Career Management and Talent Mobility Now A Key Business Differentiator

Career Management and Talent Mobility Now A Key Business Differentiator

According to Deloitte's 2015 Predictions, as Millennials begin to comprise a majority of the workforce, more employees want an “experience” at work as opposed to just a job. The best employees are focused more than ever on engagement and culture. Companies that recognize this retain talent.

Why should leaders care about talent mobility? Frankly, it’s good for business. The highest performing companies around the world have highly skilled and well-tenured people. In general, there is a lot of tribal knowledge that can only be gained through tenure. Tenured people know how the company works, have built relationships in order to get things done, and they have the credibility to suggest change and improve processes.

As people stay longer, they become more and more productive and, if they are developed, gain new skills to enhance their performance and capabilities over time. Talent that is engaged and proud of their employer gives more voluntary effort and feels more ownership in the company’s success.

When a company loses a productive and engaged employee, they are forced to bring in someone new, who starts at the bottom of the learning curve and they incur the cost of hiring which averages around 1/3 of the yearly salary of the leaving senior employee.

While fresh talent can bring outside experience to their role, often it takes months or years before new talent begins having a voice when it comes to workplace processes and steering the business. Keep in mind the average tenure of a millennial employee is now two years! Companies who are constantly bringing in new employees are hit from both sides: Increased costs in training and hiring and not enough retention of new employees to see positive culture growth.

Companies need to provide ongoing career development in order to retain top talent, but how?

I know what you’re thinking, engaging and retaining employees is easier said than done. A diverse workplace has many different types of personalities all of whom want something different from the career experience. Moreover, managers are overburdened with supervisory duties and meeting their own bosses’ needs. And to top it all off, many organizations have changed to a “flatter” structure which increases profitability but removes opportunity for advancement and retention.

Less progressive leaders have the perspective that it is the employee’s responsibility to manage their own career. The problem is most people don’t enter the workplace knowing how to navigate their careers. The best organizations are taking an active role in helping employees understand how career development works.

Julie Winkle Giulioni, a career development expert, recommends that organizations focus on teaching their employees the three “C”s to help them learn more about career management.

Context

Context refers to how career progression works within a specific organization. Employees need to know the rules of the game. These rules are never black and white or widely communicated. What does it take to get noticed? What are qualities and behaviors of others who progressed quickly?

As I mentioned earlier, the old career ladder concept is becoming less relevant with fewer opportunities for quick promotions. However, there is still a lot of opportunity for employees to grow in their current role and expand their current responsibilities. Either way, the employees need to understand their environment so they are able to focus and produce meaningful results.

Congruence

Congruence is the required relationship between the goals of the individual employee and the goals of the company. Obviously, managers will have an easier time supporting an employee’s career goals if they are in line with the direction of the company. That means it is the manager’s job to make sure the employee is aware of the big picture and the needs of the business. An employee spending their most productive time on the most important business metrics will help work towards a mutually beneficial career.

Competencies

Knowing the context for career development and creating congruent goals can be powerful, but it’s not everything. Employees need certain competencies to effectively manage their career:

  • Knowing strengths, talents, interests, values
  • Proactively seeking feedback and acting on it
  • Ability to assess skill gaps and improve weaknesses
  • Collaborating with others on goals and development plans
  • Focus to sustain momentum over the long period of time
  • Reflecting and being able to create learning from experiences

If Deloitte is right about career mobility becoming a major trend this decade, then organizations will need to use the three “C”s framework to support their employees growth or risk losing them.


Olivia Gamber specializes in Talent and Organizational development, Organizational Behavior, Process Improvement, and Career Development.

E-Ping Nie Medalia

Engagement Strategist for Global Executive & Employee Communication

9y

Underlying reason that a “flatter” structure inhibits, if not removes, opportunity for advancement and retention is Competition between manager and employee will often develop. It's a 'C' that should be avoided. This is especially the case if a company routinely limits or puts hard caps on a number (not even percentage) of employees who will be eligible for advancement. It pits one against the other to court a nomination just to even be considered. Flat with obstacles.

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Susan Forseille

Director, Prior Learning and Assessment Recognition at Thompson Rivers University

9y

Great additional thoughts shared to a thoughtful article.

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M Adriana Williamson, MSIM

Director D&A | Data & Analytics Strategist | Data Visionary | Leader | Financial Coach

9y

Olivia, great article. I identified with it right away. For me, having a job is not what I want to have, but a place where I can feel I am adding value, learning, and being challenged.

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David Winter

Evidence-informed careers & employability strategy. (The views expressed are my own, as is the artwork in my profile)

9y

Hi Thomas. Great minds! It was on my mind to throw in Connectivity as well but it is implied by the rest and it's as much an ability as an attitudinal thing, whereas Control and Courage are mainly attitudinal.

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Thomas Staunton

Lecturer in Careers Development based at iCeGS, University of Derby

9y

Like the article and your follow on thoughts David. In keeping with the theme of Cs might we also throw Connectivity into the mix? As in the ability and opportunity to develop relationships of support. This recognizes the importance of relationships in life and organisations in terms of our career trajectories.

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