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Virtual Career Coach

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Virtual Career Coach

  1. 1. Career Progression Framework Presented to the San Antonio Compensation Association Tuesday, June 11, 2019 1
  2. 2. Agenda 2 Voluntary Turnover BioBridge Global’s Career Progression Framework Steps to Develop a Framework
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  6. 6. Why do Employees Quit? (#1) 2017 Gallup poll 1. Career advancement or promotional opportunities: 32% 2. Pay/benefits: 22% 3. Lack of fit to job: 20.2% 4. Management or the general work environment: 17% 5. Flexibility/scheduling: 8% 6. Job security: 2% 6
  7. 7. Why do Employees Quit? (#2) Inc. Magazine, December 2018, Survey conducted by TINYpulse, a leading employee engagement survey firm 1. Poor management performance 2. Lack of employee recognition 3. Overworked 4. Company culture is not a priority 5. No growth opportunities 7
  8. 8. OK, got it. So, what’s the point? 8
  9. 9. Turnover is Expensive! 9 100% of the salary!
  10. 10. Turnover is Bad for Employees! Could affect the mission The constant need to hire and train new employees makes it easy to veer from the true mission and vision of the organization. Decreased energy at work Actively disengaged employees - who are highly likely to quit - can be toxic to your work environment in the months and weeks leading up to their departure. Decreased product quality Each time there is a kink in the product process due to a departure of an employee, it diminishes the quality of the end goal -- at least temporarily. Revenue declines affect employee treatment If turnover is high, the money to fund attrition needs to come from somewhere. 10
  11. 11. Reasons Combined from Surveys Career advancement or promotional opportunities / No growth opportunities Management or the general work environment / Poor management performance 11
  12. 12. Turnover and Career Advancement 12
  13. 13. Recent Gallup Study 50 percent of employees left their job "to get away from their manager to improve their overall life at some point in their career." Gallup CEO Jim Clifton summarized this unfortunate phenomenon in a succinct sentence when he said this in the State of the American Workplace report*: “The single biggest decision you make in your job--bigger than all the rest--is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits-- nothing.” * State of the American Workplace report, February 2017 13
  14. 14. 12 questions that could drastically reduce turnover* If you're a leader or manager and your employees were asked the following about you, how would you do in this assessment? 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor or someone at work seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission/purpose of my organization makes me feel my job is important. 9. My associates or co-workers are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. In the last year, I had opportunities to learn and grow. *Marcel Schwantes, Founder and Chief Human Officer, Leadership From the Core 14
  15. 15. So, what can be done about it? 15
  16. 16. Pay Attention to What the Data is Tells Us * Inc. Magazine, October 2018, Randstad US survey published in August 2018 Thus the development of the Career Progression Framework. Two things we need to pay close attention to and they are related: Sixty percent of respondents left jobs, or considered leaving, when they didn't like their direct supervisors.* Fifty-eight percent of workers said their companies didn't currently have enough growth opportunities for them to stay longer term.* 16
  17. 17. Career Progression Framework 17 What is it? A career progression framework lets employees know what steps they need to take to go where they want in their career. With a career progression framework in place, there should be no surprises when they have performance reviews on what they need to do to get a promotion or move to a new role.
  18. 18. BioBridge Global’s Career Progression Framework 18
  19. 19. Cross Functional Flow Chart 19
  20. 20. Lab Services Framework 20
  21. 21. On-line Cross Functional Career Path Search for a title 21 Select a title
  22. 22. Search and Enlarge 22 Expand and reduce size
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  26. 26. How should my team and I begin? 26
  27. 27. We started with… Research • Willis Towers Watson • Vizient, Inc. • Hay Job Evaluation Guide • Culpepper Leveling Guideline Job Descriptions and Other • Education and experience requirements • Job summaries • EEO categories We did not look at: • Salary structure • Names of incumbents 27
  28. 28. And we developed a plan… 28
  29. 29. First Step - Sell the Program and Identify a Champion 29
  30. 30. Second Step – Train the Managers 30
  31. 31. Step 3 Prepare the Workforce 31
  32. 32. Step 4 Design and Initiate the Process Ensure job descriptions are fully developed and current Assign each job a unique job code Assign a plan sponsor, project manager, and key SME Implement a project plan Define the Levels and the Job Families Develop the Key Requirements Working with managers, assign job families to groups of job titles Identify succession from one job to at least one other… preferably up to four subsequent job titles 32
  33. 33. jOdA – Job Description and Career Progression Framework Development Ensure job descriptions are fully developed and current 33
  34. 34. Detailed Job Description Ensure job descriptions are fully developed and current Assign each job a unique job code 34
  35. 35. Implement a Project Plan Assign a plan sponsor, project manager, and key SME Implement a project plan 35
  36. 36. Levels and Job Families in a Cross Functional Flow Chart Define the Levels and the Job Families 36
  37. 37. Determine / Develop the Key Requirements Summary Education & Experience Knowledge, Skills & Abilities (KSA’s) Critical Thinking Nature of Impact Level of Authority Budgetary & Project Responsibilities Time Horizon Develop the Key Requirements 37
  38. 38. Smartsheet Collaboration 38 Develop the Key Requirements
  39. 39. Definition of Levels • We used a number of sources including: • Salary surveys • Leveling guides • Research articles • Books including Requisite Organization by Elliott Jaques Define the Levels and the Job Families 39
  40. 40. Placement of Job Titles within the Levels 40 Define the Levels and the Job Families
  41. 41. Development of Job Families Working with managers, assign job families to groups of job titles 41
  42. 42. Job Bands and Levels 42
  43. 43. How Progression is Recorded Identify succession from one job to at least one other… preferably up to four subsequent job titles 43
  44. 44. Data Upload Process 44
  45. 45. Converting Data to a Career Progression Chart 45
  46. 46. Completed Career Progression Framework Chart 46
  47. 47. Expected Outcomes Career Development Supportive information for Succession Planning workshops Talent assessment tools Enhanced/revised training curriculum and training courses Clearly defined career paths 47
  48. 48. Lessons Learned Do • Your homework • Know your stakeholders • Sell the concept – we received more support than we expected • Make it easy for your stakeholders • Break the project into phases (we had four) • Celebrate milestones Don’t • Expect everyone to have as much enthusiasm as you do for the process • Expect things to go exactly as you plan • Expect things to stay the same through the project… it will change dependent on your stakeholders 48
  49. 49. Conclusion and Questions 49 John F. Barnes IV, MBA SPHR Vice President, Human Resources & Learning john.barnes@biobridgeglobal.org