how to focus on career to drive higher preformance and enagagement
DESCRIPTION
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 doTRANSCRIPT
Knowledge. Performance. Impact.
How to Focus on Careerto Drive Higher Performance and Engagement
#career2014 @gpcorp @mmasarech
July 8, 2014
Tips for the Webinar
(800) 263-6317 or (805) 690-5753
Tweeting? Please use:
#career2014 @gpcorp @mmasarech
Welcome
For More Info / To Register / To Access Archive:
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(800) 263-6317 or (805) 690-5753
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Mary Ann Masarech
Lead Consultant, Engagement
BlessingWhite, A Division of GP Strategies
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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
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URGENCY Often Comes From…
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URGENCY Often 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 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
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Employee PERSPECTIVES
and EXPECTATIONS
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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.”
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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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)
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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.
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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
Employers face being edged out of the CONVERSATION
The DANGER
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RECOMMENDATIONS
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
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.”
Click photo icon below select photo name XXX1.5 INCH.jpg <double click>
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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”
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
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
TrainingProject 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
Discussion – QUESTIONS
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Proprietary to GP Strategies Corporation
gpstrategies.com
Mary Ann Masarech
Twitter: @mmasarech
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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!
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Knowledge. Performance. Impact.