Strategic Career Management: Developing Your Talent (The HR Series)

Careers are no longer an upward trajectory, but more likely to be a series of experiences, projects and development opportunities. But, a lack of awareness around the new flat organization dynamics is resulting in a perceived Learn more Year End Review: Leaders often see the end of the calendar year as a time of planning and fiscal review. 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. Building a culture of career accountability. 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.

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.

Recommended Reading

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.

• Account Options.
• Cat Toy;
• Lénigme saoudienne (La découverte) (French Edition).
• Natural Disasters Are Not Natural!.
• Maximizing Your Potential.
• On-demand Learning and development in a networked enterprise?
• Reunion.

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. Ditch the one-size-fits-all approach to progression and skills. Make it easy for employees to map the future and acquire new skills. 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.

Build dynamic learning communities to promote the creation, sharing and collaboration of know-how across your organization. Encourage employees to continuously invest in their own learning and development. Dramatically transform learning by embedding it in the context of your business process and making it relevant to the person. Utilize business or HR metrics to drive learning initiatives that impact organizational success.

Learning delivered in daily tasks will help employees be more productive and engaged by consuming bite- sized learning where and when it is needed.

Using a suite solution, broader HCM processes can be enhanced by seamlessly leveraging a richer personal profile into talent or HR actions - such as internal mobility opportunities, career development discussions, performance reviews or compensation rounds. Support for mobile devices takes learning out of the office and into the world.

Mobile designs should be easy-to-use and must adapt to different bandwidths or support learning in a disconnected mode. A modern learning management system LMS must be interoperable with other sites. Modern LMS solutions are running in the Cloud so they can benefit from continuous improvements and innovation.

Use business analytics to drive effective learning programs to meet the evolving needs of your business.

Social tech in skills and career. Building your action plan Use this checklist to build your action plan. Which of the following do you need to do? Check those that apply. Focus on skills, career development and retention. Design learning and development around personal demands and available tech. Exploit social technology to create consultative and collaborative career networks. Unearth talent from every corner of the organization. Use career development as a way of motivating and retaining talent. Shift away from role-based career planning to personalized approaches.

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Design systems and management processes around transparency and agility. Develop a clear set of requirements for line managers and their twenty-first-century HR duties. Use analytics and old-fashioned common sense to address talent hoarders. At the same time, empower employees to define their own career development and upskilling goals. Ditch quotas for formal training at all levels it probably needs to be a greater part of the mix! Find ways to tailor learning—using on-demand online modules and peer-to-peer mentoring.

Communicate more clearly with employees around training—treat them like you would customers, with personalized, trusted programs. Commit to a coherent yet multichannel learning approach. Use internal social media as a key platform for learning and development. Create learning communities where employees can learn from function experts, and highly experienced staff can become valued subject-matter experts. Work with external providers to bake career-development functionality into systems— and explore the potential for new development technologies such as machine learning and predictive analytics.