Learning and Career

Development Philosophy

Presented by Terry Miller

Philosophy

• Perspectives on Career Development

• Gaps

• Learning as a Cultural Element

• Soft Skills and Learning Through Ancillary Activities

• Tools and Processes

• V2X

• Execute, Access, Modify, Repeat

• Employees and Managers both have basic needs

– Safety and security

– Belonging

– Self-esteem and self-actualization

Maslow’s Basic Hierarchy of Needs

Seeing Eye to Eye• One key to a successful

career development plan

is to have employees and

management share the

same view of career

development

What Constitutes a Successful Career Development Plan?

When the belonging, self-esteem, and self-actualization needs of the employee are met

The needs of the

organization are

fulfilled to help it

obtain its success

goals.

A Typical Employee

View of Management

Employee View of

Management w/Trust

Personal

Characteristics

Socio-

Economic

Factors

Physical

and

Mental

Abilities

Chance

factors

Career Development

Influencing Factors

Gaps in Technical and Management Skill Sets

• It is not uncommon for an

employee successful in a single-

contributor role to not be

successful in a management role

• This is especially true in IT and

Engineering careers where

“working alone” is often driven by

the object-oriented nature of the

work

How to Address Gaps

• Determine leadership needs by accessing the goals of the organization and develop an inventory list of characteristics and competencies/skills for each position

• Map that inventory list of characteristics and competencies/skills against each employee archetype

• Develop barometers to give an indication of where gaps may exist for each employee

• Determine career paths and training programs/processes to move the employee from current competencies/skills to needed competencies/skills and to fulfill the needs of the employee

• Incorporate succession planning / make it part of the evolution

Career Paths?

The Google Way • Constant Expectation of Change

• People-Centric Approach –Transparency – Access

• 70–20–10 percent rule

– 70 percent of employee’s time should be spent on core business

– 20 percent on projects related to core and

– 10 percent on projects not related to core business

Learning

Hire the right people who are addicted to

learning Encourage access to

gurus and lateral

mobility in positions

Provide a many-to-many

relationship between company

needs and employee

competencies/skills through

both volunteer and guided

instruction (soft rubrics)

Addressing Other Gaps• Soft skill development

– Emotional IQ

– Email Communications

– Presentation design

– Public and group speaking

– Meeting facilitation skills

– Conflict management

– Nurturing objectivity perspectives

Core Competencies

- Assessing

opportunities and

threats

-Technical skills

Tools and Processes

• Intranet Community – Career Path Planning

– Resume of individual

– A place to keep most recent

accomplishments

– A place to list desired positions

• Alternatives to Management Careers

• Recognitions – Designations (Advisor,

Fellow, etc)

• Leadership Opportunities other than Core

V2X

• Modification of employee evaluation process

• Career paths for remote workers

• Redefining jobs to outsourcing

• Modification of the internship program to include pre-assessment

• Participation in STEM education programs

• Consideration of mid-career hiring

– Creating mid-career hire profiles and deciding if those fit the company

– Former client super users

– Employees of competitors

10Interview

& plan

Timeline

6,7Assess and

modify,

cultural actives

1Data/Info

gathering

5Launch

2 3 4

9 8

Interview

& plan

Leadership

Assessment

Review

& Pilot

V2X

Data/Info

gathering

Leadership

Assessment

Nobody’s Perfect –

Constantly Reassess

References• The Basic Needs of Employees

• The Google Model

• The Training Design Cycle

• Association of Talent Development

Learning and Career

Development Philosophy

Presented by Terry Miller