1. SAMPLE Establish an Enterprise-Wide Career Path Framework
Use a consistent career path framework to facilitate employee development and build your talent pipeline.
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2. A formal career path framework assists in talent attraction and employee engagement, and reduces turnover – a high return investment
Human Resources Leaders responsible for talent attraction, employee engagement, and/or retention.
Design a career path framework that contains core competencies, common competencies, and job-specific functional competencies.
Human Resources Leaders responsible for learning & development.
Ease the process of transitioning employees from one function or department to the next.
Integrate a variety of HR programs that are disjointed.
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3. Create an enterprise-wide career path framework to identify transferrable skills and opportunities
Lack of clear career paths is the number one cause of employee departure, according to the Employee Exit Surveys McLean & Company has conducted on behalf of our clients.
McLean & Company’s solution set, HR Trends and Priorities for 2015, found that while HR and business chose “Employee Development” as their third highest priority activity, a whopping 73% of respondents felt employee development initiatives were ineffective.
HR leaders are looking for ways to provide employees with a realistic picture of career path options beyond the traditional vertical job ladders:
Career lattices introduce lateral career moves, or non-promotion moves, into the career path model.
The framework can be used by managers and employees to plan for upward, lateral, and sometimes downward movement in order to reach their long-term developmental goals.
When a career pathing framework is nonexistent, it creates complexities to be able to transition employees to various departments, as career pathing becomes unique to every functional area and department in an organization.
An enterprise-wide career path framework with consistently defined career tiers, competencies, and proficiency levels ensures that both employees and their managers can clearly identify transferrable skills and potential career path opportunities.
A structured career path framework also helps integrate a variety of HR programs that are often disjointed. This saves time and effort, and enables a consistent employee experience.
A career path framework should identify:
Generic competencies: Core competencies that apply to every role in the organization and common competencies which apply broadly across the organization.
Consistent proficiency levels for each competency, by tier in the framework.
Job, family-specific competencies and proficiency levels by tier.
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Use McLean & Company’s three step process to develop an enterprise-wide career development framework
Create your administration guidelines
Select and build out competencies
Prepare for project launch
Don’t create a career path framework if you don’t have the culture to support people moving around. Having a framework without allowing movement will cause frustration and drive disengagement.
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6. Sample Slides
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7. A common and publically available career pathing framework boosts talent attraction and employee engagement
Employees’ belief that they can advance their career is positively correlated with their engagement level.
Candidates are attracted to organizations with strong employee value propositions, including growth opportunities.
Employees who strongly agree (5 or 6) with the statement “I can advance my career at this organization” are almost 10 times more likely to be highly engaged than their low-scoring counterparts (1 or 2).
Fifty-nine percent of candidates would consider pursuing a new job if it offered “great growth opportunities.”
Source: Novo Group, 2013; N=1062
Source: McLean & Company, 2013; N=7177
Developing a career framework will move an organization in the right direction towards having more satisfied and engaged employees who are ready to meet its current and future business demands.
Source: Angelita Belcom and Robert Kegerise, Establishing a Career Framework to Maximize Employee Potential and Support Business Needs
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8. This set will cover construction of the full competency framework – both generic and job family specific competencies
Core competencies apply to every role in the organization. Select competencies that are tied to the achievement of organizational strategy and values.
Job family specific competencies generally apply to only one job family or functional area in the organization.
Consider omitting common competencies if core and functional will suffice.
Organizations that want to demonstrate to employees and managers the skills that are commonplace in the organization will want to opt for a model that includes common competencies and creates a shared language.
For those organizations that are not as concerned about patently showing skills transferability, the development of a set of common competencies may be more trouble than it’s worth.
We’ll delve into this issue more fully in section two when we build the framework.
Note: The build section will walk through the completion of a career path framework that contains all three elements: core, common, and functional competencies.
Generic
Core
Common
Job family specific
Functional
Common competencies apply broadly across the organization. Establish a library of competencies which you can draw upon to complete the list of generic competencies for each role by adding them to the core competencies.
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Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of HR policies & procedures
Demonstrate the business impact of HR
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