrating Career Paths into HR PracticesSeta Wicaksana
As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs.
In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development.
That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.
Career Paths - Managing Organizations and Their EmployeesSeta Wicaksana
Career Paths is a straightforward guide to strategic talent management, illustrating how to integrate recruitment/selection with training/development. It is highly recommended to human resource and employee development professionals who want to optimize their use of human resources
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Succession planning is a part of Human
resource planning for employee
development It is a strategy for identifying
and developing high potential workers for
future leaders.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
Explore the critical role of succession planning for seamless leadership transitions, and how executive search consultants in India can contribute to the same with the right tactics and strategies.
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Employee Succession Planning Step by Step.pptxPriyaShama1
Employee Succession Planning Step by Step. This presentation will help you out with all details you need to plan succession planning for your organisation along with case study.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
More Related Content
Similar to Integrating Career Paths into Talent Management Systems
Succession planning is a part of Human
resource planning for employee
development It is a strategy for identifying
and developing high potential workers for
future leaders.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
Explore the critical role of succession planning for seamless leadership transitions, and how executive search consultants in India can contribute to the same with the right tactics and strategies.
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Employee Succession Planning Step by Step.pptxPriyaShama1
Employee Succession Planning Step by Step. This presentation will help you out with all details you need to plan succession planning for your organisation along with case study.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Integrating Career Paths into Talent Management Systems
1. Integrating Career
Paths into Talent
Management
Systems:
Strategic Workforce Planning,
the Early Identification and
Development of Executive
Talent, and Succession
Management
www.humanikaconsulting.com
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi UP
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan
Integratif dalam menghadapi Perubahan (2020), Human Faktor
Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021),
Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021),
Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran
Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif
Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan
(2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila,
STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Manager
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
3. Keeping an Eye on the Big Picture
• Career paths should be developed with a clear purpose.
Without question, a key reason for developing career paths in
many organizations is to support the strategic direction of the
organization.
• Almost every company has an overall vision or mission that
serves as a focal point for resource allocation, prioritization,
and development strategies. Most organizations also articulate
strategic priorities and goals that define the organization’s
focus in the near term (i.e., within five years or less).
• Typically, senior leaders have overall responsibility and
ownership for strategic priorities and goals but, ideally, those
priorities and goals are cascaded throughout the organization,
and all employees feel a sense of responsibility for helping the
organization attain the goals.
• Company strategies, visions, priorities, and goals really only
gain traction throughout the organization when they are
linked to and integrated with “ people systems. ”
4. Strategic Workforce Planning
• Strategic workforce planning entails forecasting the number of
people with specific competency profiles who will be needed in
the future to successfully carry out the organization’s overall
strategy and developing plans for dealing with anticipated
shortages and overages.
• Steps involved in strategic workforce planning typically include:
• Carefully examining the organization’s overall strategy and determining the
human capital implications of that strategy;
• Identifying the number of people with specific competency profiles who will
be needed in the future to successfully execute the organization’s overall
strategy;
• Identifying the number of people with those profiles available in the
organization today and the number of those people expected to be available
at a specific future time (given specified assumptions regarding attrition due
to retirement and other factors);
• Identifying anticipated future personnel gaps/overages based on that
analysis;
• Developing specific plans for filling anticipated gaps and for preventing
overages; and
• Feeding back the results into the organization’s broader strategic planning
process.
5. Strategic Workforce Planning
• Conducting strategic workforce planning is more important today than
ever. Baby Boomers are retiring with greater frequency and younger
workers are more mobile than ever. Organizations that fail to plan
appropriately increasingly find themselves faced with a daunting gap
between their leadership talent needs and the talent available inside the
organization.
• Career paths that are directly linked to the strategic priorities of the
organization (as discussed in the previous) can be a very useful tool in
conducting strategic workforce planning. You can use them to identify
the specific competency portfolios that will be needed given the strategic
direction of the company, and the nature and extent of the employee
development that will need to occur to ensure that current employees
attain the competency portfolios that will be needed in the future.
• Many organizations use a model or analytic tool to help guide their
evaluation of “ what they have ” relative to “ what they need ” and, most
importantly, “ what they will need ” as part of the strategic planning
process.
• These analysis methods and, more importantly, the overall strategic
human capital model discussed in the book Play to Your Strengths,
provide a valuable approach for conducting strategic workforce planning
and for ensuring that your organization’s talent management system is
closely and effectively tied to its overall corporate strategy.
6. Three Labor Flows
from Play to Your
Strengths
• Attraction – how successful is the
organization at attracting the kinds
of people it needs to achieve its
goals?
• Development – How successful is it
at growing and nurturing the kinds
of human capital it needs to
execute its business strategy?
• Retention – how successful is it at
retaining people who have the right
capabilities and produce the highest
value?
7. Strategic Workforce Planning
• The outputs of such an analysis can then be used to evaluate
the organization’s readiness, from a workforce perspective, to
achieve its intended business outcomes.
• We can easily see how career paths are relevant to this
analysis. Career path information can be used in the context
of this analysis to inform judgments regarding any of the
following issues:
• Whether the sequential linkages between roles support the
current and future direction of the company;
• Whether there is alignment between hiring criteria and
organizational criteria for success (e.g., whether needed
qualifications are evaluated as part of the hiring process);
• Whether the available developmental experiences/training
courses are adequate to facilitate movement along the paths;
• Whether there are gaps between what the company espouses
and what it rewards in the form of career success factors.
• Linking career paths to corporate strategy and using career
path information in the strategic workforce planning process
will ensure that the career paths you develop are ingrained
into the organization and become a defining feature of its
overall talent management system.
8. Identifying and Developing Early-
Career, High-Potential Leadership
Talent
• Certain individuals merit a “ fast-track ” approach along the career
paths. By identifying individuals with high potential early and putting
them on a “fast track” their value to the organization over the long run
can increase exponentially.
• Moreover, employees placed in a fast-track program may show an
increase in their responsiveness to development and an increase in
their motivation to lead.
• In addition, placing employees with outstanding potential in a high-
potential program can improve retention of these people, resulting in
decreased costs in recruiting, hiring, and training associated with
replacing talent that leaves your organization.
• You can use career paths that you design for your general employee
population with high potentials, or you can develop career paths
specifically for use with high-potential employees.
• In this section, we focus on criteria for identifying high potentials,
links to career paths, and options for accelerating high potentials
within your organization.
9. Who Are Our
High Potentials?
Many approaches to identifying high potentials exist, along
with many myths about how to do so effectively.
10. How Can We Develop (and Promote)
Them Faster?
• The goal of a high-potential (hi-po) program is to accelerate the
development and advancement of talent as quickly as possible.
Career paths can be valuable in doing this. Like any employee, high
potentials should identify development targets using career path
information and create an actionable development plan.
• The manager and/or mentor should guide the employee to identify
the highest-return development activities to ensure rapid movement
along one or more paths.
• Career path information is a critical tool in focusing the high-
potential employee’s planning. When the organization reviews the
progress of high potentials with an eye toward filling one or more
openings, career path information is again relevant.
• The decision-making process can be much more accurate and
efficient when the paths to the open role are clear and the progress
of individuals along those paths has been tracked and documented.
11. Managing Communications
Regarding High Potentials
• Organizations must carefully consider how to manage
communications regarding their high-potential programs.
Organizations need to ensure that high-potential employees
know that they have strong career prospects in the
organization and are guided toward continued, and often
new levels of, success within the organization.
• Several characteristics describe how organizations choose to
manage communications with and about high potentials.
Each characteristic can be seen as a continuum; typically,
organizations make compromises that result in a position
somewhere between the endpoints.
• it should be kept in mind that to use career paths to
maximal advantage to develop high potentials, there needs
to be some degree of transparency in communications
regarding the high-potential program so that managers can
freely discuss the career path and development implications
of being designated a high–potential employee with
employees who have been designated as such.
12. Succession Management
• Succession management is the process used by an
organization to identify employees for higher-level roles
and develop those employees so that they are ready to
take on those roles at the appropriate time.
• As with a high-potential program, if you develop career
paths specifically for succession management purposes,
you should include jobs or roles in the paths for which
there are relatively few openings if you are using the paths
to guide the identification and development of candidates
for those jobs/roles.
• Increased recruiting efforts might be needed to ensure
that the pipeline of Individual Contributors is replenished
to support ongoing growth. Career paths will help drive
the analysis, decision-making, and resulting talent
movement associated.
13. Evaluating
Readiness for
Promotion in
the Context of
Succession
Management
The highest expectations in a succession management scenario are
placed upon high potentials. By definition, these individuals are
expected to be both motivated and able to “ get there sooner. ”
Development plans for hi-pos should reflect the optimal movement
patterns to satisfy the organization and the individual.
From an organizational perspective, a naturally occurring question at
this point is – “ Who is ready to move ahead in the organization? ”
While this question is important at every level of the organization, it is
critically important as we move higher in the organizational hierarchy.
The evaluation process underlying promotion decisions is complex
and delicate when making decisions about critical positions. Having all
of your “ tickets punched ” does not guarantee success at the next
level.
Not all organizations can embrace robust, resource-intensive,
relatively expensive assessments to evaluate the readiness of their
talent. However, they should consider the risk of making the wrong
decision and gather and use as much decision information as budgets
and the organizational environment support.
14. Methods for
Evaluating Readiness
As noted earlier, readiness can be evaluated using any of
several approaches and tools. These approaches vary by
complexity, cost, and time.
15. Keeping Those “ Not
Yet Ready ” on the
Path(s) to Get There
• So, what happens to employees who are not chosen for promotion or special
development activities at a given point in time?
• How do you keep them motivated?
• How do you avoid losing valuable employees who are just not quite ready yet,
especially when they think they are ready?
• As with many other scenarios, career paths can help.
16. Bill
• Obviously, the company needs to handle Bill carefully at this time. His
ego is bruised, and he wonders what is missing from his portfolio that
prevented him from being promoted. The company must carefully and
clearly lay out the rationale for its decision. Moreover, Bill should
understand exactly where he fell short against the required
experiences, skills, or competencies.
• Career path information can be very useful in helping Bill to
understand where he fell short. Bill’s manager and/or coach should
also speak with Bill about his career opportunities. Career path
information will obviously be useful in this discussion.
• Bill might be well served to stay on the path he has traveled thus far,
or he might be better served by a shift to an adjacent or alternative
path.
• After helping Bill to understand his near – and long-term options, Bill
should receive significant development support to close any
competency or experience gaps that could hinder his future
progression. In the end, there is no guarantee that Bill will not leave
the organization, but these steps can certainly help to increase his
connection to the company.
17. Summary
• We described how career paths can be
integrated into a number of important
components of your organization’s overall
talent management system.
• As we discussed, career paths serve a very
important role in each of these components.
• However, the significance of the role of
career paths in these individual system
components pales in comparison to the
significance of their role as a mechanism for
linking these components together into a
cohesive and seamless structure.
• This linkage will provide a real competitive
advantage to your organization.