The webinar discusses career development, emphasizing its importance for employee retention and organizational success, while highlighting the role of managers as career coaches. Key topics include the impact of internal promotions, the use of big data to inform career paths, and the need for organizations to foster a culture of continuous coaching and development. Participants are encouraged to engage by submitting questions and are informed about accessing resources and webinar recordings.

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Personalized Career Coaching
Using Big Data Insight
Caitlin Bigsby, Visier
Oct, 2017

6. Agenda
§ Career development helps the organization as well
as the employee
§ Empower managers to have career development
conversations
§ Predict where to invest development resources
6

7. Career Development is Good
7

8. Poll Question
8
How much of a concern is employee
retention at your organization?
§ Top concern of the CEO down
§ Major concern of senior leadership
§ Something of a concern
§ Not a concern at all

9. 9
Slightly more than half
of employees (51%) say
they are actively looking
for a new job or
watching for openings
More than 50% of
employees are
actively looking
for new
opportunities

10. 10
An overwhelming
majority of employees
(91%) say that the last
time they switched jobs,
they left their employer
to do so
91% of people
said their last job
change was also
a company
change
Gallup: State of the American Workplace

11. 11
Career
advancement is
the #1 reason
people will leave
a job
Gallup: State of the American Workplace

12. 12
Lack of supervisor support
for career development
leads to distrust and plans
on leaving within the year

13. Lack of support for career advancement is
driving voluntary turnover
13

14. 14
Cost to replace an
employee can be up to
2X their annual salary

15. 15
Institutional
knowledge
Organization
disruption
Further attrition
Shallow bench
More than money…

16. Poll Question
16
What is your biggest challenge when faced
with turnover?
§ The cost of replacement
§ Finding the right talent fit
§ Loss of institutional knowledge
§ Productivity and morale dips

17. • Outside hires are a risk
• Promoted employees understand the goals and the culture of the organization and can
get up to speed quickly
• Demoralizing to other employees
17
Outside hires can be a risk
Fit
Ramp up
Demoralizing to
existing
employees

18. Failure to Promote Career Advancement
Costs Money, Experience and Morale
18

19. 19
Internal hires:
§ Are productive faster
§ Reflect corporate DNA
§ Don’t carry the same cost
§ Inspire their colleagues

20. 20
Talent X Engagement X Tenure
= High Performers

21. Promoting From Within Increases
Productivity, Engagement, and
Performance
21

22. Poll Question
22
Is your organization supportive of internal
career movement?
§ Very; we actively promote from the top down
§ Somewhat; we’ll always consider internal
candidates
§ It depends on the department and manager
§ Not very

23. Empower Your Managers to
Be Career Coaches
23

24. The Front Line
Your managers are the face of your organization’s career development efforts, for good or
for bad
24
With Manager Support Without Manager Support
Motivated to do their best at
work
Satisfied with their job
Feel valued by the organization
Would recommend their
organization
88%
86%
80%
79%
48%
39%
16%
22%

25. How Can You Help
• Create a culture of coaching
• Coach the coaches
• Provide tools to facilitate conversations
25
How Can You Help
Lead

26. Poll Question
26
How well prepared are your people
managers to have conversations about
career development with their reports?
§ Very prepared
§ Somewhat prepared
§ A little prepared
§ I wouldn’t trust them to even try it

27. Coach The Coaches
§ Soft skill education guidance
§ Self-paced training
§ Workshops
§ HR roadshows
27

28. Create a Culture of Coaching
§ Top down action
§ Reward managers:
§ Who coach.
§ Who have direct reports who
move up
§ Make it an element of
performance
28

29. Provide the Tools
§ Provides tools
§ Tools to track conversations
§ Tools to prompt conversations
29

30. 30
Big Data as a Tool

31. Meet Adan
§ Mid-20s
§ High-performer
§ Quick learner
§ Hasn’t spoken much
about what he wants to do
next
31

32. Meet Adan’s Manager
§ New to the organization
§ Wants Adan to stay and grow
§ Not sure how to guide him
§ She knows the average tenure for his
role is 2 years
32

33. Without the Data
§ What to talk about?
§ Rely on HR’s defined career
track?
§ Does it exist?
§ Is it current?
§ Can she answer his questions?
33

34. Add in the Data
§ Career movement
§ Past and current occupants
§ Time to movement
§ Stability in the new positions
34

35. What Does Career Coaching Look
Like When We Add Data?
§ Talk about real options
§ Explore avenues to goals
§ Assess timelines
§ Identify mentors
35

36. The Journey
§ Customer Support Senior Rep is
most common path
§ But there are other viable options
36

37. Poll Question
37
Would you describe your career journey to-
date as being linear?
§ Yes
§ No

38. Options
§ Sales has a lot of
movement and a short
tenure
§ But people who move into
this role move onto other
roles in the organization
§ Adan sees that it can take
him to the role of sales
executive
38

39. What If?
39

40. Choosing the Path
§ Together, Adan and his manager can
create a Career JourneyTM:
§ Explore options
§ Identify routes
§ Look at timelines
§ Identify mentors
40

41. Big Data Benefits
§ Real career paths based on real
movement
§ Generated in real time
§ Shows other options
§ Includes timelines
§ Leverages existing organization data
§ Focuses on mobility
41

42. Look to the Past to
Plan Wisely for the Future
42

43. Developing Wisely
Inform coaching decisions with
insight:
§ Functions/jobs that are likely to
have open headcount in the
future
§ Which functions/jobs produce
great leaders
§ Which functions/jobs have too
much churn
43

44. Poll Question
44
How prepared is your organization for
employee growth and change in the near
future?
§ Good - we’re prepared with an accurate talent
forecast
§ OK - we know what we want but we don’t have
a talent forecast
§ Not great - we’re pretty reactive and hire when
the need arises

45. Forecasted Gaps
§ Guide employees towards positions that
you know will need to be filled
45

46. Planned Growth
46
§ Align career
conversations
with planned
growth and gaps

47. Hard to Hire
47

48. Upskilling
§ A defined
training plan
enables
upskilling
§ Develop
pilots and
track the
efficacy
48

49. Nurture Tracks
§ Some roles and
organizations produce more
leaders than others
§ Direct high performers/high-
potentials to these
organizations
49

50. Nightmare Tracks
§ Some organizations have a lot of churn
§ Steer valuable employees away from
these orgs
50

51. 51

52. Big Data Insight;
Real People Management
52

53. Keeping it Real
§ Big data isn’t just about anonymizing
data points
§ Analytics can have a real impact on
a person’s career development
§ Managers can up their game when
they are empowered with knowledge
§ You can more strategically allocate
development efforts
53

54. Resources available at
www.visier.com

55. Poll Question
55
Would you like us to contact you to learn
more about Visier People?
§ Yes
§ No

56. The best brands choose Visier

57. Thank you
Caitlin Bigsby
caitlin.bigsby@visier.com

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