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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
•Low scores for career items on your last engagement survey
•Your career development programs aren’t delivering the desired results
•Concerns about turnover
•You want to build on successful career initiatives
The Evolving WORKPLACE
Flatter hierarchy, wide spanof control
Linear reporting lines (single boss, one level higher)
Multiple reporting lines, matrix reporting
Managers = supervisors
Managers= player / coaches
Project &assignment basis
Tenure = experience and value
Proven experience & skills = value
Top-downstrategy and work assignment
Self-directed or team-based work organization
Reflect where they are, not who they are
•Gen Y: Financial rewards
•Gen X: Work/life balance
•Boomers: Meaningful work
More alike than different
•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
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.”
CAREEROpportunities & Commitment…
My next career move will most likely take me to a new employer
(with my current employer)
I have decent career opportunities
I do not have decent career opportunities
Creating career opportunities is not a sure bet…
But failing to provide them is a pretty sure loss!
Summing up Employee EXPECTATIONS…
•Expecting to take the lead
•Ambivalent about “career”
•Looking for work that “works” for them (interesting, meaningful, in balance)
What are companies doing and how do EMPLOYEESperceive their EFFORTS?
“What CAREERresource or tool has helped YOU most in the last 5 years?”
Type others into your chat window. 25
“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.”
“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
Employers face being edged out of the CONVERSATION
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
3. Align individual ambitions and execution of organizational STRATEGY
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.”
Click photo icon below select photo name XXX1.5 INCH.jpg <double click>
•Internal career coaches
•Network focus for helping people explore options
•Emphasis on coaching technical experts without providing pre-canned answers
Manager Support: QUALCOMM’S “CAREER X”
“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
•“Build your brand”
•Keynotes & lunch-n-learns
•Employee & manager training
Career is not about one thing—it’s about the whole journey
6. Take a Multi-Faceted APPROACH
Select a mentor
Plans are useless, but planning is everything
•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
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
Join our LinkedIn Group to continue this discussion.
More ways to enhance performance improvement
Visit the TrainingIndustry.com Webinars page for more information.
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:
Knowledge. Performance. Impact.