Sphr day career presentation 11 13

© 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


• 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


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


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


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


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


Engagement Business Model

EMPLOYEEENGAGEMENT

LeadershipEffectiveness

EngagementCulture

CUSTOMERENGAGEMENT

Products

Processes

PersonalConnection

© Wilson Learning Worldwide Inc.


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


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


Development at all Career Stages


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)


An Integrated Approach

ManagersPeople Engagement Practices

EmployeesIndividual Career Management

OrganizationStrategic Talent Systems

Shared Responsibility & Shared Participation

Employee Driven

Manager Enabled

Organizationally Supported


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


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?


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


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


An Integrated ApproachThe Power of Partnership

ManagersPeople Engagement Practices

EmployeesIndividual Career Management

OrganizationStrategic Talent Systems

Increased:• Engagement• Productivity• Retention• Results

Shared Responsibility & Shared Participation


Thank You!Feel free to contact for more information:

319-337-1291; [email protected]

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)


An Integrated Approach

StrengthsInterests

Opportunities

Three Critical Areas of Focus for Individuals

(Employee Driven)

(Manager Enabled)

(Organizationally Supported)

Sphr day career presentation 11 13

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