- 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- Career path programs are not outdated, but they need to be approached differently – it’s less about creating a framework and more about creating visible opportunities.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
Call #1 - Determine the resources HR will be providing to managers.
Call #2 - Decide on communications for launch and action items.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Prepare to Implement a Career Path Program
Prepare for career path planning by determining HR alignment and support required.
Key Benefits Achieved
Determined action plan to successfully introduce the career path program.
Assess key HR practices required to support possible career moves.
- Supporting HR practices aligned
Finalize an HR action plan to support career path program.
- Career moves to include as part of the program selected
Module 2: Follow up After Career Path Program Launch
Use metrics to gauge organizational and employee reactions and reforms.
Key Benefits Achieved
Measured program success to promote ongoing maintenance and improvements.
Prepare to follow up on employee behavioral change and impact on the business.
- Impact of program measured