integrated career management - willis towers watson€¦ · hr and talent strategy - evp career...

Integrated Career Management

Increasing the ROI of Job Levelling

Jim Crawley – UK Leader, Talent Management and Organisation Alignment

Heike Ballhausen – EMEA Leader, Talent Management and Organisation Alignment

Towers Watson

© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Who owns a career?

Answer: The company

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The company’s view of career management

Business

Vision and

Strategy

HR

and Talent

Strategy

- EVP

Career

Management

Strategy

Objective:

capable

and flexible

employees

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Who owns a career?

Answer: The individual

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Personal

vision

The individual’s view of career management

Career

aspirations

Acquisition and

demonstration

of skills and

experience

Objective:

to stay

employable

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The definition of my career

Skills acquisition and

development

Develop my talents and my potential to

the full; how I earn income and stay

employable

Career aspirations Make good choices about the kind of

work that I want to do that matches my

skills, interests and values, and that

balances work with my other interests

Personal vision My work is part of my life story; how I

make sense of my life and express my

values

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What do I need to manage my career?

• Access to relevant information about myself and where I fit into the

world of work

• Be able to develop an accurate picture of my talents, interests and

values

• Develop realistic career goals based on this information

• Implement a plan of action to achieve these goals

• Obtain feedback on how effectively I’m applying my talents and the

likelihood of achieving my goals

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So how well are companies typically meeting my career

management needs?

Attraction Drivers

Employee

View

Employer

View

Base pay/salary 1 2

Job security 2 4

Career advancement

opportunities 3 1

Convenient work location 4 —

Learning and

development

opportunities

5 7

Challenging work 6 3

Organisation’s reputation

as good employer 7 5

Organisation’s mission,

vision and values — 6

Source: Towers Watson 2012 Global Workforce Study, 2012

Companies obviously recognise the importance of career management to

employees

Retention Drivers

Employee

View

Employer

View

Base pay/salary 1 1

Career advancement

opportunities 2 2

Relationship with

supervisor/manager 3 3

Trust/confidence in senior

leadership 4 —

Manage/limit work-related

stress 5 4

Job security 6 —

Convenient work location 7 —

Learning and

development

opportunities

— 5

Challenging work — 6

Short-term incentives — 7

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And yet…

30%

33%

37%

38%

43%

45%

47%

Source: Towers Watson 2012 Global Workforce Study

% Favourable

Organisation provides

opportunities to advance career

(promotion)

Access to training needed to be

productive

Organisation provides

opportunities for

personal development

Career development discussions

in past year with manager have

furthered development

Organisation has effective

training programmes

Must join another organisation

to advance career ( %

disagree)

Organisation provides useful

career planning tools/

resources

Despite the recognition of the importance of career management, employees

perceive employers are not meeting their career management needs

9


The career management deal is broken…

What employees hear… What employers require…

No careers for life…

Upward careers are

limited…

You need to take

responsibility for

your career…

Career development is

only for senior

management and a

chosen few high

fliers…

Training is a cost,

not an investment …

Undying

loyalty and

commitment…

Total

flexibility…

Continuous

learning…

Acceptance

of relentless

change…

And by the way, you

should be prepared to

lose your job if we don’t

need you any more…

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Career management partnership

Provide the Strategy Provide Structure

Create Transparency Ensure Enablement

My organisation shares the responsibility for

implementing my career plan by providing

information, support, and access to work

experiences and providing feedback.

There is a structure that I

understand and within which I

can make good decisions

about my career.

Responsibility for managing

these processes is clear

and well defined.

I need to know that my organisation

values my career and takes my

talent, experience and preferences

into account when considering the

needs of the organisation.

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So what do employers need to provide?

Career Management needs to be a process to help employees

understand career opportunities and chart a career path within their

organisation…

Therefore it needs to encompass the strategy, tools, processes and

technology that enable talent development, agility and mobility.

Career

Framework

Defined

Accelerators Aligned

Competency

Framework

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

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An effective career management strategy

answers several key questions

How do we bring career

management to life?

How do we hold people

accountable for development?

Are we willing to

invest to make

development a

practical reality?

What is the approach

to develop talent in our

business?

How will the

organisation fulfill

staffing requirements?

How do we define advancement? Who is eligible for a “career”?

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

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Man

agem

ent

Executive E1 VP

E2 SVP

E3 EVP

CEO

Management

M1 Supv

M2 Mgr

M3 Sr Mgr

M4 Grp Mgr

M5 Sr Grp Mgr

Ind

ivid

ual

Co

ntr

ibu

tor

Professional P1

Entry P2

Intermed P3

Career P4

Specialist P5

Master P6

Expert

Technical Support T1

Entry T2

Intermed T3

Senior T4

Lead

Business Support U1

Entry U2

Intermed U3

Senior U4

Lead

Production W1

Entry W2

Intermed W3

Senior W4

Lead

Foundational element #1:

Career Framework

P3

Requires in-depth conceptual and

practical knowledge in own discipline

and basic knowledge of related

disciplines

Solves complex problems

Works independently, receives

minimal guidance

May lead projects or project steps

within a broader project

Each career level has a defined set of

expectations that are described using

established criteria

Actual alignment of career bands and levels will vary based on types of jobs within each organisation.

Illustrative alignment

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

Provide

Structure

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Accelerators

Example – Accelerators: P3 to P4

Within employee control:

Volunteer for a significant role in a

cross-functional project or activity

and perform successfully

Support and shadow senior-level

team members with complex

issues/situations

Requires Manager oversight/consent:

Participate in special assignments to

gain deeper knowledge/expertise in a

particular area

Serve as a team expert and often act

as a team lead


Actual alignment of career bands and levels will

vary based on types of jobs within each organisation.

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

Provide

Structure

What experience is required to make

the next step

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Man

agem

ent

Executive E1 VP

E2 SVP

E3 EVP

CEO

Management

M1 Supv

M2 Mgr

M3 Sr Mgr

M4 Grp Mgr

M5 Sr Grp Mgr

Ind

ivid

ual

Co

ntr

ibu

tor

Professional P1

Entry P2

Intermed P3

Career P4

Specialist P5

Master P6

Expert

Technical Support T1

Entry T2

Intermed T3

Senior T4

Lead

Business Support U1

Entry U2

Intermed U3

Senior U4

Lead

Production W1

Entry W2

Intermed W3

Senior W4

Lead


Scaled competencies

Applicable to jobs in the Management and

Executive career bands

Applicable to all jobs in

the Career Framework

Applicable to all Individual

Contributor jobs in the Career

Framework, and generally

Management levels 1-4

Functional competencies:

Competencies that apply to

employees in a specific job function

3

Core (organisational)

competencies:

Competencies that

apply to all employees

and support a common

culture

1

Leadership

competencies:

Competencies that

distinguish a people

and/or business leader

2


Actual alignment of career bands and levels will vary based on types of jobs within each organisation.

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

Provide

Structure

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Now… career paths can be defined

Career paths illustrate potential movement between roles.

There are a variety of career paths an individual may take,

depending on business need, career aspirations and capabilities.

Competencies, work experiences, and other requirements for

development help an individual chart the right career path.

What is a career path?

Move to a job at a higher

career level or career band

Requires demonstration of

increased competence and

additional responsibilities

Promotion

Move to another job at the

same or lower career level or

career band

Offers an employee breadth

of experience

Progression There are two

types of

movement

along a

career path

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement

Create

Transparency

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Delivering an effective career management

programme requires the right tools

Manager training Employee training

Employee reference guide

and employee workbook Manager tip sheet

Learning and development tools

Success stories / illustrative paths / journey placemats Explain the

opportunities

Enable sizing

opportunities

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

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Sample illustrative career path

Show what it could look like

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

Information Security Manager

Information

Security

Specialist I

Information

Security

Specialist II

Senior

Information

Security

Specialist

Database

Analyst I

Database Analyst and Developer II

Senior Database

Analyst and Developer

Lead Database Project

Manager

Enterprise Database Architect

IT Systems Support Manager

Director, IT Systems Support

IT Systems

Support I

IT Systems

Support II

Senior IT

Systems

Support

Systems

Engineer I

Systems

Engineer II

Senior

Systems

Engineer

Systems

Engineering

Project

Manager

Director, Systems

Engineering

Senior Director, IT Engineering

Manager, Software

Engineering

Director, Software

Engineering

Software

Engineer I

Software

Engineer II

Senior

Software

Engineer

Software

Engineering

Project

Manager

Database

Information Security

Systems Engineer

Systems Support

Software Engineer

ProfessionalP1 P2 P3 P4 P5 P6

ManagementM1 M2 M3 M4 M5

Senior Director, Data and Security

Director, Information Technology


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Provide success stories

Sample success story

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

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Explain the journey on a placemat

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

Sample career development journey placemat

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Provide learning and development tools

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

Activity that primarily requires

Observation

Doing

Thinking or reflection

Reading

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Train managers and employees…

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

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…do not forget about technology support

Provide the

Strategy

Provide

Structure

Create

Transparency

Ensure

Enablement Ensure

Enablement

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In summary

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Career management is the system that

enables employees to own their careers

Career management is important to both the employee

and the employer

Employee view

Career management provides:

● Clarification of the organisation’s career

management philosophy

• What types of skills are valued?

• What are the roles of the employee

and manager in career

conversations?

● Access to information on career

opportunities

● User-friendly tools and resources to

chart career paths and develop a career

plan

● Resources to enhance skill sets and

think about meaningful work

experiences

Career management generates an

ROI in employee development

Employer view

Career management provides:

● Career paths that fill a robust talent

pipeline to meet business demands

● Deeper bench of future leaders who

have had the requisite experiences to fill

key roles in the succession plan

● Engaged employees meeting personal

career aspirations and making a greater

contribution to business results

● An enhanced value proposition that

attracts and retains top talent

● Reduced turnover costs in critical

positions and levels

● Diminished search firm and training fees

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integrated career management - willis towers watson€¦ · hr and talent strategy - evp career...

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