Where Do You Want to be in Five Years?
By: Tim Augustine
Career development can be a powerful tool for recruiting new employees and retaining your top performers.
The concept of developing one's career has become the most important benefit that candidates and employees expect from those firms deemed an "Employer of Choice." However, many firms hope or expect that career development is something that just happens. During my research, I interviewed a firm that said, "We have job opportunities posted on our intranet... People should apply if they want to grow their career." In today's competitive war for talent and retention, that is simply not good enough.
Before we begin, you should understand the three stages of career development. The following is a brief description of each stage of the career lifecycle.
Exploration Stage -- What do I really want to do?
During the exploration stage, a person explores various occupational alternatives. Employees choose a broad occupation and then narrow their interest by a process of working in different jobs. As employees gain more exposure to a department, organization and/or industry, their interests begin to form. Personal interests drive motivation, which drives passion to succeed. This is the best time to start the discussions with employees about their skills and interests and help them map out their possible career options.
Formation Stage -- I love this and want to become better!
During the formation stage, an individual has found an occupation that suits him or her and begins to focus on the activities that will help him or her earn stability or mobility within that field. Examples of this would be to pursue additional education, certifications, or promotional opportunities. In the case of the human resources field, employees might start in benefits and then possibly move to another functional area such as recruiting or compensation. Progression is then made to stabilize a specialty and begin to consider their career path that will provide promotional opportunities. This stage is when a career development program must be in place. It is during this stage when employees start considering options inside or outside their existing firm.
Maintenance Stage -- I want to be an expert in this area.
During this stage, an individual may become more focused on gaining seniority within his or her field and achieving recognition as a subject matter expert or mentor of new employees. Individuals in this stage can be utilized as trainers or career coaches for less experienced staff which will further their desire to add more value to a firm.
Getting Started
Companies need to provide a structure in which employees understand their options, evaluate their strengths or weaknesses and develop a career path that is clear.
From my research, I have found many career programs use multiple measurement /assessment tools including 360 degree feedback surveys, personality and behavioral tests, and even external HR consultants who can build and administer a program. However, before you invest in any assessment tools, I recommend starting simply with the development of position descriptions that clearly articulate the skills, knowledge, education and experience needed to succeed in a specific position. Published position descriptions provide employees with understanding and options. Without a solid understanding of the organizational structure or positions within a firm, it is difficult for any employee to know his or her career options and the skills required for specific jobs. Once your position descriptions are developed and published, the first step of a career development program is to learn about your staff.
Step 1: Develop an Employee Profile
An employee profile typically asks employees about their professional background and position history, education, specific skills, accomplishments and even project specific activities, and should be completed by existing employees as well as new hires. There is no standard format for a profile. The goal is to gather pertinent information that will provide context and a foundation to begin career planning.
Step 2: Conduct Initial Short-Term Action Plan Meeting.
Conduct individual meetings to discuss career development, which can be a part of your firm's annual performance review. Utilize your position descriptions as a basis for performance discussions. Review the skills and knowledge for the position and develop short-term (1-year) improvement goals for each employee. Utilize the employee's profile to better understand his or her background. Use this meeting to discuss career goals including desired positions and responsibilities, perceived strengths and weaknesses as well as areas to improve. An example of this might include: Improve your presentation skills by enrolling in a local Toastmasters club. This action item would then be reviewed and discussed in six months. This is the beginning of your employee career development program.
Step 3: Long-Term Career Development Planning
Long-term career development planning is not for everyone in the firm. Your career development program should be for those individuals that show the initiative and drive to improve and grow with the firm. The employee should own their career development plan, and the firm's role is to provide the framework and opportunity for his or her professional development. Once you have identified your high-potential employees, conduct a separate meeting from a performance review designed specifically for career development. Again, use the employee profile as a context and foundation for the meeting. Start the meeting with the identification of short-term goals and then expand the discussion by focusing on a two-, three- and four-year development plans. Conduct a position gap analysis by reviewing the current position description and compare the skills, knowledge, education and experience needed to be successful in future roles. Review the existing organizational structure with the employee to identify positions of interest and positions that align with the individual's skill set. List the significant differences between the positions and start developing a list of requirements that the employee should consider. This information will serve as the foundation of their long-term career plan. The manger's role is to provide guidance, experience and advice to the employee. It is up to the individual to take the initiative to acquire the skills, knowledge and experience.
Step 4: Review Goals and Milestones
Develop a structure that will enable you to review the individual's milestones every six months and continue to set new goals and milestones. Use these meetings as a time to listen and better understand the aspirations of the employee as well as provide feedback and coaching regarding their career. The attention you provide to the high-potential employee will dramatically improve their motivation to succeed.
It should be kept in mind that career paths are intended to represent an individual's movement within the organization over a period of time. Career development does not always mean upward growth or promotions. Career development can also occur laterally within the same position or group.
The role of the Human Resource Department is to provide a framework that is repeatable and makes sense for the organization, managers and employees. By developing clear Position Descriptions and gathering employee profile information you will be on your way to implementing a career development program that can be applied to every employee as well as helping high-potential employees grow within your firm.
