An employee career planning process exists in every company. Another question is whether it is spontaneous or controlled? Not everyone wants to grow into a leader, but everyone would like to understand where to develop. One is interested in honing professional skills, another is important to achieve material success, the third seeks to become an expert and pass on the accumulated experience to students. And the fourth just got bored at his workplace. And he thought about changing the company. Just because he does not realize the opportunities for development, did not fall into the career reserve and never participated in the assessment of professional competencies. That is, the company does not know anything about this person.
Spontaneous career development of employees is based on the opinion of the leader and one-time needs. For example, prepare successors for the two masters who will retire next year. Once the project is closed, the topic is forgotten.
Managed career development implies that the employee together with the leader (and mentor) determine clear prospects for professional growth within the company. Depending on the chosen direction of development, the key competencies that the employee will work on are determined. This approach allows you to prevent staff turnover for various reasons that are associated with the inability to show your skills or change your occupation during. This becomes the basis for the continuous training of reservists for strategically important posts.
Work on the talent pool and succession planning often starts with informing about the prospects for professional growth. When an employee can visualize development paths, this is reflected both in his efforts to fulfill his functions and in loyalty to the company. For example, in the WebTutor system, you can visualize the career tree using the job directory:
And further talk about what functions include the selected position, what knowledge and skills are required.
The above examples are just the beginning of a managed career development for employees. Since we are talking about talents in this series of articles, there are several important points:
- talented specialists can work in several projects, teams and companies, which complicates the visualization of career paths for them
- talents can also be found within the company, if you apply a continuous assessment of all employees to identify competencies that are important for the company and their development
- innovative companies are moving from an annual performance assessment to continuous feedback, from an individual’s assessment to a team’s assessment, which fundamentally changes the view on traditional career development from a specialist to a leader.
In the article about training, we have already said that a person from a talent pool can develop in three directions: a business leader, a functional leader, and a HiPro expert. This can happen not only within the framework of their specialization or the unit in which the person is currently working. In order to offer talents interesting prospects for the development of the company, they are moving from rigid hierarchical structures to flexible matrix models. This allows the specialist to acquire new experience and skills not only in his unit, but also participating in cross-functional projects and personnel rotations.
By assessing competencies and analyzing the results, you can manage career development in two directions:
- for the employee – to draw up an individual development plan,
- for the company – to determine which of the employees has important professional competencies and which of the experts can “carry away” valuable knowledge at any time.
Deloitte predicts that we will change our professions every five years. Therefore, the issue of regular career guidance and skills assessment for their further development is becoming increasingly relevant.
Previously, a remote specialist could be considered in terms of saving workplace and resources. Now remotely does not mean cheaper. Due to the fact that we have a lot of convenient tools for network interaction, companies claim the same talented specialists. How to train and develop those who are not in the office? Who will be able to become a mentor for a beginner and how will they be able to communicate? You will need to find answers to these questions until you begin to automate career development paths.
Continuous assessment will help you quickly and flexibly approach the professional development of employees, retain talented specialists and prepare strong successors.
Adaptive approaches to the construction of training programs will correct existing knowledge and help in acquiring new ones that are currently needed for this person. An understanding of which of the company employees has the necessary knowledge and skills will provide the basis for the formation of network cross-functional teams.
With regard to the career development of talented specialists, many companies will have to experiment: develop new approaches, use tools to evaluate effectiveness, competencies, set goals and formulate individual development plans. And this is the only way to win the war for talents.