Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management

Transcription

2 Right Management Overview

3 Snapshot: Right Management Right Management ( is the talent and career management expert within Manpower Help clients win in the changing world of work by designing and executing workforce solutions that align talent strategy with business strategy Over 3,500 employees and more than 3,000 associates provide unparalleled workforce management consulting expertise Serve over 82% of the Fortune 500 and 50% of the Global 500 companies 3

4 Right Management brings the best insight and solutions to help accelerate your business Talent Assessment Leader Development Coaching Team Alignment Career Development Career Transition Business Solutions Organizational Effectiveness Organizational Assessment Change Management Strategic Workforce Alignment Employee Engagement 4 Human Capital Analytics Workforce Analysis Predictive Analytics & Modeling Market Analysis Human Capital Metrics & Dashboards Our local, regional and global consultants assist you in creating impactful business solutions.

5 Right Management A global leader in Talent Management The world s premier Career Transition Firm Global network of more than 237 locations in more than 51 countries U.S. & Canada 1108 Employees 117 Offices Europe / Middle East / Africa 1531 Employees 90 Offices Mexico, Central America & Caribbean, South America 207 Employees 14 Offices Asia Pacific 704 Employees 62 Offices 5

6 Career Development Culture

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10 Development Culture A culture in which individuals grow in ways needed by the organization and are supported in their efforts as the organization expands its capacity to create its future. 10

11 Alignment 11

12 Agenda The Changing World of Work Engagement and Career Development Best Practices for a Building a Career Development Culture Organizational Assessment Case Study Q&A 12

13 The Changing World of Work

14 Four Trends Impacting the World of Work Talent Mismatch Individual Choice Technological Revolutions Rising Customer Sophistication is deepening as working age population declines and nature of work changes exercised by those and most in demand skills have power to change where, when and how we work requires businesses to work in new ways, driven by innovation, value and efficiency 14

15 Talent Mismatch The skills mismatch will intensify. Pressure to find the right skills in the right place at the right time will increase as working age populations decline, economies rebound, emerging markets rise, and the nature of work shifts. 15

16 16 5/8/2014 The War for Talent is Over And the Talent Won.

17 Individual Choice People with skills that are most in demand will exercise choice in selecting work arrangements that best suit their values and preferred work experiences. Organizations will be challenged to customize flexible work practices that attract, motivate and engage multiple generations in the workforce. 17

18 Technological Revolution 18 Technological developments allow new ways of getting work done increasing the importance of coordination and collaboration. Virtual teams and non-traditional working arrangements enabled by technology create new challenges for managers and leaders in engaging their team members. Rapid and unfiltered communication via online communities increases the importance of reputation management for all stakeholders. 18

19 Rise of Customer Sophistication Customers expectations around value will rise. Customers are more global and sophisticated, increasing the complexity of their relationships with organizations and the specificity of their value demands. Customers have increased access to information, to networks of experts, to lower cost channels which increases pressure on companies to deliver value faster. 19

20 Engagement and Career Development The Business Case

21 The Current State of Engagement Studies show that 59% percent of workers are satisfied with their jobs, down from 66% in % of employees are less than fully engaged by their work and organization 70% of workers search for jobs as part of their "regular routine 35% start searching for a job within weeks of starting a new position Sources: Career Builder January 2014 Gallup October 2013 Career Builder October

22 Employee Engagement Engagement with the Job nd the Organization Business Outcomes Results from highly engaged workgroups Performance & Results Employee Attraction Stakeholder Satisfaction Productivity Retention 44% higher retention 56% higher customer loyalty 50% more productive 33% more profitable 22

23 Career Development Drives Employee Engagement There are career opportunities for me at my organization. Engaged Not Engaged Favorable 54% 46% Unfavorable 9% 91% Right Management Global Benchmarking Study Base: Global employees Engagement increases 500% for people who see career opportunities in their organization 23

24 Relationship between Career Development and Retention is Compelling There are career opportunities for me at my organization. Under 1 year 1 to less than 5 years At least 5 years Favorable 5% 31% 64% Unfavorable 22% 37% 42% Right Management Global Benchmarking Study Base: Global employees Employees surveyed are more than 4 times likely to intend to leave within one year when they do not think they have career development opportunities within their organization 24

25 Employees Value Career Development Most Career development prospects are valued twice as much as work/life balance and over 3 times as much as compensation and benefits 25

26 21 st Century Career Development Concepts

27 Paradigms for Career Development Executives Middle Management Front Line Employees 27

28 An Alternative Career Customization Career Factor Pace How fast do you want your career to progress? Workload How much are you willing to put into your work? Location / Mobility Can you travel or relocate? Availability What hours, work and shifts are you interested in? Role / Responsibility Do you enjoy managing people? Scale Decelerated...Accelerated Reduced...Full Restricted.. Not restricted Local business hours..international hours Part time..... Full time Individual contributor.. Leader Adapted from Mass Career Customization: Aligning the Workplace with Today s Nontraditional Workforce Cathleen Benko and Anne Weisberg, Harvard Business School Press,

29 What if Enabling the lattice Generalist People Leadership Growing in Place Employee Defined Specialist Reduced Responsibility 29

30 Best Practices for Building a Career Development Culture

31 Three Key Roles have Accountability for Career Development in Organizations Employee Manager Organization Take charge of his/her career Provide coaching and support Provide resources, information, and culture for career development 31

32 Employee Ownership Personal Discovery Personal Branding Career Action Planning What do I enjoy most? What is important to me? What is my ideal work environment? What are my key strengths? How am I perceived / What am I known for? How am I aligned with the needs of the organization? What are my short and long term aspirations? What are the potential opportunities and obstacles? How do I prepare for my career discussion with my manager? 32

33 Manager s role Provide feedback Coach Champion the individual within the organization Offer development experiences 33

34 Immediate Manager Drives Engagement Employees that view their managers favorably are: o More than 2X more likely to be engaged Percentage who view immediate manager favorably/unfavorably. Favorable Unfavorable Engaged 8% 74% Not Engaged 33% 33% 34

35 Manager Coaching Top Engagement Drivers Related to Immediate Managers 1) Facilitates effective discussions about my career development 2) Explains link between work I do and organization s strategy 3) Gives me the support I need to do my job well 4) Is good at developing people 5) Has the skills to manage change effectively 6) Leads by example 7) Provides me with on-going feedback on my performance 8) Acts on my ideas and suggestions 9) Keeps me informed about changes in my organization 10)Asks me for feedback on his/her performance 35

36 Organizational Resources Career Development Philosophy Career Development Training & Resources Information about job opportunities Career Maps Executives Leading Leaders and Managing the Enterprise Manager of Managers Leading Managers, departments or multiple groups of associates SALES - NAR Sales Director Regional Sales Manager VP Sales & Marketing Product Manager MARKETING - NAR Pricing Manager Director Product Marketing Parts Creation & Catalog Manager Communication Manager Channel Manager People Manager Managing Individual Contributors and functional teams PS3 Market Reporting Product & Service Marketing Manager Process Managers Individual Contributor who Manages self, projects and processes PSSM Sales Analyst Parts Creation Catalog Project Manager Telesales Market Share Analyst Pricing Analyst E-Business Specialist 36

37 37 5/8/2014

38 On-line Career Center 38 5/8/2014

39 Assess the State of Career Development in Your Organization 39

40 Case New Holland P&S Case Study

41 This is CNH

42 The Situation in % High Potential 23.6% Internal Promotions 32.1% Key Positions with Successors Ready in <2 years 12.2% Annual Turnover 9.1% Turnover of High Performers 13.0% Turnover of Employees in 1st year Exit Interview Study Reason for Leaving: o Work-life balance o Manager/supervisor o Opportunity for career advancement 42

43 Integrated Career Development System 43

44 The Goal INCREASE EMPLOYEE COMMITMENT 44 5/8/2014 Right Management Presentation

45 62% of participants report an increased level of commitment My level of commitment to CNH since completing the training is: 5% 33% 24% 38% Much greater (24%) Somewhat greater (38%) About the same (32%) Somewhat lower (5%) I can be more committed to the company knowing they are willing to invest in their employees. 45

46 Participants that applied their learning report a greater level of commitment 0% 50% 100% Learned something new and put it to use 87% 13% Greater Good refresher & Achieved results 50% 50% About the Same Somewhat Lower Not used yet 43% 43% 14% Inspired me to take charge of my career. 46

47 Participants that had follow-up with their managers were more likely to apply learning 0% 20% 40% 60% 80% 100% Learned something new and put it to use 80% 20% Good refresher & Achieved results 29% 71% Extensive or Some follow up Little or no Manager follow up Not used yet 29% 71% 47 After attending the workshop, I sat down with my manager and we set a progression to reach my goals.

48 CNH Parts & Service Results % High Potential 23.6% Internal Promotions 32.1% Key Positions with Successors Ready in <2 years 12.2% Annual Turnover 9.1% Turnover of High Performers 13.0% Turnover of Employees in 1 st year % High Potential 68.8% Internal Promotions 60.5% Key Positions with Successors Ready in <2 years 8.9% Annual Turnover 5.3% Turnover of High Performers 4.8% Turnover of Employees in 1 st year NOTE: 12.7% increase in business results was achieved 48

49 Summary

50 Engaged Employees are Connected With: The work they do The overall business strategy and the organization 50

51 Best Practices to begin the journey Define the why o create a career development philosophy o get senior leadership sponsorship Ensure early manager involvement o Expect managers to conduct career discussions Provide resources for employees o Information on opportunities o Training resources Educate, educate, educate 51

52 There are three types of baseball players: those who make it happen, those who watch it happen, and those who wonder what happens. Tommy Lasorda