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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- Career path programs are not outdated, but they need to be approached differently – it’s less about creating a framework and more about creating visible opportunities.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.
1. Identify goals and determine career landscape
Determine current state and establish goals and metrics.
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.
Career Path
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Career Path
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Course Information
- Title: Career Path
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
Learning Outcome
Define the following steps in career pathing: determine goals of a career path program, identify types of career moves to highlight, define a communication plan for launch, and determine a maintenance plan.
Learning Objectives
By the end of this course, learners will be able to:
- Discuss the goals of a career path program for the organization.
- Describe the five types of career moves that employees can take.
- Develop collateral and tools based on selected career moves.
- Build a communication plan around the program.
- Maintain and refresh the program after launch.
1 CPD hour per course.
Each course is valid for 1 PDC for the SHRM-CP℠ or SHRM-SCP℠.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
Course Modules
Introduction
Module 1
Module 2
Module 3
Module 4
