Agile Career Development

What do we mean by “Agile”?

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WHY WE NEED AGILE CAREER DEVELOPMENT

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6 GLOBAL MEGATRENDS

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"Learning is not compulsory but neither is survival“

W. Edwards Deming

1. Changing Demographics

2. Globalisation & Future Markets

3. Individualism

4. Environmental Crisis

5. Technology Convergence & Innovation

6. Sharing Global Responsibility

Did you know…? Did you know? Shift happens…

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Changing Marketplace

Changing Organisations

Changing Skills,

Competencies and

Capabilities

Changing Careers

Traditional Career Development

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Agile Career Development

Volatile Uncertain Complex Ambiguous

Discussion

• If an organisation had an agile approach to career development, how would you know? What would be the signs?

• What would managers notice? • What would employees notice?

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WHAT ARE THE COMPONENTS OF AGILITY?

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Agility: It rhymes with stability

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HOW DO WE MAKE CAREER DEVELOPMENT MORE AGILE?

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Partnership between the organisation, managers and employees

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Company Business

Strategy & Goals

Career Opportunities

in the Company

Personal Goals &

Aspirations

What should organisations do? Lessons from IBM

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Components of IBM’s approach to Career Development

• Stable – Career Development Framework

• Dynamic – organisational differences, learning style differences, employee needs, changing company strategy

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Career Development Framework

• Competencies – needed by all employees

• Skills—specific to job roles • Capabilities— combination of applied

knowledge, skills, abilities, and on-the-job experiences

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IBM Competencies (at some point)

• Embrace challenge • Partner for clients’

Success • Collaborate globally • Act with a systemic

perspective • Build mutual trust

• Influence through expertise

• Continuously transform

• Communicate for impact

• Help IBMers succeed

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IBM Skills (Expertise taxonomy)

• Provides standard framework and single set of terms

• “Housed” in large database that identifies job roles and associated skills

• Provides foundation for all HR processes

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IBM Capabilities

• Based on a multitude of experiences that IBM must deliver to enable client success

• Rely on a combination of applied knowledge, skills, abilities, and on-the-job experiences

• 5 levels of proficiency (“Entry” to “Thought Leader”)

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Examples of two career paths

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IBM’s Career Development Process

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What should employees do? My Leadership Dashboard

Components of the Leadership Dashboard

• Stable – The Golden Circle • Dynamic – 4Ps (People, Performance,

Projects, Professional Development)

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Why

How

What

The Golden Circle

Why

How

What

WHAT Every organization knows WHAT

they do. These are the products or services they sell. For an individual,

it is their job title or roles.

HOW Some organizations and individuals know HOW they do IT. These are the things that make them special

or set them apart from the competition

WHY

Very few people and organizations know WHY they do what they do. Why is not about making money. That’s a result. WHY is a purpose,

cause or belief.

Why

How

What

Clarity of WHY Discipline of HOW Consistency of WHAT

Leadership Dashboard

Why

How

What

People Performance

Professional Development Projects

What are your key objectives for the next 12-18 months?

What are the 3 or 4 most important and challenging areas of your role in fully achieving your objectives?

How do you fit into the organization? Who do you report to? How big is your team? Other key stakeholders?

What would it be most important for you to get better at, to significantly improve performance in these areas?

Discussion

• What role can Career Coaches play in helping organisations and employees develop a more agile approach to career development?