How to Focus on Career to Drive Higher Preformance and Enagagement

transcript

Knowledge. Performance. Impact.

How to Focus on Careerto Drive Higher Performance and Engagement

#career2014 @gpcorp @mmasarech

July 8, 2014

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Welcome

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(800) 263-6317 or (805) 690-5753

Mary Ann Masarech

Lead Consultant, Engagement

BlessingWhite, A Division of GP Strategies

mmasarech@gpstrategies.com

www.blessingwhite.com/career

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

URGENCY Often Comes From…

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

Career development is about

getting people to where they want

and where the organization needs

them to be.

“Nimble”

The Evolving WORKPLACE

Then Now

Multi-tiered hierarchy Flatter hierarchy, wide span of 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-down strategy and work assignment Self-directed or team-based work

organization

Employee PERSPECTIVES

and EXPECTATIONS

“I expect my current employer to provide a clear CAREER PATH for me.”

NA data N=1394

ROW N=606

“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.”

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.”

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…

A Consistent PATTERN…

Global data

n=2,000

Reflect where they are, not who they are

Generational VIEWS…

• Gen Y: Financial rewards

• Gen X: Work/life balance

• Boomers: Meaningful work

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

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.”

CAREER Opportunities & Commitment…

My next career move will most

likely take me to a new employer

(with my current employer) Agree Disagree

I have decent career

opportunities25% 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!

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

EMPLOYEES perceive their EFFORTS?

“What CAREER resource 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.

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.”

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

Employers face being edged out of the CONVERSATION

The DANGER

RECOMMENDATIONS

1. Redefine “CAREER”

• A multi-step journey based on:

– What a bright future for this organization looks like

– Specific roles & responsibilities

Redefining Career in ACTION

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

High Engagement:

“Job Fit”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>

• 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”

5. Enable Employee OWNERSHIP

“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

Annual CareerLabs

• “Build your brand”

• Keynotes & lunch-n-learns

• Networking

• Employee & manager training

• Career conversations

• Online portal

Career is not about one thing—it’s about the whole journey

6. Take a Multi-Faceted APPROACH

Manager coaching

Select a mentor

TrainingProject work

Job rotations

Stretch assignment

Mentor others

Career tools

assessment

Shadowing

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

Discussion – QUESTIONS

© 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse,

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Proprietary to GP Strategies Corporation

gpstrategies.com

Mary Ann Masarech

mmasarech@gpstrategies.com

Twitter: @mmasarech

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