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Knowledge. Performance. Impact. How to Focus on Career
to Drive Higher Performance and Engagement
#career2014@gpcorp@mmasarech
July 8, 2014

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Tips for the Webinar
(800) 263-6317 or (805) 690-5753
Tweeting? Please use:
#career2014 @gpcorp@mmasarech

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Welcome
For More Info / To Register / To Access Archive:
Search “Webinars” or “On Demand” at TrainingIndustry.com
(800) 263-6317 or (805) 690-5753

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Mary Ann Masarech
Lead Consultant, Engagement
BlessingWhite, A Division of GP Strategies
mmasarech@gpstrategies.com

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www.blessingwhite.com/career

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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
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URGENCYOften Comes From…

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URGENCYOften Comes From…

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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

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Career development is about getting people to where they want to be
and where the organization needs them to be.

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“Nimble”
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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

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EmployeePERSPECTIVES andEXPECTATIONS

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“I expect my current employer to provide a clear CAREER PATH for me.”
NA data N=1394
ROW N=606

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“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.”

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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.”

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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…

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A Consistent PATTERN…
Global data
n=2,000

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Reflect where they are, not who they are
Generational VIEWS…
•Gen Y: Financial rewards
•Gen X: Work/life balance
•Boomers: Meaningful work

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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

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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%

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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!

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Summing up Employee EXPECTATIONS…
•Expecting to take the lead
•Ambivalent about “career”
•Looking for work that “works” for them (interesting, meaningful, in balance)
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What are companies doing and how do EMPLOYEESperceive their EFFORTS?

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“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

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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.”

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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

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Employers face being edged out of the CONVERSATION
The DANGER
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RECOMMENDATIONS

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1. Redefine “CAREER”
•A multi-step journey based on:
–What a bright future for this organization looks like
–Specific roles & responsibilities
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Redefining Career in ACTION

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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
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JOB
High Engagement:
“Job Fit”
3. Align individual ambitions and execution of organizational STRATEGY

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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.”

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•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”

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5. Enable Employee OWNERSHIP
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“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

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Annual CareerLabs
•“Build your brand”
•Keynotes & lunch-n-learns
•Networking
•Employee & manager training
•Career conversations
•Online portal

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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

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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

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Discussion –QUESTIONS

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©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

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For More Info / To Register / To Access Archive:
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•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
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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.