This guide will help you get started on creating and launching your Career Management program. We recommend that you start with reviewing the resources that cover Career Management features in Engagement and general best practices, then explore our guide for launching a Career Management program.

Quick links to help you navigate the guide:

  1. Get to Know Career Management: feature overview & best practices

  2. Launching a Career Management Program: steps to take to prepare for launch

    1. Determining Your Professional Development Planning and Talent Review Process

    2. Determine Your Organization Competencies

    3. Determine Your Organization Role Templates

    4. Select Your Organization Talent Attributes and People Analytics

    5. Test Your Career Management Processes

    6. Training & Communication

  3. During Career Management Program

  4. After Career Management Program

Get to Know Career Management

Career Management Features

Career Management Best Practices

Here are some resources to help you learn more about Career Management best practices:

Other Career Management Resources

Launching a Career Management Program

Once you're familiar with the Career Management concepts and how it works in the platform you can begin creating your Career Management program.

Determine Your Professional Development Planning and Talent Review Processes

Career management is an area where you can document somebody’s role and responsibilities, as well as any competencies that you might be measuring them against. There are three processes you want to consider when rolling out your career management program:

  1. Professional Development (Role and Growth) Planning: the process of documenting a professional development plan, or employee role and growth plans allows managers and employees to identify the growth opportunities for the employee's current role and develop skills and knowledge for future roles they are interested in.

  2. Roles-Based Reviews: available when Talent Development with Objectives, Reviews and Engagement with Career Management are purchased together - when focussed on performance development and growth focussed reviews, what's most important to establish is role clarity. You can use the growth profiles for each employee to describe the employee's specific role through role responsibilities and competencies. You can then pull in and assess directly in the review, the responsibilities and competencies from an individual's growth profile, making for one simple workflow during the review cycle and a seamless transition into creating Professional Development goals and plans.

  3. Talent Reviews and Succession Planning (People Analytics): the process of identifying the business needs of an organization and mapping out where your employees are in terms of their key strengths, career goals, degree of readiness for promotion, development needs and their development plans.

You might only be ready for the responsibilities, you might only be ready for the competencies, you might be ready for both. In any case, it is fully flexible to the resources you have prepared or what you’re prepared to build. Building a Career Management program in the application allows you to assess where somebody is against their current expectations, making those expectations very clear, so there is absolute role clarity, and then you can add growth opportunities to help coach this person along a developmental path that they are choosing for themselves and is supported by the organization.

Determine Your Organization Competencies

Your organization competencies will comprise of the knowledge, skills and abilities that your employees require to perform their jobs. There are 3 competency types you want to look at including as part of your career management program:

  1. Core competencies - these are the foundational competencies (e.g., communication), describing behaviors to be displayed by all staff members and apply to all roles in your organization.

  2. Functional/Role-specific competencies - Functional competencies are job-specific skills and behaviors that are unique for each role. For example, a competency for a restaurant waiter may be the ability to effectively handle customer complaints, where a competency for an accountant may be the ability to analyze a specific type of financial data in order to prepare reports.Functional competencies should describe what behaviors or skills need to be performed in order for the employee to be a top-performer in their position.

  3. Leadership competencies - Leadership competencies are often used for supervisory and management related roles, although can be applied to any job position that requires an employee to lead others. They include leadership skills and behaviors like decision-making abilities.

You are able to create a centralized competency library in the application as the building blocks for communicating expectations and a consistent structure and language for career paths, growth and development throughout your organization.

Determine Your Organization Role Templates

  • Your Organization Role templates will outline the job description, responsibilities and requirements for specific roles in your organization

  • To start your Organization Role templates, we recommend you refer to any existing job descriptions and duty statements for existing roles in your organization.

  • You are able to create a centralized role template library for your organization to communicate the job roles and positions that exist in your organization, to help employees identify and map the future roles they would like to target for their career planning.

Select Your Organization Talent Attributes and People Analytics

The People Analytics report gives managers a birds-eye view of the critical talent information in their organization. It gives managers a place to track talent and monitor data to support managers and organization leaders to take actions to help develop and retain key team members.

There are 3 talent attributes you can select to include as part of your People Analytics reporting, to help managers and organizations answer these questions for their existing talent:

  • Who is ready for promotion?

  • Who is a retention risk?

  • Do we have successor identified, for at risk roles?

Test Your Career Management Processes

  • Before launching your career management processes, test the functionality and workflows within your launch team or with a testing department to gather feedback on the user experience in order to refine your templates and workflows.

  • Test the export of data to ensure you can gather the information you require.

Training & Communication

  • Communicate

    Managers and Employees will need to know the purpose and the outcome of the career management program, as well as supporting material on how to use the new application.

  • Train & Provide Support

    Schedule your Manager & Employee training before your launch dates for your career management programs.

    • Tip: If you decide to launch a roles-based review including Multi-Rater Feedback, consider timing for your departments, as this is potentially quite an administrative task if this is a peak period.

During Career Management Program

  • Conduct Professional Development Planning and Talent Reviews

    At launch, communicate timeframes and location of support materials. Ensure that Managers know they need to have their professional development planning 1-on-1 conversations closed out before the process is finalized so they can time block for completion.

  • Tracking Progress

    You can track whether roles have been defined and whether growth opportunities have been recorded for each employee in the People Analytics report and through an individual's Career Management profile view.

After Career Management Program

Reporting Data

  • People Analytics: Using the People Analytics reporting in the application, you can view in a holistic level where your talent is at and what actions you need to take to support your talent development and retention.

Driving Outcomes:

  • Following Up: Once you have captured, ensure that follow up items are actioned. An easy way to nudge this is to incorporate lightweight reviews that are simply scheduled 1-on-1s in between your professional development planning, talent reviews and roles-based reviews that revisits the outcome of the prior review and tracks progress. Progress may be the Professional Development Goals people have actioned.

  • Talent Calibration Sessions: Calibration sessions can be a helpful activity to have Managers justify their evaluations, the outcomes of their conversations and peer coach one another to achieve outcomes.

Send a Feedback Survey around Employee Experience:

  • The only way to improve is to gather feedback on the Employee Experience around the process and iterate from there. If this is the first time you have run this type of career management program, it could be worth running a quick survey to gauge people’s experiences. Always ask around perceived fairness of the process, the clarity of the process and outcomes, and how it could be improved.

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