The document discusses the importance of strategic career development for employee engagement, productivity, and retention. It summarizes research showing that only 30% of employees are engaged and outlines the business benefits of highly engaged employees, such as higher profits, productivity, and customer satisfaction. The document advocates for an integrated, shared approach to career development between employees, managers, and the organization. Employees should take responsibility for understanding their interests, strengths, and opportunities. Managers should enable career development by appreciating employees' uniqueness, assessing capabilities, and anticipating the future. Organizations should support strategic talent systems. When these three areas work together, it can increase engagement, productivity, retention, and results.

1. Career Development Solutions
Career Development
Experts for
Over 30 Years
Strategic Career
Development
Thom Powell, Workforce Development, ACT
SPHR Conference; November 5,
2013
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2. About CRG and MasteryWorks
Thom Powell - SPHR
Former VP – Talent Solutions
CRG Lee Hecht Harrison
Dr. Caela
Farren,
Founder
& CEO
CRG Lee Hecht Harrison
CRG helps connect people with jobs
and improve performance through
career and leadership development
• Author of Designing Career Development Systems and
Who’s Running Your Career?
• ASTD Walter Story Award for achievement in career management field
•
•
•
•
Leaders in career management for over 30 years
Content development with proven framework, assessments and tools
Web-based career portals and assessment toolkits
Fortune 1,000, government and educational institutions
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3. Objectives
 Understand the importance of effective
career development systems, especially to
employee engagement, productivity and
retention
 Explore the components of effective career
development systems, and how they should
be:
 employee driven,
 manager enabled, and
 organizationally supported
 Share best practices for driving, enabling,
and supporting strategic career
development
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4. Research on Retention
 58% are keeping their options open to move.
15% are looking to change jobs now. Towers Watson
 54% of employed Americans plan to look for a new
job once the economy rebounds; that increases to
75% of those between ages 18 and 29. Adecco
 >50% of executives say their organizations are
ineffective at managing and keeping talent.
HIPO turnover was about 30% last year. CEB
 #1 reason talent leaves: need for
advancement (32%), #2 is pay/benefits (22%),
and #3 is lack of job fit (20%) [Managers
influence each] SHRM
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5. Research on Engagement
 30% of U.S. employees are engaged, 50% are
not engaged, and 20% are actively
disengaged (costing U.S. businesses
$500B/year).
Gallup
 Engagement levels for top performers have
dropped to 25%. One third of top performers are
dissatisfied with their managers and their
companies’ leadership. Watson Wyatt
 Nearly half of the world’s employees are not
engaged. Each disengaged employee costs an
average of $10,000 in profit annually. Aon Hewitt
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6. Engagement Matters!
 Work units scoring in top 25% have significantly
higher profitability (22%), productivity (21%),
and customer ratings (10%); less turnover
(25-65%), safety incidents (48%), quality
defects (41%), absenteeism (37%), and
shrinkage (28%), compared with those in the
lowest quartile. Gallup
 Companies with high levels of engagement
outperformed those with less-engaged employees
in operating income (33% difference) and
earnings per share (11% difference). Towers
Watson
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7. Engagement Business Model
EMPLOYEE
ENGAGEMENT
CUSTOMER
ENGAGEMENT
Leadership
Effectiveness
Products
Engagement
Culture
Personal
Connection
Processes
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© Wilson Learning Worldwide Inc.
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8. So is Career Development Strategic?
 Aberdeen’s 2013 Human Capital Management
Trends study top strategic priority (cited by
47%): identifying, and ultimately closing, gaps
between the skills and capabilities of their current
workforce and the skills and capabilities required by
future business plans
 Pressures include:
 Need for more leadership talent
 Lack of key skills in the marketplace
 Changes requiring re-education, realignment
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9. Strategic Career Development
 Aberdeen’s new “Closing Critical Skill Gaps” study –
most common strategy cited by Best-in-Class:
consistent development at all career stages
 78% of employees at Best-in-Class organizations
rate themselves as highly engaged!
 Able to achieve better results today, and also
better positioned to compete in the future
 Current employees engaged and willing to stay,
and company able to fill critical positions from within
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10. Development at all Career Stages
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11. Best-in-Class HR Initiatives
 Assessments (76% pre-hire, 60% post-hire)
 Career Development (57%; 78% more likely than
“Laggards”)
 Coaching / M entoring (99%)
 Competency M odeling (78%)
 Development Planning (78%)
 Employee Learning Portal (69%)
 Leadership Development
(51% EL, 69% FL, 63% ML,
54% E)
 Performance Management Technology
(64%)
 Succession Management, Workforce
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Planning?
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12. An Integrated Approach
Shared Responsibility & Shared Participation
Employee
Driven
Employees
Managers
Manager
Enabled
Individual Career Management People Engagement Practices
Organization
Strategic Talent Systems
Organizationally Supported
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13. Employee Best Practices
Employee Practices
• Interests
• Values
• Personality/Style
• Competencies/ Skills
Person
Know Your Strengths
How Am I Unique?
Performance
Know Your Reputation
What Are My Capabilities?
Place
Know Your Environment
How Is The World Of Work
Changing?
Possibilities
Set SMART Goals
What Are My Aspirations?
Plan
Develop an Action Plan
How Can I Accelerate My
Learning?
Resources & Tools
• Reputation
• Feedback/Others
Perspective
• Network
• Industry Trends
• Organization Trends
• Profession/Trade
Trends
• Career and Life
Options
• SMART Goals
• Organization
• Alignment
Support/Mentors
• Development Plan
• Daily Practice
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14. Powerful Career Questions
• What is the greatest strength (competency)
you bring to your work?
• What are the words that others use to
describe your reputation?
• What is the #1 trend or change that will
have the biggest impact on your work in the
next year?
• What opportunities are there for you to
make significant contributions in the next 12 years?
• What is the most important thing you need
to develop this year?
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15. Systems Approach
Employee
Practices
Career Initiatives
Competencies/Skills
Interests
Values
Style
Person
How Am I Unique?
Performance
What Are My Capabilities?
Place
How Is The World of Work Changing?
Performance/Reputatio
n
Team Perspective
Industry
Network Knowledge
Organization Knowledge
Profession/Trade
Management
Practices
Appreciate
Uniqueness
Assess
Capability
Anticipate
the Future
Career Options
SMART Goals
Alignment Check
Possibilities
What Are My Aspirations?
Plan
How Can I Accelerate My Learning?
Align
Aspirations
Build Support
Learning Plan/IDP
Practice Daily
Accelerate
Learning
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16. Managers & Organizations
1. Quality of and relationship with leaders
2. Challenging and meaningful work
3. Training and development
opportunities
4. Career opportunities and discussions
5. Clear direction and alignment
6. Coaching, mentoring, and support
7. Recognition and involvement
8. Teamwork relationships with peers
9. Work and life balance – flexibility
10.Equitable compensation and benefits
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17. An Integrated Approach
The Power of Partnership
Shared Responsibility & Shared Participation
Employees
Managers
Individual Career Management People Engagement Practices
Increased:
• Engagement
• Productivity
• Retention
• Results
Organization
Strategic Talent Systems
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18. Thank You!
Feel free to contact for more information:
319-337-1291; thom.powell@act.org
www/act.org/products/workforce-act-workkeys/
800.WORKKEY (800.967.5539)
MasteryWorks, Inc.
CRG Lee Hecht Harrison
www.masteryworks.com
www.crgpros.com
1-800-229-5712
1-515-453-9590
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19. An Integrated Approach
Three Critical Areas of Focus for Individuals
(Employee
Driven)
Interests
Strengths
(Manager
Enabled)
Opportunities
(Organizationally Supported)
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