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© MasteryWorks, Inc. 2010 1
Career Development Solutions
Career Development
Experts for
Over 30 Years
SPHR Conference; November 5, 2013
Strategic Career Development
Thom Powell, Workforce Development, ACT
© MasteryWorks, Inc. 2010 2
• Author of Designing Career Development Systems and Who’s Running Your Career?
• ASTD Walter Story Award for achievement in career management field
• 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
• 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
Dr. Caela Farren, Founder & CEO
CRG Lee Hecht HarrisonCRG helps connect people with jobs and improve performance through
career and leadership development
About CRG and MasteryWorks
Thom Powell - SPHRFormer VP – Talent Solutions
CRG Lee Hecht Harrison
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 7
Engagement Business Model
EMPLOYEEENGAGEMENT
LeadershipEffectiveness
EngagementCulture
CUSTOMERENGAGEMENT
Products
Processes
PersonalConnection
© Wilson Learning Worldwide Inc.
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 10
Development at all Career Stages
© MasteryWorks, Inc. 2010 11
Best-in-Class HR Initiatives
Assessments (76% pre-hire, 60% post-hire)
Career Development (57%; 78% more likely than “Laggards”)
Coaching / Mentoring (99%)
Competency Modeling (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 Planning?
(% of Best-in-Class organizations have in place)
© MasteryWorks, Inc. 2010 12
An Integrated Approach
ManagersPeople Engagement Practices
EmployeesIndividual Career Management
OrganizationStrategic Talent Systems
Shared Responsibility & Shared Participation
Employee Driven
Manager Enabled
Organizationally Supported
© MasteryWorks, Inc. 2010 13
Person Know Your StrengthsHow 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?
Interests Values Personality/Style Competencies/ Skills
Resources & ToolsEmployee Practices
Industry Trends Organization Trends Profession/Trade Trends
Reputation Feedback/Others Perspective Network
Career and Life Options SMART Goals Organization Alignment
Support/Mentors Development Plan Daily Practice
Employee Best Practices
© MasteryWorks, Inc. 2010 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 1-2 years?
• What is the most important thing you need to develop this year?
© MasteryWorks, Inc. 2010 15
Competencies/Skills InterestsValuesStyle
AppreciateUniqueness
PersonHow Am I Unique?
Performance/Reputation
Team PerspectiveNetwork
AssessCapability
PerformanceWhat Are My Capabilities?
Industry Knowledge Organization KnowledgeProfession/Trade
Anticipatethe Future
PlaceHow Is The World of Work Changing?
Career Options SMART GoalsAlignment Check
AlignAspirations
PossibilitiesWhat Are My Aspirations?
Build Support Learning Plan/IDPPractice Daily
AccelerateLearning
PlanHow Can I Accelerate My Learning?
Management Practices
Employee Practices
Career Initiatives
Systems Approach
© MasteryWorks, Inc. 2010 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
© MasteryWorks, Inc. 2010 17
An Integrated ApproachThe Power of Partnership
ManagersPeople Engagement Practices
EmployeesIndividual Career Management
OrganizationStrategic Talent Systems
Increased:• Engagement• Productivity• Retention• Results
Shared Responsibility & Shared Participation
© MasteryWorks, Inc. 2010 18
Thank You!Feel free to contact for more information:
319-337-1291; thom.powell@act.org
MasteryWorks, Inc.
www.masteryworks.com
1-800-229-5712
CRG Lee Hecht Harrison
www.crgpros.com
1-515-453-9590
www/act.org/products/workforce-act-workkeys/800.WORKKEY (800.967.5539)
© MasteryWorks, Inc. 2010 19
An Integrated Approach
StrengthsInterests
Opportunities
Three Critical Areas of Focus for Individuals
(Employee Driven)
(Manager Enabled)
(Organizationally Supported)