Unlock Organizational Potential Through Career Development ...
Transcript of Unlock Organizational Potential Through Career Development ...
Unlock Organizational
Potential Through Career
Development, Internal Mobility
and Succession Planning
November 5th, 2020
Mark Vickers Chief Research Analyst
Gavin MortonHead of People & Financial Operations
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About the Survey
Respondents: 301 HR professionals
Date Fielded: July to September 2020
Organizations:
• The participants represent a broad cross section of employers by
number of employees, ranging from small businesses with fewer
than 50 employees to enterprises with 20,000+ employees.
Questions for the survey were guided by an independent panel
of HR professionals and mobility experts whom we thank for their
invaluable insights
Internal Mobility: An
Underestimated Challenge
Finding: Only about half of HR pros say their organization has
an effective process for managing internal mobility, and even
that may be an overestimate
5% 25% 20% 38% 11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey statement: Your organization has an effective
process for managing internal mobility.
Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
Finding: Only one-fifth say there is considerable
internal mobility in their organization
14%
14%
17%
18%
20%
32%
38%
46%
47%
52%
0% 10% 20% 30% 40% 50% 60%
None of the above
Your organization knows what employees think about internal mobility
Your procedures allow employees to communicate hidden talents
Your organization measures internal mobility on a regular basis
There is considerable job mobility within the organization
Lateral moves are encouraged in your organization
Your culture supports job mobility
Employees are easily able to find out about available job openings across the enterprise
Sometimes employees don't use hidden talents in their current positions
Your organization looks to internal candidates first when filling open positions
Survey question: Which of the following statements are true in your organization? (select all that apply)
Key Takeaways
• Consider how mobile you want your workforce to be (and how mobile they want to be)
• At least make sure internal employees know where job
openings are
• Ask whether your culture supports job mobility
Hindrances to Internal Mobility
Finding: One key
hindrance to
internal mobility is
that managers do
not encourage it
12%
17%
17%
21%
24%
26%
31%
57%
63%
0% 20% 40% 60% 80%
Too many unsuccessful moves have led to negativeperceptions about movement
Employees are generally unwilling to move to new positions
Perception that the costs of moving talent outweigh thebenefits gained
Employees don’t understand the developmental benefits of movement
Employees are generally unwilling to relocate if needed
Employees are unaware of available job opportunities
No one owns the process
Managers are not encouraging movement
Lack of positions to move employees into
Survey question: In your organization, what hinders internal mobility? (select all that apply)
Finding: Many HR professionals think their organizations do
not view internal mobility as being of high importance, an
issue potentially driving down effectiveness
5% 14% 41% 29% 11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey question: To what extent is internal mobility
important in your organization?
Very low Low Moderate High Very high
Key Takeaways
• Put it under the microscope
• Do you understand it well?
• Is it a missed opportunity worth prioritizing?
• If so, what concrete steps can you take?
Drivers of Internal Mobility
Finding: A majority say it is easy for skilled employees to move
into a new positions, though this may refer to administrative
rather than cultural issues
4%
20%
17%
47%
13%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree
Survey question: In your organization, it is easy for a skilled employee to move into a new position when there is an
opening and/or learning opportunity.
Finding: About three-fifths report having tools and
technologies that make it easier for employees to
access information on open positions
59%
0% 10% 20% 30% 40% 50% 60% 70%
Percent that have tools/systems that provide easily accessible information on open positions
Key Takeaway
• Don’t make mobility frustratingly difficult
Internal Mobility Leaders Versus
Internal Mobility Laggards
Finding: Internal mobility leaders are almost three
times as likely to say internal mobility is important
to their organization
22%
57%
0% 10% 20% 30% 40% 50% 60%
Survey question: To what extent is internal mobility important in your organization?
Percent responding high or very high
Internal mobility leaders Internal mobility laggards
Finding: Internal mobility leaders are more likely to
have information about open positions
39%
44%
57%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Learning management system
Easily accessible information on open positions
Survey question: Which of the following tools and technologies does your organization use?
Internal mobility leaders Internal mobility laggards
Finding: About half of laggards say no owns the
internal mobility process
75%
52%
37%
13%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Managers are not encouraging movement
No one owns the process
Survey question: In your organization, what hinders internal mobility?
Internal mobility leaders Internal mobility laggards
Finding: Employees at internal mobility leader
organizations have an easier time moving to new
positions
29%
81%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Survey question: In your organization, it is easy for a skilled employee to move into a new position when there is an opening
and/or learning opportunity.
Percent responding agree or strongly agree
Internal mobility leaders Internal mobility laggards
Key Takeaways
• Think of mobility as a developmental strategy
as well as a retention strategy
• Convince managers to get with the program
• Consider assigning a “owner” to this process
(but what does that even mean?)
Succession Planning/Management:
A Dangerously Ineffective Process
Finding: Most organizations plan or otherwise
manage succession, but large organizations are
especially likely to do so
25%
25%
23%
27%
Yes, formally
Yes, informally
Yes, both formally and informally
No
21% 22% 23% 24% 25% 26% 27% 28%
Does your organization plan or otherwise manage succession, either formally or informally? (select the one that best applies)
Perceived Effectiveness
Finding: Just two-fifths agree or strongly agree their
organization has an effective process for
succession planning
6% 33% 19% 32% 8%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey statement: Your organization has an effective succession management/planning process.
Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
Finding: Why in the heck don’t more organization
view succession management as highly important?
6% 18% 34% 30% 12%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey question: To what extent is sucession
management/planning important in your organization?
Very low Low Moderate High Very high
Finding: Assuring business continuity is the most
important reason for succession planning
8%
11%
19%
24%
28%
34%
34%
39%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Risk of loss
Creating opportunities for career advancement
Preparing for business growth
Filling future vacancies/shortages
Increasing talent retention
Identifying future leaders
Preparing future leaders
Assuring business continuity
Survey question: Which of the following are the two most important reasons for succession management in your
organization? (select up to two)
This is
some
serious
stuff!!
Key Takeaways
• Evaluate succession management’s
importance to your organization
• Understand all the goals and angles
Identifying Candidates for
Succession Planning
Finding: Most use
performance
indicators, such as
performance
reviews, to identify
succession
management
candidates
1%
9%
15%
16%
29%
33%
47%
51%
53%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Other - Write In
Nomination by staff
Self nomination
Behavioral assessments (e.g., Hogan)
Identification by a succession management team or panel
Identification by a talent matrix (e.g., nine-box)
Nomination by direct manager
Designation as a high-potential employee
Nomination by senior leaders
Performance indicators (e.g., performance appraisals)
Survey question: Which of the following methods does your organization use to identify candidates to fill key roles for
succession management? (select all that apply)
Finding: Only about a quarter of organizations use
succession management/planning applications
26%
0% 5% 10% 15% 20% 25% 30%
Succession management/planning application
Survey question: Which of the following tools and technologies does your organization use? (select all that apply)
Key Takeaway
• Determine what tools can best help your
organization manage succession well
Succession Leaders versus
Succession Laggards
Finding: Succession leaders are far more likely to
have a formal-only approach to succession
5%
46%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Yes, formally
Survey question: Does your organization plan or otherwise manage succession, either formally or informally?
Succession leaders Succession laggards
Finding: Succession leaders are more focused on
preparing future leaders
37%
14%
19%
43%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Filling future vacancies/shortages
Preparing future leaders
Survey question: Which of the following are the two most important reasons for succession management in your
organization?
Succession leaders Succession laggards
Finding:
Succession leaders
are more likely to
use performance
indicators, high-
potential
designations and
nine-box grids as
methods to choose
succession
candidates 22%
67%
38%
44%
53%
36%
46%
53%
57%
66%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Identification by a talent matrix(e.g., nine-box)
Nomination by senior leaders
Nomination by direct manager
Designation as a high-potentialemployee
Performance indicators (e.g.,performance appraisals)
Survey question: Which of the following methods does your organization use to identify candidates to fill key roles for
succession management?
Succession leaders Succession laggards
Finding: Most say the CHRO has a primary
responsibility for the succession management process
3%
9%
22%
25%
25%
34%
58%
0% 10% 20% 30% 40% 50% 60% 70%
Chief Learning Officer
Chief Operations Officer
Another person within the HR function
Chief Executive Officer
All managers
Executive team
Chief Human Resource Officer
Survey question: In your organization, who has the primary responsibility for the succession management process? (select
your top three)
Key Takeaway
• Put succession management in context. It
should be as much about developing talent
as it is about contingency planning.
Career Development: A Neglected
Key to Employee Experience
Finding: Nearly half do not have a career
development process and/or program of any sort
54%
46%
Survey question: Does your organization have a career development process and/or program?
Yes No
The Effectiveness of Career
Development
Finding: Given the fact that so few have a career
development process and/or program, it makes sense that
only 46% say they have an effective process for managing
career development
5% 25% 23% 35% 11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey statement: Your organization has an effective process for managing career development.
Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
Finding: The lack of effectiveness and specific programs
is influenced by the lack of perceived importance
6% 14% 36% 33% 12%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Survey question: To what extent is career development important in your organization?
Very low Low Moderate High Very high
Finding: The perceived lack of importance may be one reason
that employee development has decreased in most organizations
since the start of Covid-19 pandemic
19% 11%
23% 24%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Increase
Decrease
Survey question: Since the start of the Covid-19 pandemic, how has the amount of time devoted to employee
development changed in your organization?
Increased a little Increased a lot Decreased a little Decreased a lot
47% have seen decreases
30% have seen increases
Finding: There is a major disconnect between what
employees want and what organizations are prioritizing
and offering
3% 5%
21% 54%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Disagree
Agree
Survey statement: Employees in your organization are looking for more career development opportunities
Strongly disagree Disagree Strongly agree Agree
75%!
Just 8%
disagree
Specific Approaches to Career
Development
Finding: Only 39% provide strategies and methods for
helping employees reach career development goals
39%
55%
62%
62%
68%
69%
71%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Strategies and methods for achieving goals
Previous work history and assignments
Discussion of future aspirations
Employee's interests and motivations
Review of current skills and competencies
Discussion of possible future career options
Skills and knowledge needed to achieve goals
Survey question: Which of the following elements are part of career development in your organization? (select all that apply)
Finding: Nearly half say their organization doesn’t
provide strong career development opportunities to
all employees
51%49%
Survey question: Does your organization provide strong career development processes/programs to all employees?
Yes No
Finding:
Executives
get the most
career
development
opportunities
14%
10%
20%
26%
20%
39%
28%
2%
8%
5%
2%
10%
7%
28%
0% 10% 20% 30% 40% 50% 60%
Operational
New hires
Technical
Professionals
Entry level
Managers
Executives
Survey question: To what degree does your organization provide career development opportunities to the following groups of
employees?
High Very high
18%
56%
46%
30%
28%
25%
16%
Finding: Only 21% say managers are skilled in
helping employees develop their careers
37%
18%
21%
27%
29%
29%
0% 5% 10% 15% 20% 25% 30% 35% 40%
None of the above
Managers are recognized and/or rewarded fordeveloping their direct reports
Managers have skills required to help employeesdevelop careers
Most employees have individual development plans(IDPs)
HR has metrics associated with career development(e.g., productivity, retention rates)
HR knows which employees have which talents and skillsets
Survey question: Which of the following statements are true in your organization? (select all that apply)
Key Takeaway
• Ensure your managers have the proper skill
sets for aiding employee development
Career Development Leaders
versus Career Development
Laggards
Finding: Career development leaders are twice as
likely to provide developmental opportunities to all
employees
8%
15%
30%
23%
40%
61%
0% 10% 20% 30% 40% 50% 60% 70%
Provide career development programs for operationalpositions
Provide career development programs for technicalpositions
Provide career development programs to all employees
Career development leaders Career development laggards
Finding: Career development leaders are much more
confident in their managers’ career development skills
8%
18%
36%
46%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Managers have skills required to help employeesdevelop careers
HR knows which employees have which talents and skillsets
Survey question: Which of the following statements are true in your organization?
Career development leaders Career development laggards
Finding: Career development leaders are more
likely to use a variety of career development
elements
47%
26%
58%
63%
63%
66%
75%
78%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Employee's interests and motivations
Previous work history and assignments
Skills and knowledge needed to achieve goals
Discussion of possible future career options
Survey question: Which of the following elements are part of career development in your organization?
Career Development Leaders Career Development Laggards
Key Takeaway
• HR should consider ways of gaining deeper
insights into which employees have which
skill sets
The Talent Mobility and
Development Connections
Correlations Correlation Coefficient
Correlation between
• internal mobility
• succession management.59*
Correlation between
• internal mobility
• career development.60*
Correlation between
• succession management
• career development.66*
*The data represent two-tailed Pearson correlation coefficients. Each shows at least a moderately strong relationship.
Key Takeaway
• Look at these three areas holistically. How
can they mutually reinforce one another?
Questions?
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