As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent. Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn: How to link employee career development to measurable business outcomes. What role managers and organizations should play in their employees’ professional development. How to assess employees’ professional needs, aspirations and skill gaps. Practical tips on how to best implement professional development in your organization. How to balance preparing for short and long-term business challenges and opportunities.

1. Maximizing the Individual and
Organizational Impact of Professional
Development
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2. Maximizing the Individual and
Organizational Impact of Professional
Development
Speaker: Scott Mondore
Managing Partner
Strategic Management Decisions
Moderator: Kellye Whitney
Managing Editor
Chief Learning Officer magazine
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6. Maximizing the Individual and
Organizational Impact of Professional
Development
Kellye Whitney
Managing Editor
Chief Learning Officer magazine
#CLOwebinar

7. Maximizing the Individual and
Organizational Impact of Professional
Development
Scott Mondore
Managing Partner
Strategic Management Decisions
#CLOwebinar

8. Maximizing the Individual and
Organizational Impact of
Professional Development
Scott Mondore, Ph.D.
Strategic Management Decisions
www.smdhr.com

9. Presenter Bio-Scott Mondore
Scott Mondore, Ph.D.
Scott has over 15 years of experience in the areas of strategy, talent management,
measurement, customer experience and organizational development. He has internal and
consulting experience across a variety of industries including transportation, healthcare,
manufacturing, pharmaceuticals, utilities, and hospitality.
Scott is currently a managing partner of Strategic Management Decisions (SMD). Before
SMD, he served as East Region President for Morehead Associates, a healthcare HR
company. Before joining Morehead, Scott worked as a Corporate Strategy Director at
Maersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on
employee assessment and measurement as well working as a consultant to large and small
organizations in both the private and public sector.
Scott is the co-author of “Investing in What Matters: Linking Employees to Business
Outcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results”
(SHRM, 2011). and recently won the Walker Prize from HR People & Strategy (HRPS) for
the article that “best advances state-of-the-art thinking and practices in human resources.”
Scott holds a master's degree and doctorate in industrial/organizational
psychology from the University of Georgia.

10. Learning Objectives
• Understand the current business environment and
implications for career development
• Explore a proven process and corresponding
assessment tools to assist employees in managing their
careers
• Use the process and tools to begin exploring
employees’ career goals and development needs
• Start down the path of creating career development
plans for employees

11. About SMD:
Driving Business Results Through Talent Management
Our Process
• Implement Talent Management processes based on analytics, linking
people to critical business outcomes
• Partner with our clients to create and execute people strategies that drive
business outcomes and maximize ROI
Our Results
• Linkage of Talent Management (e.g., engagement
survey results, training, performance ratings,
competency assessments) to a variety of business
outcomes:
▫ Operations Metrics (e.g., operating margin)
▫ Financial Metrics (e.g., sales dollars, productivity)
Connecting Employees ▫ Customer Satisfaction
to Business
Results ▫ Turnover/Retention
• HR Strategy & Planning ▫ Employee Safety
• Human Capital Measurement
• Talent Management • Significant bottom-line improvements and
• Leadership Development return-on-investment for our clients.
• Executive Assessment &
Coaching

12. Talent Link Key HR Processes
Performance Examples of
Management
Business Outcomes
Training Selection People
• Turnover
• Employee engagement
Service
• Customer satisfaction
Reward & Employee • Wait times
Recognition Survey Quality
Business • Clinical outcomes
Outcomes
• Product Defects
Finance
• % to budget
• Cost reduction
Career
360 Feedback Growth
Development
• Sales growth
• Margin growth
Competency Succession
Builder Planning

13. SMD Publications
Published by The authors’ practical
SHRM (2009) approach, “Focuses HR
leaders on where to put their
limited time, energy, and
resources to maximize both
individual and organizational
performance.”
Published by
Vicki Escarra, President and
SHRM
(2011) CEO
Feeding America

14. Session Agenda
• Overview of the current business environment
• Building the business case for career development
• Overview of our career management model/process
▫ Increasing Self-Awareness
▫ Establishing a Direction
▫ Building a Plan
▫ Executing the Plan
• Practical tips for effective execution

15. Applied Research and Trends

16. The Current Business Environment
• Organizations are becoming increasingly flat
• Customers and competitors are global and diverse
• No “life-time” employment
• Career bottleneck – competition for few leadership
positions
• Skills obsolescence
• Adults are having children later in life – during the
prime years of their careers
• Increased life expectancy:
▫ Employees are working longer
▫ Greater responsibility for parents’ care
• Increased desire for work-life balance

17. The Current Business Environment:
Disenchantment of High Performers
The economic downturn has taken a toll on employee morale:
• 21% of employees were “highly disengaged” at the end of 2009 –
up from only 8% in the first half of 2007
• Among high performers (i.e., “emerging stars”)…
admits to not putting all of his/her effort into the job
intends to leave your company within the year
believes his/her personal aspirations are quite
different from what the organization has planned for him/her
lack confidence in their coworkers and have
even less confidence in their senior team
WHY?! Outsized Expectations & Plenty of Alternatives
Source: Jean, M., & Schmidt, C. (2010). How to keep your top talent.
Harvard Business Review.

18. The Current Business Environment:
Addressing Generational Differences
Generational differences in employee commitment…
• Least Committed: Generation X (ages 28 – 43)
• Most Committed: Baby Boomers (ages 44 – 62)
Key drivers of commitment for Key drivers of commitment for
Generation X: Baby Boomers:
• Quality/Customer Focus • Quality/Customer Focus
• Career Growth • Career Growth
• Working Relations • Compensation
• Involvement
Source: Morehead Associates (2008)

19. What Our Clients Are Saying…
“How do we “HR is always “Our managers “Our “I have a tough
make a the first place resist having employees time getting the
business case Sr. Leaders career want help with funding for HR
for Talent look to cut discussions their careers, investments.”
Management expenses.” with but I am not
initiatives like employees.” sure where to
Career start.”
Development?”

20. An Analytics-Based Approach to Career Development

21. Linking Employee Attitudes to Business
Outcomes
1. Determine
Critical
Outcomes
2. Create Cross-
6. Measure &
Functional Data
Adjust
Team
Business Partner RoadmapTM
5. Build Program 3. Assess
& Execute Measures
4. Analyze the
Data

22. Analytic Approach – Structural Equation
Modeling
• Traditional data analysis includes:
• Qualitative analysis or gap analysis (strengths and
weaknesses)
• Correlation
• Regression
• Advantages of SEM:
• Consider multiple independent & dependent
measures concurrently
• Imply causality
• Calculate ROI
• Correct for measurement errors
• SEM is commonly used in other industries
(econometrics, market research)

23. Building the Business Case: Case Study
Background:
• Large organization
• Recent employee layoffs – 20% across the board
Purpose of Assessment/Intervention:
• Focus on retaining ‘surviving’ employees and enhancing
productivity
• Identify ‘invisible levers’ in employee skills, behaviors, and
attitudes that drive retention vulnerability and productivity
▫ Leverage historical records and recent employee survey data to
empirically link ‘surviving’ employee data to meaningful business
outcomes (e.g., retention vulnerability; productivity)
• Prioritize employee-focused interventions that have a
proven impact on key business outcomes
• Provide customized solutions to drive business outcomes

24. Business Case Study – Drivers of High-Performer Turnover
Teamwork
1a
Customer
Achieve Focus 4
Extraordinary 1b
Results Career
Development 2
Opportunities
Turnover
1
Cross-Training
Legend Opportunities
Employee Survey
Training Participation Employee 3
Mgr Competency Ratings Development
Numbers in paths indicate the intervention priority based
on the magnitude of the relationship with turnover.

25. Poll Question
What business outcomes at your company
would be most impacted by an employee
language training program?
A. Increase sales by expanding into new markets
B. Improve customer satisfaction with multilingual service
C. Increase productivity and innovation with cross-border
collaboration
D. Improve workplace safety by removing language barriers

26. The Role of Employees, Managers, and the Organization

27. Who Should Drive Career Development?
Manager’s Role:
• Ensure that each high performer has a career development
plan
• Provide guidance and coaching around career development
• Provide honest, insightful feedback to high performers
regarding their career opportunities & performance
Employee’s Role:
• Increase his/her own awareness regarding competencies,
experiences, interests and opportunities
• Seek feedback and career advice
• Develop a career plan and execute against it

28. Who Should Drive Career Development?
Organization’s Role:
• Educate high performers about their career management
responsibilities
• Provide a process and tools to help high performers
manage their careers
• Educate managers on their career management coaching
responsibilities
• Provide fair and equal job access to high performers
• Encourage and support retention of high performers within
the organization
• Help employees understand the evolving strategy and
direction/needs of the business

29. Strategies for Encouraging Career Development
• Create programs that afford fresh assignments – e.g.,
lateral moves which create breadth of experience, job
rotation programs – for minimal cost
• Encourage high performers to make career changes
within the organization
• Provide mentoring programs/opportunities
• Encourage training and development for high performers
• Expand leadership development programs
• Balance development of skills to remain competitive in
the diverse, global business environment

30. Steps for Managing the Careers of High-Performers

31. Career Management Process
Enhance Self 1. Become more aware of
Awareness yourself and the
organization
2. Establish a direction for
Execute and Establish managing your career
Adjust Direction 3. Develop an action plan –
short and long-term
focus
Develop 4. Execute the plan –
Action Plan periodically revisit

32. Our Career ADVICETM Framework
Managing your career starts with understanding yourself…
Career ADVICETM
Assess and Develop through Values, Interests, Competencies, and Experiences
• Values & Interests
▫ Aspirations
▫ Likes/Dislikes (be honest!)
• Competencies – strengths & opportunities
▫ Performance management process
▫ Feedback and coaching
• Experiences
▫ General manager
▫ Functional leader
▫ Individual contributor

33. Know Yourself
Assess your interests…know your strengths
None Travel A Lot
What do I Fixed Pay Variable
love to do?
Not Location Flexible
Generalist Work Specialist
What job
What am I Individual
factors are Role
great at? Contributor Manager
important?
None Balance A Lot

34. Understanding Your Values

35. The Talent Link Career Tool

36. What Is Important to Me?
 Achievement  Independence  Security
 Authority/power  Influence  Stability
 Competing/winning  Integrity  Status/respect
 Conformity  Knowledge/learning  Teamwork
 Control  Leadership  Variety/new
 Cooperation  Participation challenges
 Creativity  Personal  Wealth
 Duty/loyalty development  ________________
 Expertise  Pressure  ________________
 Financial stability  Advancement  ________________
 Friendship  Work-life balance
 Fun/pleasure  Responsibility
 Health  Risk taking
 Helping others

37. Understanding Your Interests

38. Talent Link Career Tool

39. What Do I Enjoy in a Job?
 Structure/direction provided by  Fast pace/tight deadlines
others  Less pressure/less urgent deadlines
 Empowerment/self direction  Personal performance critical to
 Flexible work hours organization’s success
 Work at home  Personal performance not critical to the
 Job sharing bottom line
 Intensive/under fire  Requires attention to detail
 Manage people  Requires continual learning
 Work in a team  Requires specialization
 Work mostly alone  Develop long-term work relationships
 Highly creative  Work with many different people
 Highly technical  Work in a small group
 Challenging/high risk  Goals & procedures change often
 Secure/low risk  No/limited travel required
 Responsibility for projects  Extensive travel
 Contact with customers

40. Understanding Your Strengths and Opportunities

41. Talent Link Career Tool

42. What Are My Strengths/Opportunities?
 Ethics & Values  Written Communication  Managing & Measuring
 Integrity & Trust  Creativity Work
 Functional/Technical  Conflict Management  Organizing
Skills  Presentation Skills  Organizational Agility
 Peer Relationships  Directing Others  Command Skills
 Customer Focus  Hiring & Staffing  Sizing Up People
 Drive for Results  Managing Diversity  Priority Setting
 Time Management  Motivating Others  Strategic Agility
 Listening  Interpersonal Savvy  Managing Vision &
 Perseverance  Developing Others Purpose
 Composure  Building Effective Teams  Innovation Management
 Planning  Dealing with Ambiguity  Negotiating
 Problem Solving  Managerial Courage
 Decision Quality
 Priority Setting

43. Understanding Your Experiences

44. The Leadership Pipeline
• Leaders must be “A”
performers in their current
roles before expanding or
Turn Six
progressing
• Each progression requires
Turn Five different skills, time
perspectives, and values
Turn Four • Not all leaders make
transitions effectively
• Breadth of experience
Turn Three
through different types of
roles helps leaders gain the
Turn Two experience needed to
succeed in bigger roles
Turn One • Not all roles within a level
are equal
Model adapted from Leadership Pipeline by S. Drotter et

45. Talent Link Career Tool

46. What are My Significant Experiences?
Understand the breadth and depth of experiences required for a target
role; Identify the experiences you have had and the ones you haven’t…
 Developed a functional  Obtained industry expertise
expertise  Risk Management experience
 Performed multiple roles within  Managed technology related
your function project
 Would be considered a  Sales & Marketing experience
generalist within function  Led cross-functional project/team
 Would be considered a  Led significant organizational
specialist within function change
 Managed others  Operations experience
 Managed managers  Managed products/service lines
 Managed large projects  Led significant innovation
 P&L experience

47. The First Step in Building a Plan

48. Integrating Your Assessments
Achievement Empowerment/ Dealing With Managing Others
Values
Interests
Competencies
Experiences
Expertise Self Direction Ambiguity Functional
Independence Contact With Building Effective Expertise
Customers Teams Industry Expertise
Variety/New
Challenges Challenging/ High Motivating Others Considered a
Risk Organizing Generalist
Helping Others
Fast Pace/ High Problem Solving Managed P&L
Pressure
Work With
Different People

49. Your Ideal Job
• What is your ideal job? It should…
▫ Leverage your strengths and experiences
▫ Align with your interests and values
• What is the path to that job?
• What are your gaps to obtaining that job?
▫ Competence
▫ Experience
• The “ideal” job may change over time—re-
assess values, interests, competencies and
experiences annually

50. Influence What Is In Your Control

51. Building An Action Plan
• Setting Career Goals:
▫ Think 3 – 5 years out
▫ SMART criteria still apply
 Specific
 Measureable
 Actionable
 Realistic
 Timely
• Actions should prepare you for the next role with an
eye on the long-term goal
• Informational interviews can provide additional insight
into path/gaps

52. Development Levers
• Promotion
• Expand scope/complexity of role
• Build skills/learning
▫ Focus on non-technical skills (e.g. Language
Learning)
• Change in job function (lateral)
• Cross-functional assignment
• Special programs
• International Assignments

53. Short-Term Execution for Long-Term Achievement

54. Owning Your Career
• It’s about performance and development today
• It’s about energizing others and leading from the front
• It’s about exploring all possibilities and increasing the
odds
• It’s about building relationships and strengthening
existing ones
• It’s about embracing change and taking risks
• It’s about striving for excellence and avoiding
mediocrity
• It’s about anticipating the skills and experiences
necessary to succeed tomorrow

55. Executing the Plan
• Performance drives everything – perform in your
current role
• Work on shoring up competency and/or experience
gaps
• Develop an expertise
• Be proactive – don’t wait on your manager or the
organization
• Be patient and build skills that increase your
marketability
• Network with successful people

56. Practical Tips
• Treat your boss as your most important client
• Do everything asked of you…then ask for more
• Be consistent in your relationships and how you treat people
• Ensure you ask for feedback and then act on it
• Performance management conversations are keys to your
success
• Constantly expand your sphere of influence
• Build your technical expertise and your leadership skills
• Know the industry
• Don’t worry about just “moving up” – sideways works
wonders too

57. A Comprehensive Strategy
**Career Development should not occur in a vacuum**
Career
Assessment/
Development
Succession Leadership
Planning Development

58. What We Have Covered
• How to use analytics to make the business
case for career development
• How to build and implement a comprehensive
approach to awareness of career goals and
interests
• How to create an effective career
development action plan
• Practical tips for success

59. To Contact Us:
Scott Mondore, Ph.D.
Managing Partner
smondore@smdhr.com
404.808.4730
www.smdhr.com
Business@RosettaStone.com
800.811.2755
RosettaStone.com/Business

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