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Stuck in neutral. Thats how many employees around the world would describe their career. In fact, according to the 2014
Global Workforce Study, 41% of employees say they must join another firm in order to advance. Even more troublesome, almost
the same percentage (40%) of employees who have been formally identified as high potentials by their organization say they
would need to leave their organization to advance their career. Overall, employees tell us career advancement opportunities
rank among the top reasons why theyd join or leave an organization.
46%
of employees
say their
organization
provides useful
career planning
tools.
Figure 1. Career management is valued by both employees and employers, but many
organizations fall short in delivery
Employee view
Employer view
3rd
#1
Employers
need to understand
what employees value if they
are to attract and retain the
right talent.
Employers for their part recognize they are falling
short. Less than half (49%) report being effective at
providing traditional career advancement opportunities
to employees, while an even lower percentage (38%)
report being effective at providing career development
opportunities beyond traditional concepts. Moreover,
only 41% of employers agree their employees are
often able to achieve career advancement by moving
across organizational boundaries. And a disturbingly
low 35% say their employees understand how they can
influence their careers.
42%
report that
their organization provides
opportunities to advance.
41%
Only
35%
Overarching
career
management
strategy
Established
career
framework
Visible
and viable
career path
alternatives
Enabling
experiences
and
opportunities
Integrated
development
planning
process
Aligned
competency
framework
Career management encompasses the strategy, tools, processes and technology that enable
talent development, agility and mobility.
towerswatson.com
towerswatson.com
48%
of employees report
that they have to
take ownership of
their own careers.
57%
of employers indicate
that employees and
managers should have
joint ownership of the
career management process.
Its
critical for employers to step back and think
through the components of an effective career
management program.
management program is to provide employees with
the ongoing skill building and development needed
to enable breakthrough thinking and career success
while ensuring the talent pipeline to support the
companys long-term growth.
A set of principles (how) that will guide the
direction and execution of career management
communications and tools. For example, one of
the guiding principles of the innovation-focused
organization cited above might include the importance
of building a culture of continuous learning and
professional development, which in turn leads to new
ways of addressing business challenges. Details on
the types of learning and professional development
opportunities that the organization invests in would
be showcased in the strategy.
A basic question to consider when developing a career
management strategy is who is responsible for the
career management process. According to our latest
research, almost half (48%) of employees report that
they have to take ownership of their own careers,
while 57% of employers indicate that employees
and managers should have joint ownership of the
career management process. An effective career
management strategy will help reduce employees
feeling they are on their own when it comes to career
development and advancement opportunities.
A
globally consistent career framework across all
functions and business areas of an organization
serves as a foundation for organizing jobs and
clarifying career paths.
managers and supervisors to clearly communicate
career opportunities and have more effective career
development discussions. Many organizations have
some type of career framework in place, often to
assign compensation grades and ranges. Being
transparent about the career framework can help
employees shift out of neutral and into first gear.
Scaled competencies and technical skills. While
the career framework describes what employees
at various levels do, competencies define the
how the knowledge, skills and abilities required
for successful performance. We can think of
competencies as behavioral concepts that may
apply across job families, for example, analytical
thinking, creativity and project management. On the
other hand, technical skills refer to more discrete
knowledge areas that are relevant across fewer
job families, for example, application development,
database administration and requirement analysis.
E1
Vice
president
Career band
Represents broadly
how jobs contribute
to the organization
M3
Senior
manager
M4
M5
Group Senior group
manager
manager
Professional
Individual contributor
CEO
Management
M1
M2
Supervisor Manager
P1
P2
P3
P4
P5
P6
Entry Intermediate Career Specialist Master Expert
Technical support
T1
Entry
E2
E3
Senior vice
Executive
president vice president
Career level
Represents the relative
contribution of the role
within the career band
T2
T3
T4
Intermediate Senior Lead
Business support
U1
U2
U3
U4
Entry Intermediate Senior Lead
Production
W1
Entry
W2
W3
W4
Intermediate Senior Lead
*Actual alignment of career bands and levels will vary based on types of jobs within each organization.
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IT developer
I
P1
IT developer
II
P2
Regularly
introduce
new ideas
and process
innovations to
own team
Coordinate
and assist
department
efforts
IT developer
III
P3
Successfully
manage a
few projects
independently,
under limited
supervision
Present technical
analysis/results
to a nontechnical
audience
towerswatson.com
IT developer
IV
P4
Participate
in special
assignments
to gain deeper
knowledge/
expertise in a
particular area
IT developer
V
P5
Speak at an
internal or
external industry
conference or
event
Serve in a
leadership role
for a crossfunctional
project or
activity
IT developer
VI
P6
Demonstrate
success in
defining,
delivering and
implementing a
strategy
Participate in
the development
of company
standards or
capabilities
Database
Database
analyst and
developer II
Information
Information
Move into systems
security
security
engineer
to
gain
specialist I
specialist II
broader organizational
IT knowledge
Information
security
Senior
database
analyst and
developer
MakeLead
a move
to Database
gain people
management
Project
Manager
experience
Senior
information
security
specialist
Information
security
manager
Enterprise
database
architect
Systems
engineer
Systems
engineer I
Systems
engineer II
Senior
systems
engineer
Gain experience
Systems
in IT security
engineering
project
manager
Systems
engineering
director
Systems
support
IT systems
support I
Senior
IT
Move to more
senior
IT systems
systems
role
with
continued
support ii
support
focus on gaining
IT systems
support
manager
IT systems
support
director
Software
engineer
Start in a
P1 job
entry into Software
job family Engineer I
technical knowledge
Software
engineer II
Senior
software
engineer
Software
engineering
project
manager
Software
engineering
manager
Software
engineering
director
Professional
P1
P2
P3
P4
M1
M2
P5
P6
Illustrative
alignment
M4
M5
Management
towerswatson.com
M3
47%
of organizations say
they provide their
managers with career
management training
and tools in the form
of talking points or
discussion guides.
It
is essential to secure ongoing support and sponsorship from senior
executives and business leaders.
Linking and relating to other programs. In addition
to providing information and tools to employees
and equipping managers to have the right career
conversations, it is critical for an organization to
carefully link a career management program to
existing programs. Start by considering the following
questions:
How does your career management strategy
enhance or support your employment deal?
How does your career management program
support succession planning?
Have you clearly articulated how your career
management program differs from and/or
integrates with existing performance management
and development planning programs?
Does your career management program support
workforce planning, given the projected loss of
knowledge due to employee exits, and projected
knowledge requirements for sustaining and
growing the business?
Are mentoring roles and responsibilities integrated
into the expectations at various career levels to
enhance employee development?
If these linkages and distinctions are not made clear,
an organization risks having its career management
program be not well received and potentially regarded
negatively (for example, as a performance management
mechanism for determining who will lose their job in
a layoff).
towerswatson.com
Getting Started
Before starting a career management program, it can
be helpful to do an inventory of career management
components (e.g., job functions and families,
competencies and career paths) that may already be in
place and determine the visibility these elements have
within your organization. It is not unusual to uncover
stand-alone career management components that are
not linked together in a meaningful way.
Most often, organizations start developing a career
management program within a specific area of the
organization (e.g., within a function such as sales).
Once a career management program is launched
in one part of an organization, it often generates
excitement and buzz so that other areas are shortly
asking for their turn as well.
A Win-Win Proposition
Finally, it is important to recognize that career
management is a key component of an organizations
total rewards portfolio. An effectively designed and
implemented career management program delivers
benefits to both employees and employers (Figure 6).
Employees will have the tools and resources to chart
career paths and own their careers. And employers will
see a return in the form of a deeper bench of future
leaders, a more engaged workforce and an enhanced
employment deal, enabling them to attract and retain
top talent.
Figure 6. Career management is important to both the employee and the employer
Employee view
Career management is the system
that enables employees to own
their careers.
Employer view
Career management generates an
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