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.

1. Integrating Career Paths into
Talent Management Systems:
Recruitment, Hiring, Retention, Promotion, and
Employee Development
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2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo
• Ketua pusat Kajian Psikologi Bisnis dan Kewirausahaan
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Anggota Bidang Oranisasi PP Assosiasi Psikologi Forensik 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),
psikologi Bisnis 1 dan 2 (2022)
• 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 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

4. Overview
• As discussed in the earlier Presentation, integrating
career paths into your organization’s overall talent
management system allows your organization to offer
enhanced value propositions, manage employee
movement and flow, and organize short - and long-term
talent development.
• 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.

5. Connecting the
Employee to the
Organization
• Creating a “ contract ” between the organization
and individuals/groups sounds “ old school ” but is
actually more important than ever.
• In this case, the contract we are referencing is not
a legally – binding document of any kind. Rather,
the contract is psychological, emotional, and
motivational. This contract represents how
strongly the employee is connected to the
organization – on many levels.
• Both academic and applied research indicate that
employees have greater expectations than ever
for what organizations should provide in exchange
for their loyalty and tenure.

6. • Transferability and marketability of competencies and portable
skills;
• Employees with more portable skills and a corresponding
strong identification with their profession are less likely to
feel connected to the organization and therefore are at
greater risk of leaving.
• The importance that organizations should place on
“connecting” employees to the organization itself just as
strongly as they used to endeavor to connect employees to
specific jobs within the organization.
• Strength of the implied contract between the employee and the
organization (labeled “ integrated values ” by the authors).
• Engendering implied or “ psychological ” contracts with
employees, organizations should also establish explicit
contracts with valuable talent.
• Such a contract can take the form of a development plan
with a timeline, a special assignment with specific learning
goals and outcomes to achieve, or the creation of a
specialized “ next role ” in the organization.
Two factors of workers at all levels will
increasingly follow non-linear career paths

7. Engaging the New Workforce
• Following popular trends, today’s workers, especially newer graduates,
have been characterized as a type of “ What’s in it for me (WIFM)? ”
generation.
• Another characterization of this group is that even a committed new
workforce, without intended shortsightedness or egocentricity, is
developing with a perspective that organizations have the responsibility
to “ keep me here. ”
• The study found that older workers generally expect the organization to
support success in their current job, and they expect to be provided
with a meaningful job. In contrast, the younger employees emphasized
the need for career opportunities and challenging jobs.
• Older employees also tended to feel that the value of developing at the
organization was in helping them to “ stay at work ” and to achieve
outcomes for the organization. The younger employees emphasized
development that supports career progress and enables them to
update their work skills.
• Engaging younger workers with opportunities for clear, achievable “
wins ” in as short as three to six months (and typically no more than
two years) is important as part of the organization’s longer-term
strategy. Youthful competitiveness can fuel a strong work ethic as well
as impatience to be recognized and rewarded as a valuable part of the
workforce

8. New Workforce and
Career Path
• Career paths can help organizations engage younger
generations by showing them how they can achieve “ wins
” and by providing concrete information about the career
opportunities available to them. You should start with an
analysis of your current workforce – age, skills, roles, hiring
patterns, etc.
• Then create a picture of where the organization is headed.
Develop, refine, and communicate career paths within that
context. Will you increasingly hire younger workers?
• If so, you should expect to face unique developmental
challenges.
• Thus, development and career path programs should be
tailored to fi t the real needs of individual employees and
should not be based on broad characterizations of
generational groups that may or may not be accurate.

9. Recruitment and Hiring
• Career paths can help you to sell potential employees on a career rather
than an entry-level job. Most potential new hires, particularly in knowledge
worker roles, aspire to move beyond the role for which they are applying.
Clearly articulating the growth opportunities and potential movement
subsequent to the initial role can often increase recruits ’ overall attraction
to the role and the organization.
• Sharing information about career paths and potential opportunities for
advancement as early as the recruiting stage can result in increased
employee loyalty among those who are hired. Employees recognize which
organizations place more emphasis on growth and advancement.
Employees who enter the organization understanding the potential for a
long-term, fulfilling career in the organization are much more likely to enter
with the intent of staying over an extended period and are thus more likely
to feel some sense of loyalty and commitment to the organization from day
one.
• Developing career paths can help you and your hiring managers more
clearly understand qualifications and competency requirements for jobs
at all levels across the career path. This understanding, coupled with a
carefully developed selection process that is demonstrated to be job-
relevant, can help you to improve the hiring process, resulting in hires who
not only have the qualifications to perform an entry-level job but who also
have the potential to move into other roles over time, given appropriate
development opportunities.

10. Retention
• Career paths, when integrated into your organization’s overall talent management
strategy, can help your organization retain valued employees in several ways.
• They promote a sense of fairness and consistency in how the company makes
decisions.
• As noted in the previous section, they promote a sense of loyalty and
commitment among employees by demonstrating the commitment of the
organization to long-term career development and by clearly showing the
potential for a long-term, fulfilling career in the organization.
• They take the guesswork out of career progression and development for
employees. By doing so, career paths help employees see how they can
achieve their career goals without leaving the organization, and, importantly,
they give employees a sense that they have some degree of control over their
futures.
• Information about career success factors helps employees understand the
types and nature of the movement that will help them most in their careers
with the organization and thus provides employees with a sense that career
progression within the organization is not based completely on factors beyond
their control, and that they have some control over their career trajectories.
• All five of the career path components are shown in the box “ Fundamental
Components of Career Paths ”.
• Information about career success factors helps employees to understand the types
and nature of the movement that will help them most in their careers with the
organization and thus provides employees with a sense that career progression
within the organization is not based completely on factors beyond their control, and
that they have some control over their career trajectories.

11. Promotion
• Career path information can be used to guide
promotion decisions by showing the requirements,
characteristics, and experiences that are important
for various jobs, roles, or levels in an organization.
Thus, the qualifications, competencies, and critical
developmental experiences components of career
paths are most relevant to promotion decisions.
• Career paths can improve the quality of promotion
decisions by showing, in a clear and simple manner,
the requirements, characteristics, and experiences
that are important for various jobs, roles, or levels
in an organization. This information can be useful
to managers when they are comparing employee
qualifications and experiences to requirements for
positions in the context of a promotion decision.

12. Development Planning and
Execution
Career paths are designed primarily for
training and development purposes,
comprehensive lists of important
competencies required in each job, role,
or level represented in the career paths,
and lists of available training and
development opportunities relevant to
each of those competencies, are
sometimes developed.

13. Career Path
Worksheet for
Aspiring Sales
and
Marketing
Manager

14. Summary
• Career paths help to minimize incorrect assumptions by providing a clear, objective structure for managers and mentors
to utilize when reviewing options and progress with their employees. They can pinpoint where an employee is stagnating,
missing an opportunity, or might be able to go next in the organization.
• Career paths support the development and maintenance of such contracts by fostering clear and open communication
with employees.
• Career paths can help organizations in the recruitment, hiring, and onboarding processes by allowing them to sell
applicants on a career rather than an entry-level job, by demonstrating the commitment of the organization to continued
career growth, by clearly identifying the qualifications and competency requirements for jobs, and by helping to
establish realistic expectations for career growth among new employees.
• Proactively retaining employees requires clearly defined performance requirements (so people know what is expected
of them), clear paths for movement (so people understand their future options), and clear criteria for promotions (so
people feel that there is a transparent and level playing field).
• Properly positioned, career paths can serve as a motivator and guide to those not chosen for an opening. The path
information provides a means for the manager to communicate objectively the why of the decision. The employee in turn
can identify additional opportunities for growth to enhance his or her readiness for a future role.
• Development progress discussions should include a discussion of career path implications for development progress.
Managers should directly connect relevant development progress to one or more career paths so that employees can
understand their progress not only in their current role but also against success requirements for future potential roles.

15. Learning and
Giving for
Better
Indonesia
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