This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
Visit go.fuel50.com/ibm for more info and to watch this event's recording.
This webinar, Disrupting the Career Ladder, was hosted by Fuel50 and IBM and aired on Thursday, 1st June 2017. Featuring speakers Andrea Peck and Rachel Brown (IBM Kenexa), and Anne Fulton (Fuel50), this event touched on how to engage and enable employees to engineer their own workplace destiny.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
Visit go.fuel50.com/ibm for more info and to watch this event's recording.
This webinar, Disrupting the Career Ladder, was hosted by Fuel50 and IBM and aired on Thursday, 1st June 2017. Featuring speakers Andrea Peck and Rachel Brown (IBM Kenexa), and Anne Fulton (Fuel50), this event touched on how to engage and enable employees to engineer their own workplace destiny.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The State of Employee Recognition in the UK: A 2015 Research StudyAchievers
According to a 2014 Harvard Business Review study, the most impactful driver of
employee engagement is recognition.We surveyed HR professionals in the UK to find out the state of employee recognition in their organisations.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn Talent Solutions
Join LinkedIn’s Global Head of Talent Acquisition and Director, Talent Acquisition: Global Sales & International to hear how they are using LinkedIn’s own solutions to identify, segment, engage, and convert target talent pools.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Employee career engagement talent experiment & fuel 50michelecroci
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.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The State of Employee Recognition in the UK: A 2015 Research StudyAchievers
According to a 2014 Harvard Business Review study, the most impactful driver of
employee engagement is recognition.We surveyed HR professionals in the UK to find out the state of employee recognition in their organisations.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
LinkedIn on LinkedIn: Shaping the Future of Talent Acquisition | Talent Conne...LinkedIn Talent Solutions
Join LinkedIn’s Global Head of Talent Acquisition and Director, Talent Acquisition: Global Sales & International to hear how they are using LinkedIn’s own solutions to identify, segment, engage, and convert target talent pools.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Employee career engagement talent experiment & fuel 50michelecroci
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.
Certification included:
Certified Associate in Human Resource Management (CAHRM)
Certified Expert in Human Resource Management (CEHRM)
Certified Specialist in Human Resource Management (CSHRM)
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATAHuman Capital Media
Employers want and need employees with certain skills to stay relevant and competitive. Employees don’t have them. So what can organizations do to future proof their teams and their company? External hiring is usually the first place organizations look, but it’s time-consuming and expensive. There is power in devoting time to internally solving the skills gap. Benefits include a more skilled and competitive workforce, and employees with longer tenure. Successful CLOs realize that their employees are a competitive advantage, and they deserve the same (if not higher) investment than what we put into our products. So what can you do? For starters, begin looking for ways to measure your people's skill-sets so you know where gaps exist. Join us for this webinar to learn more.
In this webinar:
Understand the symptoms of misplaced skills in your company and the labor market at large
Understand the business case for correcting misplaced skills in your company
Learn a framework for putting the right skills in the right place at the right time through talent management and upskill plans that align to company objectives
Understanding the Critical Trends Impacting Organizations in the Next Five YearsHolly Gage
The Forum Corporation (www.forum.com) recently conducted analysis of future trend research on the strategic issues that will most impact the global marketplace in the next one to five years. This presentation reveals our findings.
Get Ahead of Your Competition: 10 Global Human Capital Trends You Must KnowIdeal | AI for Recruiting
Sponsored by Ideal.com, Carolyn Lawrence, Leader of Gender Diversity and Inclusion at Deloitte, presents the 10 global human capital trends currently transforming the workplace including diversity, culture and engagement, and people analytics. Learn more: http://bit.ly/2dC9Nv1
Employer Branding in the Era of Talent IntelligenceRebecca Feldman
The era of talent intelligence is here - it's using data and insights to make people your competitive advantage. Letting data guide you to the right audience, and even the right messaging, can enable you to win the best talent.
This presentation, originally developed for a customer workshop, shows you how to use an insights-driven approach to employer branding. You will learn how data can help answer key questions, pinpoint your target audience, measure your culture, and more.
Randstad 2014 World of Work Talent Strategy Game Changers Seriesrandstad_hk
The 2013/14 Randstad World of Work research —
tapping into the perspectives of over 7,000 employers
and more than 7,500 employees across Asia Pacific
— confirms we are not just witnessing incremental
shifts in the world of work, but game-changing
forces that require fresh thinking and new, innovative approaches to building a sustainable talent strategy.
Phoenix Strategic Performance for Arizona Technology Council: Human Capital Strategy As a Strategic Business Differentiator
www.phoenixstrategicperformance.com
Reinvent your skill strategy to create a future-ready and future-proof workforce!
Based on the real case scenarios from a range of organizations, this guide drives home the importance of designing and implementing comprehensive skills development strategies for creating future-proof businesses and a sustainable future of work.
This Guide also includes a Self Assessment Questionnaire for Skill Initiatives with an aim to assess the skill strategies that are being implemented, or are being planned to implement, to arrive at the perfect strategy suited to the needs of the organization.
Here’s to making India the skill capital of the world!
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Understanding How Organizations Develop Competencies and SkillsDavid Forry
An overview of Brandon Hall Group’s Competency and Skills Development Study, conducted April-June 2019. It includes the current state of competencies and skills development, as well as analysis, critical questions organizations need to answer and our analyst point of view on the research.
Brandon Hall Group is a preeminent research and advisory firm, with more than 10,000 clients globally and more than 25 years of delivering Research-Based Solutions that Empower Excellence in Organizations.
Gain access to more research insights at www.Brandonhall.com.
Global Human Capital Trends 2015Leading in the new world of .docxwhittemorelucilla
Global Human Capital Trends 2015
Leading in the new world of work
Contents
Introduction | 2
Leading
Leadership: Why a perennial issue? | 17
Learning and development: Into the spotlight | 25
Engaging
Culture and engagement: The naked organization | 35
Workforce on demand: Are you ready? | 43
Performance management: The secret ingredient | 51
Reinventing
Reinventing HR: An extreme makeover | 61
HR and people analytics: Stuck in neutral | 71
People data everywhere: Bringing the outside in | 79
Reimagining
Simplification of work: The coming revolution | 87
Machines as talent: Collaboration, not competition | 95
Editors | 102
Acknowledgements | 103
Global Human Capital leaders | 105
Human Capital country leaders | 105
Leading in the new world of work
1
Introduction: Leading in
the new world of work
GLOBAL organizations today must navigate a “new world of work”—one that requires
a dramatic change in strategies for leadership,
talent, and human resources.
In this new world of work, the barriers
between work and life have been all but
eliminated. Employees are “always on”—hyper-
connected to their jobs through pervasive
mobile technology.
Networking tools like LinkedIn, Facebook,
and Glassdoor enable people to easily monitor
the market for new job opportunities. Details
about an organization’s culture are available
at the tap of a
screen, providing
insights about
companies to
employees and
potential employ-
ees alike. The
balance of power
in the employer-employee relationship has
shifted—making today’s employees more like
customers or partners than subordinates.
Many of today’s employees work in global
teams that operate on a 24/7 basis. An increas-
ing number of skilled workers in this new
world work on a contingent, part-time, or
contract basis, so organizations must now
work to integrate them into talent programs.
New cognitive technologies are displacing
workers and reengineering work, forcing
companies to redesign jobs to incorporate new
technology solutions.
Demographic changes are also in play.
Millennials, who now make up more than half
the workforce, are taking center stage. Their
expectations are vastly different from those
of previous generations. They expect acceler-
ated responsibility and paths to leadership.
They seek greater purpose in their work. And
they want greater flexibility in how that work
is done.
For human resources (HR) organizations,
this new world requires bold and innovative
thinking. It challenges our existing people
practices: how we evaluate and manage people
and how we engage and develop teams; how
we select leaders and how they operate. HR
organizations now face increasing demands
to measure and monitor the larger organiza-
tional culture,
simplify the work
environment,
and redesign
work to help
people adapt.
For HR and
talent teams,
2015 will be a critical year. As these forces
gather momentu ...
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
Linkedin global recruiting trends report 2017Pierre Bernard
Why read this ?
In order to plan for the future, you need to understand where
you stand compared to your peers. The goal of this report
is exactly that -- to help talent leaders like you benchmark
against teams across the globe when it comes to the most
important recruiting metrics and trends.
About this survey
This report is based on the survey responses of nearly 4,000
corporate talent acquisition leaders across 35 countries. All
respondents are at the manager level or higher.
WEBINAR: “The Employee Career Experience” with Anne Fulton
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 L O 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 L O 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 L O 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 L O 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 L O 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%
Wantto accelerate
theircareers or
dialup
35%
Wantmore work
responsibilities
75%
Woulduse personal
timetofurther their
career and takeon
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: Career pathing
across thetalentlifecycle
20. 20
Introduction: Career pathing
across thetalentlifecycle
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.
21. talent chasm
Crossing the
2 RECRUITING
Career pathways as a critical piece
of your talent attraction strategy
22. 22
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Select, empower and deploy a group
of people selected for their skills and
ability to exceed customer needs and
meet future talent gaps.
24. 24
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations in which employee referrals were
common were 45% more satisfied with the quality of
their hires, whereas organizations who used external
recruiting services were 10% less likely to be satisfied.
25. 25
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations who promoted internally
were 32% more likely to be satisfied with the
quality of their new hires.
26. 26
In your opinion, who generally makes
a better hire for your business, an:
Internal Candidate?
External Candidate?
A QUESTION FOR YOU
27. 28
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations who supported more junior
candidates to acquire the skills necessary to
‘step up’ reported 50% better overall
recruitment metrics.
28. 29
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
31. 32
Onboarding:Career pathing
tofast-track productivity
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 procedures provide new hires with the
opportunity to share their strengths, values and desired
contributions with 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%
33. 34
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
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 members prioritize the top
three performance and learning outcomes together.”
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. Making stronger efforts to link the individual
role to the company direction and goals20%
Using staffmembers strengths to mentor staff
who require development of targeted skills20%
Measuring readiness and
interest to learn20%
Respondents are currently innovatingtheir approach to
performance management by…
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:Career development redefines
theperformance conversation
4
49. 50
Developing: Buildingsustainableadvantage
through talentbench strength
5
In an agile career world, you need people who have
broader more diversified capabilities, while also having
the opportunity to maintain their connection to a specific
area of expertise and competency as they move up
towards higher levels of contribution.
50. 51
Developing: Buildingsustainableadvantage
through talentbench strength
5
Our research shows that on-the-job development
opportunities, such as lateral moves, increase
engagement by up to 30%.
C R E D I T : F U E L 5 0 ( C A R E E R E N G AG E M E N T B E N C H M A R K I N G R E S E A R C H , 2 0 1 7 )
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
through talentbench strength
5
53. talent chasm
Crossing the
6 INTERNAL TALENT MOBILITY
Improving career agility, retention, and succession planning
54. Only 9% of organizations were
satisfied with the quality of talent
in their leadership pipeline
9%
55. 18%
“Our systems take account of expressed individual
preference during workforce planningdecisions and
when deciding on lateral placements…”
18%
18%
36%
S T R O N G LY AG R E E
S O M E W H AT A G 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
57. 58
Internal Talent Mobility: Improvingcareer
agility,retention, andsuccession planning
6
By placing your up-and-coming leaders in situations
that provide the right degree of ‘stretch’ you also have
the opportunity to observe their resiliency, how they
react to stress, thus identifying potential derailers
before they become problematic.
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 could achieve improvements in their offboarding experience
by personalizing work arrangements to retain criticalskills as long as possible72%
of respondents arefailing to capitalize on the potential of the off-boarding phase
to on-board their new hire and provide mentoring experience for departing staff67%
Only 18% of respondents remained in
contact with their alumni network18%
of respondents were failing to leverage their power
of their alumni for know-how and referrals78%
66. 67
Internal Talent Mobility: Improvingcareer
agility,retention, andsuccession planning
6
Employee referrals / alumni network was rated
as the most effective recruitment strategy
by 40% of respondents.
67. 68
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Developing: Buildingsustainableadvantage
through talentbench strength
5
68. talent chasm
Crossing the
7 CROSSING THE
TALENT CHASM
What does a best-in-class employee
career experience need to look like?
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
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Career enablement drives business outcomes
70. 71
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Career development
effectiveness gives you a more
than 20% greater chance to…
Increase internal recruitment
Decrease unwanted absenteeism
and unwanted departures
Fill mission-critical jobs more quickly
Increase rev / fte
71. 72
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
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…
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
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 for our upcoming panel discussion
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
Christopher Rotolo,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
Dom Boon
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