Strategic Career Management: Developing Your Talent (The HR Series)
Multidirectional career progression is key for smart ambitious employees—and management is not for everyone. Line managers tend to see their own role as the route for their best people. Line managers should be clear: HR is here to help, not have an argument. Managers with employees who are engaged, productive, motivated, and developing new skills are, themselves, all those things. The worst line manager? They spot good people, but are paranoid about losing them from a task or role.
So they keep them under wraps—and keep them from developing. Who are these monsters? The HR function has to guard against these hoarders, then, as well as other kinds of line managers who miss the grade on development for their people. Help them change—or manage them out. But HR must also provide the tools and the culture where individual employees feel they can take responsibility for their own development regardless of a supportive manager.
Individuals must own, self-direct, and control their learning futures.
On-demand Learning and development in a networked enterprise
With growing longevity, employees are more likely to need to develop new skills or even to build new careers. And the velocity of change in business models and technology means not only they but also their employers need to evolve their skills and knowledge. Traditional learning programs help talent achieve academic and program-specific credentials. For many employees, the two-year development program or residential course remains a must especially when high-performing managers are on the track to executive roles.
But with the rise of contextual learning in digital and social environments, short bursts of information delivered in the moment, often peer to peer, has become a pragmatic approach to learning. HR must help balance information overload with the need to stay current. This rule of thumb for learning and development was developed 20 years ago. It states that, for any individual, learning comes:.
And the latest research7 says that the ratio is looking dated. Among high-performance leaders, for example, development falls People need to be encouraged and have time to be inquisitive about their work and their industry, and HR must work with managers to free up time for structured training. Middle management also needs more-structured career development, especially as their promotion frequency lengthens.
Young, new managers need coaching and mentoring in their evolving roles. Those heading for roles in executive leadership have more experience under their belts. Mentoring, on-the-job skills development, eLearning—all great stuff. Career and skills development, then, needs the kind of attention most organizations are lavishing on customers.
In addition to all the traditional HR tools for learning and development, most large organizations and increasingly, smaller ones deploy eLearning. This can be as simple as desk-based tutorials or a full-suite portal with employee self-service and social tools to aid mentoring and coaching. Social and emotional intelligence is often as important as qualifications, experience, and niche skills when matching talent to a particular role or initiative.
But the longer people are in the organization, the easier it is to assess their personal traits. Often, organizations will focus on skills development and miss the awkward yet essential discussion on how to develop soft skills such as collaboration, teamwork, communication, and leadership. New tools and approaches could address this problem. Collaboration and connection are the building blocks of good career development, especially around mentoring and coaching.
Maximizing Your Potential
These are particularly important for developing employees from underrepresented minorities who might struggle to draw mentors from their own networks. Social tools are ideal ways to help employees build up their own career narrative and engage in both structured and unstructured interactions that reflect their own aspirations rather than a fixed idea from HR or line management about their potential path. For example, employees can be encouraged to:.
The beauty of this more collaborative, self-defined, and networked approach is that for many later-stage employees, promotion is a much less likely career development than lateral moves. As researchers put it, the corporate lattice is more effective for increasing and exposure in a shorter time versus becoming stuck on the corporate ladder. Use this checklist to build your action plan.
As you select each item, they will build into a comprehensive set of next steps for you.
In this guide To Hire or to Develop? Who will find this digibook useful? To Hire or to Develop? They want more information. HR needs to be set up to meet expectations for transparency, from workplace evaluations and career plans to the five-year strategy for the business. Make clear decisions about what data should be available to employees—and remember that to keep people happy, the default position should be transparency.
They want to be heard. Social media has given everyone a soapbox. That applies in your business, too. The old information hierarchies are breaking down fast. Help the people at the bottom communicate with those at the top, and find ways to prove that they are being heard. When they have problems, they want them addressed immediately. When they have successes, they want them acknowledged. This is not just about one generation. US labor force by generation, — Getting the basics right. What your employees need to know: The goals of the business, now and over the long term The goals of their team The scope of their own role How success in that role will be defined Their potential: What they might shoot for and what they need to do to get there What HR and line managers should give them: The line manager problem and how to fix it.
Six signs you have a talent hoarder in your midst. Their employees stop asking about skills or career progression. They get desperate when someone does try to leave. Look out for generous counteroffers: They argue talented people would be unsuited to work outside their department. On-demand Learning and development in a networked enterprise The university of work. It states that, for any individual, learning comes: Four questions for formal training. Help them become leaders and role models using their new skills.
New skills, techniques, or responsibilities take time to soak in. A multichannel experience… Career and skills development, then, needs the kind of attention most organizations are lavishing on customers.
Maximizing Your Potential // Office of Human Resources // University of Notre Dame
Ditch the one-size-fits-all approach to progression and skills. Make it easy for employees to map the future and acquire new skills.
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When things go wrong, how will HR put it right? Listen to employee needs and frustration; they want HR to offer them guidance and steering for new opportunities. Learn more Year End Review: Leaders often see the end of the calendar year as a time of planning and fiscal review.
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This comes naturally to most leaders. However, what does not, or is often not welcomed, is the most dreaded component of the talent cycle — annual performance reviews. It harbours fear in some of the Submit resume Career search. Improve engagement and productivity by empowering employees to own their careers. A career management strategy that works for your people and your organization.
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Building a culture of career accountability. Using this approach you can; Create a career management strategy that aligns and supports your overall talent strategy, including existing programs and technology; Teach employees how to successfully manage and take ownership of their careers; Propel employee engagement, growth and development; Provide leaders with a straightforward framework to enable effective career coaching conversations with employees; and Offer tools to help embed a sustainable career management culture.
The power of partnership.