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Transcript of Integrated Career Management - Willis Towers Watson · PDF fileIntegrated Career Management...
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
The company’s view of career management
Business
Vision and
Strategy
HR
and Talent
Strategy
- EVP
Career
Management
Strategy
Objective:
capable
and flexible
employees
towerswatson.com 3
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Who owns a career?
Answer: The individual
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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 12
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 13
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Foundational element #2:
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
Illustrative alignment
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
towerswatson.com 15
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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 #3:
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
Illustrative alignment
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
towerswatson.com 16
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 17
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 18
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
Illustrative alignment
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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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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 22
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Train managers and employees…
Provide the
Strategy
Provide
Structure
Create
Transparency
Ensure
Enablement Ensure
Enablement
towerswatson.com 23
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…do not forget about technology support
Provide the
Strategy
Provide
Structure
Create
Transparency
Ensure
Enablement Ensure
Enablement
towerswatson.com 24
In summary
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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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
towerswatson.com 26