1. INNOVATIVE APPROACHES FOR Managing professional growth – PART 2
Monthly Webinar Series
INNOVATIVE APPROACHES FOR Managing professional growth – PART 2
July 28, 2016

2. Topic Agenda Agenda Item Time (min) Introduction 2
The Professional Growth Challenge (Revisited) 5
Three “Best Practices” to Improve Professional Growth:
Job Crafting
Job Shadowing
Trends and Best Practices in L&D 20
Q&A
Matt Rakowski
Regional Sales Director
Norm Baillie-David, MBA, CMRP
SVP Engagement - TalentMap

3. TalentMap by the Numbers3
TalentMap by the Numbers
15 years in business
7,000+ employee engagement surveys since inception
1,000,000+ employees surveyed
500+ employee engagement surveys annually
Only 1 Focus

4. Technology & Engineering Not-for-Profit & Association
Sample Clients & Benchmark 4
Award Programs
Technology & Engineering
Not-for-Profit & Association
Health Sciences
Financial Services
Other

5. The Professional Growth Challenge (Revisited)

6. Professional Growth the Single Most Important Engagement Driver6
Survey Dimension
Relative Weight
(Impact on Engagement)
PROFESSIONAL GROWTH
17.3%
INNOVATION
12.1%
SENIOR LEADERSHIP TEAM
10.7%
ORGANIZATIONAL VISION
10.6%
TEAMWORK
10.4%
IMMEDIATE EXEMPT SUPERVISOR
8.8%
WORK ENVIRONMENT
6.3%
CUSTOMER FOCUS
6.2%
INFORMATION & COMMUNICATION
4.8%
COMPENSATION
4.6%
WORK/LIFE BALANCE
4.1%
PERFORMANCE FEEDBACK
4.0%
Employee Engagement
Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and Communication
Teamwork
Inspire our People*
Change Management*
Quality and Safety*
Innovation
Client Focus
Senior Leadership
Organizational Vision
Immediate Management

7. PROFESSIONAL GROWTH (TYPICAL CLIENT EXAMPLE)
Data is rounded to the nearest whole number
* Number indicates % Favourable score
+/- RECO
2011*
+/- TM Benchmark -2 -7 -1 -6 +2
-10
-11 +3 -9 -5

8. 4 Ways to Improve Professional Growth (and increase engagement and retention)
Career Management

9. Career Management (vs. Performance Management)
Looks at the past…
Based on the employee’s current position and skills
Focuses on Results & Competencies
Provides feedback - strengths and weaknesses
Addresses problems/gaps and identifies action plans for improvement
Involves 2-way dialogue (Manager – Employee)
Looks to the future…aspirational
Focuses on engaging employees with their career goals for sustainable results
Focuses on the employee’s unique strengths
Helps employees identify and realize their career goals
Empowers the employee to find solutions and answers to own his or her career
Is a resource for collaboration and progress
About understanding what the employee means and his or her chosen career path
Creates a safe space for risk-taking
Source: Knightsbridge

11. Job Crafting involves redefining one’s job to incorporate one’s motives, strengths, and passions

12. Relationship Crafting
Job Crafting – the Concept
Job Crafting
Changing the activities involved in your job by taking on more or fewer tasks, expanding or diminishing the scope of tasks, or altering the way you perform tasks.
Examples: An accountant creating a new method of filing taxes to make her job less repetitive. Or a machine operator volunteering to design a new logo or his company.
Task Crafting
Changing the extent or nature of your interactions with other people.
Examples: A computer technician offering help to co-workers as a way to have more social connections. Or a financial analyst communicating with clients using video conferencing rather than just .
Relationship Crafting
Changing the way you think about the purpose of tasks, relationships, or the job as a whole.
Examples: A hospital cleaner seeing his work as a means to help ill people rather than cleaning space. Or an insurance agent viewing her job as “working to get people back on track after a car accident” rather than “processing car insurance claims.”
Cognitive Crafting

13. Job Crafting Diagram - Before

14. Step 1: Mapping Yourself

15. Job Crafting – “After” Diagram

16. Job Shadowing

17. Job Shadowing- Benefits
Staff and departments
•  It is an opportunity for self-development of the shadowee and often the host.
•  It is an opportunity for hosts to share best practice.
•  It is an excellent networking tool and can facilitate the breaking down of internal barriers across the organisation.
•  It can help to improve communication across departments, faculties and sites.
•  It allows individuals to view the processes they are involved in from a different angle.
Shadower
By engaging in job shadowing individuals will be able to:
•  Gain insight into the roles and responsibilities of other members of staff and other departments.
•  Reflect and learn from the experiences of colleagues.
•  See how other staff and teams work.
•  See the bigger picture and understand more about how the organization functions.
•  “Test out” possible career options.
Host
For the individual being shadowed there is an opportunity to:
•  Network with colleagues from different areas.
•  Share your experiences with others.
•  Learn from your shadowee.
•  Review and reflect on your own area of work .
•  Develop your coaching/mentoring skills.
Source: University of Cambridge

18. Job Shadowing Process Step Process1
Individual expresses an interest in shadowing a particular role/within a specific department. 2
Initial discussion with line manager regarding aims/outcomes for job shadowing.  Line manager reviews and agrees as appropriate. 3
Individual contacts role holder(s) to request a job shadowing placement and arrange a date(s). 4
Individual informs line manager of suggested date(s). 5
If the dates fit with the needs of the department, the line manager approves dates. 6
Job shadowing takes place. 7
Individual reflects on the job shadowing placement with the host 8
Discussion with line manger regarding outcomes of job shadowing and next steps

19. Best Practices and Trends in Learning and Development

20. Driving Forces behind L&D Trends
ROI
Cost Pressures
Need for Immediate Behavior Change
Going Mobile. Mobile has transformed the way companies work, interact, and collaborate. With
global penetration rates skyrocketing, organizations that are not considering mobile in all areas
of HCM will have a difficult time competing for talent. Despite this reality, companies are still
slow to embrace mobile learning solutions. Only 10 percent of companies are using mobile
Webbased
learning solutions. Some 8 percent are using mobile learning apps, 5 percent
mobile performance Webbased
sites, and 4 percent are using mobile performance apps Most
companies recognize that mobile learning solutions can improve adoption, expand global
reach, and engage users better, but do not understand how to execute a mobile strategy.
Additionally, some organizations find it challenging to determine what options are available and
which providers to consider. Regardless of the barriers they are facing, organizations looking to
improve their learning functions will need to make mobile part of the equation and determine
what requirements they have in order to select a technology partner.
Understanding Social. Companies are quickly embracing social media tools, as well as
investing in social collaboration tools to better engage employees and foster a learning culture.
Although social has become mainstream, companies still lack the knowledge and insight
around how to use these tools for learning and development. Of the 59 percent of companies
using social for their learning strategies, only 24 percent say they are effective. One reason is
that companies are limited in the social tools they are using. Companies are using document
sharing, discussion forms, and blogs, but they aren’t generally using video or microblogs—
which our research shows are more effective—to improve their learning functions. Companies
must educate themselves on the value of social learning and invest in providers that offer
solutions that drive business outcomes.
Considering Adaptive Learning. Adaptive learning is a methodology that breaks traditional
models and allows employees to learn at their own pace. It has gained popularity with
educational institutions, referred to as “adaptive teaching,” where a teacher will gather
information on individual students to learn what they need to do to improve their learning. In the
workforce, adaptive learning is conducted similarly. Employees can be monitored individually
and in real time to determine what learning approach will best suit their needs. It has
advantages for younger generations entering the workforce that have expectations around
flexibility and interaction. Adaptive learning can be effective at improving efficiency, as well as
employee engagement and retention since it allows employees to build confidence and overall
expertise. Companies may want to consider breaking traditional learning methods by
introducing aspects of adaptive learning.
Aligning with Business Objectives. The learning of the past operated in silos where learning
professionals had little interaction or input from other areas of the business. The learning of the
future must be closely aligned to overall corporate strategies in order for companies to achieve
results. Any program or technology investment should involve input from business leaders to
ensure that learning is driving retention, engagement, and performance. For those companies
that did align learning and business priorities (48 percent), more than 70 percent were able to
improve company revenue.
Measuring Effectiveness. To determine if the learning strategy in place is driving business
outcomes, companies must find a way to consistently measure its effectiveness. Companies
should determine metrics in advance and include both business metrics and learning/HR
metrics. Currently, most companies are considering team encouragement, employee
engagement, and employee satisfaction over more concrete business metrics such as retention,
turnover, and revenue per fulltime
employee.

21. Key Trends in L&D More on-line/e-learning/Going Mobile
Understanding Social
Adaptive Learning
Aligning with Business Objectives
Measuring Effectiveness (Training ROI)
Increased on-the-job/skills training
Replacing “corporate trainers” with “experienced/former” employees
Personal coaching
Fewer classroom hours/more condensed classroom time

22. UPCOMING TALENTMAP LEARNING SESSIONS
Event
Format
Topic/Location
Date
Congrès 2016: International Francophone des ressources humaines
Conference
Palais des Congrès – Montréal
September 8-9, 2016
HR Executive Technology Conference
Conference and Trade Show
McCormick Place, Chicago IL
October 4-7, 2016
People Analytics Summit Canada
Toronto, ON
November 1, 2016
Canada’s Top Employer Summit
Four Seasons Hotel, Toronto ON
November 14, 2016

23. Thank you! Questions and discussion
Monica Helgoth
VP Engagement – TalentMap West
, x515
Norm Baillie-David
SVP Engagement
, x504
FOR A COPY OF THE PPT OR RECORDING:
Louie Mosca
Director of Sales – TalentMap East
, x501
Matt Rakowski
Regional Sales Director
, x509