- 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.
- 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.
- Career path programs are not outdated, but they need to be approached differently – it’s less about creating a framework and more about creating visible opportunities.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.
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