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Uncover and Market Internal Career Path Opportunities

Future-proof your workforce by enabling employees to drive their own careers.

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Contributors

  • Allana Farley, Manager of Career Navigation Services, Colorado State University Global Campus
  • Antonella Agati, Human Resources Manager, MCAP
  • Dr. Beverly Kaye, International Best Selling Author and Founder, Career Systems International
  • Bruce Hazen, President, Three Questions Consulting
  • David Wexler, Human Capital Strategist & Executive Coach, David Wexler Consulting
  • Fiona Betivoiu, Director, Talent Management, Purdue Pharma (Canada)
  • Julie Winkle Giulioni, Principal and Instructional Designer, DesignAround
  • Joanne Oliver, Talent & Organizational Development Specialist, City of Guelph
  • Kerry Pletch, Talent & Organizational Development Manager, City of Guelph
  • Krista Allan, Director, Global Talent Management, Sensata Technologies
  • Richard Wong, Vice President, Marketing & Creator Relations, #paid
  • Sarah Noll-Wilson, Chief Edge Officer, Sarah Noll-Wilson Inc.
  • Shirley MacBeath, Director, Senior Manager Human Resources, Softchoice
  • Sue Matis. Senior Executive Human Resources, North Central Health Care
  • Dr. Tim Clark, Founder and Lead Teacher/Trainer, Business Model You, LLC
  • Tom Gross, US Sales and Partner Manager, Fuel50
  • Multiple sources, who wish to remain anonymous, were also interviewed.

Your Challenge

  • A VUCA (volatile, uncertain, complex, and ambiguous) environment makes it increasingly difficult for organizations to predict the skills required or positions available in the future.
  • The talent economy is increasingly fluid and flexible, and perceptions of a career are evolving as a result.

Our Advice

Critical Insight

  • Career path programs are not outdated, but they need to be approached differently – it’s less about creating a framework and more about creating visible opportunities.
  • Amidst an increasingly fluid and flexible talent economy and a broadening definition of “career,” employees must drive their career development and the organization must provide support to get them there.

Impact and Result

  • The need for employees to chart their career paths in the face of constantly changing skills has arrived. Build a program that empowers employees to drive their own careers and provides them with the tools to do so.
  • In a VUCA environment, career paths offer a double benefit. Employees acquire a wide range of skills and explore interests, and organizations see increased engagement, bench strength, and retention.

Research & Tools

2. Determine highlighted career moves and align HR practices

Align career moves with supporting HR practices to action plan and market employee-driven career paths.

3. Launch, measure, and provide support

Create program resources for managers, plan project communication and launch.

Guided Implementations

This guided implementation is a seven call advisory process.

Guided Implementation #1 - Identify goals and determine career landscape

Call #1 - Analyze data from existing surveys and discuss current state SWOT analysis.
Call #2 - Determine goals and metrics based on organizational needs.

Guided Implementation #2 - Determine highlighted career moves and align HR practices

Call #1 - Review types of career moves the organization has chosen to highlight.
Call #2 - Determine alignment of HR practices that will support the program, and action plan.
Call #3 - Select marketing collateral for the organization and customize the Employee Career Development Workbook.

Guided Implementation #3 - Launch, measure, and provide support

Call #1 - Determine the resources HR will be providing to managers.
Call #2 - Decide on communications for launch and action items.