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How to Focus on Career to Drive Higher Preformance and Enagagement

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In today's work environment, career can be an ambiguous thing. Yet, employees still want to know if they have a future with their company, and if the company is committed to their future development.

Meanwhile, managers shy away from the topic of career, as changes in the organization and a lack of clear career options tend to make the conversation challenging.

Join us for this TrainingIndustry.com webinar, sponsored by GP Strategies, in reviewing recent research findings around career, discussing employee expectations and exploring how organizations can best support employees’ ambitions while also driving organizational performance.

As the picture of career evolves, so must our approaches to career management, and the attention we pay to culture and the tools we deploy.

During this webinar, Mary Ann Masarech, a lead consultant of the employee engagement practice at BlessingWhite, a GP Strategies division, provides easy-to-understand insights on:
•Why the concept of career is central to organizational performance
•What employees are looking for
•What organizations are doing to support career development
•What the most successful career development initiatives do and don’t do

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How to Focus on Career to Drive Higher Preformance and Enagagement

  1. 1. Knowledge. Performance. Impact. How to Focus on Career to Drive Higher Performance and Engagement #career2014@gpcorp@mmasarech July 8, 2014
  2. 2. Tips for the Webinar (800) 263-6317 or (805) 690-5753 Tweeting? Please use: #career2014 @gpcorp@mmasarech
  3. 3. Welcome For More Info / To Register / To Access Archive: Search “Webinars” or “On Demand” at TrainingIndustry.com (800) 263-6317 or (805) 690-5753
  4. 4. 4 Mary Ann Masarech Lead Consultant, Engagement BlessingWhite, A Division of GP Strategies mmasarech@gpstrategies.com
  5. 5. 5 www.blessingwhite.com/career
  6. 6. Your MOTIVATION? •Low scores for career items on your last engagement survey •General education/development •Your career development programs aren’t delivering the desired results •Concerns about turnover •You want to build on successful career initiatives 6
  7. 7. 7 URGENCYOften Comes From…
  8. 8. 8 URGENCYOften Comes From…
  9. 9. 9 The Real Value of CAREER INITIATIVES Organization Performance: Talent mobility and development to drive company strategy Engagement: Discretionary effort, commitment, and attraction of top talent
  10. 10. 10 Career development is about getting people to where they want to be and where the organization needs them to be.
  11. 11. 11
  12. 12. “Nimble” 12 The Evolving WORKPLACE Then Now Multi-tiered hierarchy Flatter hierarchy, wide spanof control Linear reporting lines (single boss, one level higher) Multiple reporting lines, matrix reporting Managers = supervisors Managers= player / coaches Line function Project &assignment basis Tenure = experience and value Proven experience & skills = value Top-downstrategy and work assignment Self-directed or team-based work organization
  13. 13. 13 EmployeePERSPECTIVES andEXPECTATIONS
  14. 14. 14 “I expect my current employer to provide a clear CAREER PATH for me.” NA data N=1394 ROW N=606
  15. 15. 15 “I don’t think in terms of ‘CAREER’…” NA data N=1394 ROW N=606 “When I make job changes, I look for work that is satisfying.”
  16. 16. 16 Good News in THEORY… “I don't think there is anything wrong with staying in the same job if I can try new things or develop my skills.”
  17. 17. Global data n=2,000 “Choose the phrase that best describes the most important criterion you will look for in your next position.” What Employees WANT…
  18. 18. 18 A Consistent PATTERN… Global data n=2,000
  19. 19. 19 Reflect where they are, not who they are Generational VIEWS… •Gen Y: Financial rewards •Gen X: Work/life balance •Boomers: Meaningful work
  20. 20. 20 More alike than different Gender VIEWS… •Men favor financial rewards (14% vs. 7%) while women value work/life balance (20% vs. 15%) •Women do not rate employers well in terms of providing resources specific to their gender but… … this does not seem to impact their ratings
  21. 21. 21 Half IN, Half OUT NA data N=1394 “I have decent career opportunities with my current employer.” “My next career move will most likely take me to a new employer.” 45% 25% 30%
  22. 22. 22 CAREEROpportunities & Commitment… My next career move will most likely take me to a new employer (with my current employer) Agree Disagree I have decent career opportunities 25% 44% I do not have decent career opportunities 82% 8% Creating career opportunities is not a sure bet… But failing to provide them is a pretty sure loss!
  23. 23. Summing up Employee EXPECTATIONS… •Expecting to take the lead •Ambivalent about “career” •Looking for work that “works” for them (interesting, meaningful, in balance) 23
  24. 24. 24 What are companies doing and how do EMPLOYEESperceive their EFFORTS?
  25. 25. “What CAREERresource or tool has helped YOU most in the last 5 years?” •Career paths •Workshop/training •Your manager •Online information/tools •Career coach Type others into your chat window. 25
  26. 26. 27 Employee FRUSTRATION “My employer’s approach to career development meets my personal needs.” “In my organization, talk of ‘career development’ is internal public relations. Few employees actually benefit.”
  27. 27. 28 Organization FRUSTRATION “People leave because it is easier to ask the question of people who you don’t work for rather than those you do. They will go for [an external] role rather than asking what is available. People need to tap into what the organization has.” -James Meadows, Ernst & Young Manager, EMEIA FSO L&D Advisory
  28. 28. Employers face being edged out of the CONVERSATION The DANGER 29
  29. 29. 30 RECOMMENDATIONS
  30. 30. 1. Redefine “CAREER” •A multi-step journey based on: –What a bright future for this organization looks like –Specific roles & responsibilities 31
  31. 31. 32 Redefining Career in ACTION
  32. 32. 2. Be Prepared but Remain NIMBLE •Build skills and experiences •Enable flexibility in workforce planning •Develop an organizational approach of adapting as you go •Prepare individuals to jump in quickly when opportunities arise 33
  33. 33. JOB High Engagement: “Job Fit” 3. Align individual ambitions and execution of organizational STRATEGY
  34. 34. 35 4. Remove Manager BARRIERS •Provide context and training: relationships trump skills •Work with HR beyond training: expectations, accountability “I don’t have time.” “There are no openings.” “I need people focused on the work at hand.” “I don’t have all the answers.”
  35. 35. Click photo icon below select photo name XXX1.5 INCH.jpg <double click> 36 •Individual approach •Internal career coaches •Manager training •Network focus for helping people explore options •Emphasis on coaching technical experts without providing pre-canned answers •Transformative program Manager Support: QUALCOMM’S “CAREER X”
  36. 36. 5. Enable Employee OWNERSHIP 37
  37. 37. “We wanted our employees to take charge of their own careers, to put the pieces together for themselves and carve a unique path. . .” -Dee Fischer, Director of OD
  38. 38. Annual CareerLabs •“Build your brand” •Keynotes & lunch-n-learns •Networking •Employee & manager training •Career conversations •Online portal
  39. 39. 40 Career is not about one thing—it’s about the whole journey 6. Take a Multi-Faceted APPROACH Manager coaching Select a mentor Training Project work Job rotations Stretch assignment Mentor others Career tools Self- assessment Shadowing
  40. 40. 41 Plans are useless, but planning is everything In CONCLUSION… •The ambiguity will continue despite good intentions of organizations and employees •Career will become increasingly self-directed •Career development strategies must be tailor-made •It is about building skills and experience that move both the organization and the individual in the right direction
  41. 41. Discussion –QUESTIONS
  42. 42. ©2014GPStrategiesCorporation.Allrightsreserved.GPStrategies,GPStrategiesandlogodesign,BlessingWhite,RovsingDynamics,Asentus,InformationHorizons,PMC,Sandy,BathConsultancyGroup,AcademyofTraining,Martonhouse, ViaTraining,BeneastTraining,Ultra,RWD,CommunicationConsulting,OptionSix,Milsom,ClutterbuckAssociates,PerformTech,FuturePerfect,SmallpeiceEnterprises,ProsperoLearningSolutions,LorienEngineeringSolutions,GPiLEARN, GPCALCS,GPSteam,EtaPRO,andVirtualPlantaretrademarksorregisteredtrademarksofGPStrategiesCorporationintheU.S.andothercountries.Allothertrademarksaretrademarksorregisteredtrademarksoftheirrespectiveowners. ProprietarytoGPStrategiesCorporation gpstrategies.com Mary Ann Masarech mmasarech@gpstrategies.com Twitter: @mmasarech
  43. 43. For More Info / To Register / To Access Archive: Search “Webinars” or “On Demand” at TrainingIndustry.com •Jul 9: Design Considerations for Engaging Virtual Learning •Jul 16: Leveraging Net Promoter Score to Evaluate Learning and Talent Functions •Jul 17: Unlocking Open Badges’ Power for Professional Learning and Development Upcoming Webinars
  44. 44. Join our LinkedIn Group to continue this discussion. More ways to enhance performance improvement Visit the TrainingIndustry.com Webinars page for more information.
  45. 45. Thank You! On behalf of TrainingIndustry.com, thanks to: Today’s Speakers: Mary Ann Masarech Today’s Sponsor: GP Strategies All of you for attending! Questions or Comments? Please contact Amanda Longo: alongo@trainingindustry.com Knowledge. Performance. Impact.

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