Right Quarterly By Right Management India ( Managing Careers through a Transition)

Right QuarterlyThird Edition 2014
THE
Managing Careers through a Transition

ManpowerGroup at a Glance…
Nearly 3,100 offices across
80 countries around the
Over 400,000 clients
ranging from SMB’s to
Gl b l F t 100
Interviewed 12 million
people in 2013 and
world Global Fortune 100
companies
The world’s largest IT
f i l i
connected 3.4 million to
meaningful work
USD 20.3 Billion revenue in 2013
i h d
Global leader in
Recruitment Process
professional resourcing
firm
Over 30,000
l
with over 85% generated
outside the U.S.
Nearly 70,000 people
placed in permanent
Largest global vendor-
neutral MSP provider
Recruitment Process
Outsourcing
The world’s largest
outplacement firm
employees
across brands
placed in permanent
roles each year
p outplacement firm
More than 600,000 associates
on assignment daily
More than 11,000,000 candidates
have received training
and development

Managing Careers through a Transition 1
EDITORIAL & FOREWORD 02
by Chaitali Mukherjee
CLIENT REFERENCE STORY
Maintaining Engagement, Productivity and a 04
Safety Focus through a transition
by Cyrus Cavina
Best Practices for Career Transition in an 06
Industry under Pressure
by Malcolm Peak
Workforce restructuring and advancing Careers 09
by Divya Jain
Event Update
New Paradigm of Career Management 13
by Tuhina Panda
Layout & Design Editor
Ritesh Hellan
Copy Editor
Tuhina Panda
For a copy of ‘The Right Quarterly’, write to us at
right.quarterly@right.com

2 THE RIGHT QUARTERLY
by Chaitali Mukherjee
Managing Director – Experis APME Region &
Country Manager – Right Management India
With 2014 having come to a close, we
are all in the process of closing our
records for the year. A big part of closing
the records is reflecting on work that
has been done, successes achieved and
learning from the year gone by. One of
the key learning that we hope to achieve
is on building business efficiencies. The
year 2014 for ManpowerGroup and
Right Management has also been about
the same – building internal synergies,
enhancing client partnerships, improving
on associate relationships and most of
all, taking employee collaboration to the
next level. Our clients have also been
focusing on building efficiencies within their
organizations and we have learned a lot
from these initiatives as well.
In our previous edition of the Right
Quarterly, we spoke about Succession
Planning for Talent Management
and how such an initiative drives the
organization forward. But with any strategy
implementation or change, a critical step
is also taken by businesses to relook at
their priorities. Hence, in this edition we
would like to bring out the importance that
Managing Careers through Transitions
play in building efficiencies, maintaining
engagement and improving productivity.
We start this edition with a case study on
Maintaining Engagement, Productivity
and a Safety Focus through a transition
with a global energy and petrochemical
company in Australia. Considering various
intrinsic and extrinsic influencing factors,
the organization took a call to convert
one of their refinery & terminal into only a
terminal. With this decision, came the need
to transition a few employees out, while
also maintaining the engagement of those
who remained behind. Right Management
partnered with the organization to put
together a seamless process of change
management and transition. This was
done through peer level networking
groups, workshops for mid-level leaders on
resilience, stress management, managing
& leading change; and providing support
on notification day followed by continuous
career conversations. This initiative allowed
the transition to happen smoothly without
any safety incident, supply disruptions or dip
in productivity.
Our second article is a case study that
shared Best Practices for Career
Transition in an Industry under pressure.
Sinclair Knight Merz merged into a larger
global player, and is now known as Jacobs.
With this merger we saw an increase in its
global presence and skill base, along with
new opportunities for employees as part of
the larger organization. To help bring out
the desired synergies from the merger, the
organization made significant changes to
adapt as per the market needs. But in this
process, a few workforce adjustments were
necessary. At this difficult time, instead of
only referring their impacted employees to
an external party, Jacobs along with Right
Management offered a range of face-to-face
onsite services. These were designed to help
employees evaluate redeployment options,
alternate career options and an opportunity
to engage with career consultants.
Editorial & foreword

Our third article Workforce Restructuring
and advancing Careers is a case study
with a global semiconductor firm, which as
a result of being acquired by another large
technology firm had to restructure some of
its roles for the India region. The organization
partnered with Right Management to
support 63 impacted employees to assess
their career interests and transition out of
the organization. This case study highlights
how through a structured approach, Right
Management was able to support the
organization to manage a difficult period
of change while helping to maintain overall
engagement.
Our last article shares an event update for
the breakfast roundtable hosted by Right
Management in Mumbai, India on the New
Paradigm of Career Management. Over
the past few years Right Management has
seen organizations face a talent shortage
globally and address the gap by building
internal talent. A critical reason for this is the
skill gap visible during the hiring process,
along with the change in the mindset of
individuals while pursuing the kind of careers
they want to. Individuals are much more
independent and confident of what they
want to achieve in their careers. This shift
is being seen across industries and regions,
leading us to believe that organizations
must look at robust and holistic Career
Management practices. To address this need,
Right Management partnered with People
Matters to invite senior industry and HR
leaders to discuss the change in perspective
being experienced across organizations and
the emerging need to define a process for
future Career Management initiatives.
This edition has been an opportunity for
us to share the story of organizations who
have taken bold and difficult decisions this
year on their path to achieving success. The
larger picture for them has been to build
a sustainable long term business, wherein
they have taken care of all stakeholders.
Any organization, who keeps in mind this
aspect, will surely be able to benefit more.
This edition has also helped us reflect that
in order to make a new start you need to
reevaluate yourself, your team, your business
while identifying avenues for growth. We
hope that you too take the time to reevaluate
how your year has been, what you would like
to drive in 2015 and identify ways to achieve
those priorities. Here’s wishing you a happy
and a prosperous New Year!
- Chaitali Mukherjee

Client Context:
This global energy and petrochemical
company owned and operated a number
of key oil refineries at various sites in
Australia. The most complex of these
refined more than four million tonnes of
crude oil every year, with feedstock and
products imported through the terminal
for transfer to the refinery.
The refinery and terminal had around
310 employees and an average of 200
contractors on site at any time, operating
24 hours a day, 7 days a week.
Due to the persistent strong Australian
dollar, challenges with capital equipment
and competition from new Asian
refineries, the difficult decision was taken
to convert the operation to a terminal
only. This would impact a number of
employees.
The conversion of the Refinery into a
terminal was to be done over an extended
period of 18-24 months. This created
many challenges for the organisation to
maintain productivity, ensure safety and
also continue to engage all workers in a
period of uncertainty.
What did the partnership
with Right Management
look like?
Critical to success of the transition was
the engagement of Right Management
in the early planning stages before any
announcements had been made in order
to develop a tailored comprehensive
program of support for employees on site.
What did the solution look
like?
The solution was holistic and covered a
two year phased closure period. Overall
there were three key streams of support
provided to the Refinery employees and
leadership team.
First was support associated with
announcement day which involved
briefing of the leadership team to
assist in their preparation to deliver
the difficult messages and to handle
employee reactions and questions. This
was supplemented with onsite consultant
presence for the day of announcement to
support employees as they processed the
news. Right Management partnered with
Client Reference Story
Maintaining Engagement, Productivity
and a Safety Focus through a transition

the Employee Assistance Program onsite to
provide comprehensive employee support.
Second was proactive change support for all
levels in the organisation. For the Refinery
Leadership Team this was aimed at ensuring
their engagement and vision for the site
coupled with successfully dealing with their
own reaction to the change. For the next
level leaders, given their critical interface
with the operators, in addition to change
support, a facilitated peer networking group
was established where they could benefit
from sharing each other’s experiences and
raising concerns in a safe environment.
The remaining Refinery employees
were also provided various support
mechanisms including workshops and
training engagements on resilience, stress
management, managing change and
leading change.
Finally the focus of our support moved
to the career transition phase where we
worked extensively with employees at all
levels to assist individuals in achieving
their desired career outcome. This covered
redeployment, career workshops, a career
centre, one on one coaching and a career
fair involving many local and national
employers.
What were the outcomes?
The conversion of the site operations
from a Refinery to terminal over such an
extended period has been lauded within the
organisation as one of the best examples
of implementing this difficult transition. An
employee engagement survey comparison
from before the announcement to one
during, showed that engagement had
actually increased during this period.
The company was delighted with these
results along with the fact they reported no
injuries during this conversion period and
productivity levels remained consistent with
those pre-announcement.
The transition is being used internally within
organisation as a best practice case study
on how to undertake significant change
projects of this nature.
What made the solution so
successful and an example
of best practice career
transition support?
The success of the project was achieved
through a number of key elements :
• The organisation’s readiness to involve
Right Management in confidential
discussions early on in the planning
phase
• Involvement in the planning by both
parties leading to a co-designed solution
• Embedding Right Management
consulting resources at the organisation’s
site – being able to act as “one of the
team”
• Regular transparent communication
allowing for a flexible approach that was
adapted as required
• Allowing each party to challenge the
status quo.
The project has also resulted in an enhanced
relationship between Right Management and
the organisation.
Cyrus Cavina
Account Director
Melbourne, Australia
Client Speak
HR Manager for Refinery
“The closure of the refinery
without significant safety incident,
disruption to supply or industrial
action was viewed internally and
externally as a major success.
Right Management played a role
in this success by partnering with
the Refinery Leadership Team at
both the strategic and operational
level to help deliver change
management activities that
maintained and even increased
employee engagement during a
challenging and difficult situation
for both leaders and employees.”

Client Context:
Sinclair Knight Merz was an engineering
consultancy, established in the 1960s. The
business grew through a mix of organic and
acquisitions (65 companies in 50 years)
as it worked to support its major clients in
numerous locations globally. In 2014, the
business itself was merged into a much
larger global player and is now known as
Jacobs.
Prior to the merger, the business employed
over 7,000 people. The merger has seen
Jacobs increase its global presence and skill
base, with new opportunities for employees
as part of the larger organisation. The
merger has also resulted in greater business
growth opportunities and improved financial
strength of the new larger, combined
business.
The merger reflected the volatile nature of
the environment engineering firms operate
in and their need to consolidate their
key areas of expertise. Jacobs had faced
a significant change in the landscape of
geographies it worked in since the global
financial crisis in 2008. Working in a difficult
and uncertain economy the business
needed to change its client offerings to
reflect the evolving priorities of customers,
notably the slow-down in the mining and
infrastructure industry.
Although the Company was able to
profitably adapt to the changing world
around it, some workforce adjustments
were required and an area the company
really excelled in was managing the career
transition of employees. Partnering with
Right Management, Jacobs designed and
delivered a best-practice solution to ensure
employees were treated fairly and with
dignity.
Best Practices for Career
Transition in an Industry
under Pressure
What did the partnership with
Right Management look like?
Since the commencement of the partnership
in 2008, Jacobs had a number of key criteria
they needed to address in selecting a career
transition partner for its employees.
These requirements included: relative
location of Right Management support
offices, flexibility of options, good candidate
feedback (indicating they valued the service),
brand and values alignment, and value for
money. The highest priority requirement
was that Right Management provide expert
consultants who were able to flex to the
requirements of the client.
Through our ongoing consultation, a clear
and transparent reporting and account
management structure and an alignment
of brand and values, we were able to build
a solution that offered more than individual
outplacement programs. Jacobs recognised
that they needed to do more to support
people than simply refer them to an external
party. We worked together to offer a range
of face to face onsite services that helped
employees evaluate redeployment options,
discuss career options, and engage with a
career consultant when their role was made
redundant.
The services provided to the employees
were enhanced by frequent and open
communication between Jacobs and Right
Management which allowed us to have the
right people, in the right place, at the right
time to support the client’s employees. The
ease with which Jacobs were able to contact
and engage with Right Management was a
significant weight off the shoulders of the HR
team, who knew that their colleagues were
going to be well looked after in their career
transition.
Career
alignment
Post-merger
engagement

21%
14%
7%
Higher
Same
Lower
What does the solution look
like?
The solution is dynamic reflecting the needs
of the business at the time.
The core of the program is a suite of
individual career transition programs during
which the program participants undertake
an initial self-awareness exercise and then
work with their assigned career consultant
on a program that best meets their needs.
The programs can be offered virtually at
home or in a Right Management office and
are a combination of self-paced learning,
webinars and face to face learning. All
employees were offered the same program
which ensured not only that all employees
were supported effectively, but also that
there was equity in provision of career
transition support.
Complementing the individual programs, we
worked with Jacobs to design tailored onsite
support which provided employees with
an opportunity to understand the support
they had available to them in the case of
redundancy.
This support took the form of attending
announcements of business change,
providing group consulting on how to be
effective in the consultation/redeployment
phase, providing advice to small groups and
1:1 on resume structure and wording, and
providing general career advice.
Right Management also attended Jacobs’
premises to meet with individuals where
they had been formally notified of their
redundancy and who were unsuccessful in
redeployment, or where redeployment was
not an option. This approach allowed us to
be an independent adviser for impacted
employees, while also providing them
with an opportunity to take control of their
situation and actively commence their job
search. Our research shows that outcomes
for program participants who meet with us
immediately after they have been notified
of redundancy are better, as they are more
proactive and in control, and our client’s
values aligned with this approach.
What were the outcomes?
Yvonne Shehata (Human Resources Business
Partner and Eastern Region Employee
Relations Manager for Jacobs) was very
clear that the most important outcome
for Jacobs was the protection of brand
and wellbeing for both the employee and
Jacobs. The successful outcomes for the
majority of people working through career
transition was of great comfort to those who
remained in the business, and morale was
kept high for remaining employees in the
knowledge those that had departed were
being well-looked after. Their sense of loss
was balanced in the knowledge that their
colleagues were able to find alternative
employment.
Another key driver of our strong partnership
was the transparency in reporting which
allows both Right Management and Jacobs
to be clear regarding the effectiveness of
the support.
As noted earlier, a key criteria of a
successful partnership was participant
satisfaction; program participants rated
the service 4.5/5.0. Additionally, our
reporting capability allowed us to record
21%
14%
7%
14%7%
36%
Agency/Recruiter
Direct Approach
Internet Job Board
Newspaper/Periodical
Other
Trad. Networking
How new position was found
Compensation compared to previous
Position level compared to previous
Reference 1.1 Key criteria for successful
partnership
21%
14%
7%
Higher
Lower
Same

the effectiveness of the solution across
a number of elements including how
individuals found new positions,
Their compensation compared to their
previous role, and the position level
compared to previous.
We were also able to ascertain that once an
opportunity was identified and the program
participant actively pursued the opportunity,
it took two interviews (on average) to secure
an offer.
When put together, we were pleased that
the solution delivered a service that was not
only valued by employees, but also for the
majority of individuals helped them secure
a new role which was at least at the same
level and remuneration as their previous
role.
What made the solution so successful and
an example of best practice career transition
support?
The key component of the solution that
made it successful was the strength
of the true partnership between Right
Management and Jacobs.
Whereas some organisations seek to provide
career transition support to employees as
a “supplier provided service” and effectively
outsource it, Jacobs wanted to ensure that
the solution reflected their brand and values
which placed the wellbeing of employees
prominently. This meant that when any
issues arose, they were able to be dealt with
quickly, and we understood the client culture
well so were able to be more responsive to
urgent requests for support.
Also contributing to the success of the
solution were additional components such
as:
• The flexibility of the Right Management
resources,
• Willingness of the client to have Right
Management on-site to pro-actively
support employees impacted by change,
• High levels of communication between
Right Management and client resources
in advance of requiring support/business
change, and
• Strong standard processes for engaging
Right Management and our consultants.
Key components of best practice
outplacement:
Our research shows that Career
Development (62% of respondents), Resume
Development (57% of respondents) and
one-on-one coaching (53% of respondents)
were the three most valued elements of
outplacement services. These were all
reflected in the partnership with this client.
Four out of five medium to large companies
worldwide rely on outplacement services to
support departing employees with the top
reasons being:
85% wanted to retain positive relations
between current and departing employees
84% wanted to support departing
employees’ transition into a new role
Again, these were reflected in the
partnership with Jacobs.
Malcolm Peak
Accounts Director, Sales and Marketing
Sydney, Australia

Introduction & Context
A leading semiconductor firm and a global client of Right
Management India was recently acquired by another technology
firm which specializes in designing and developing of analog
semiconductors, custom chips, radio-frequency and microwave
components. The highly complementary and compelling
acquisition is aimed at positioning this technology giant as a
leader in the enterprise storage market. Due to the acquisition
and the subsequent restructuring, some roles and the employees
holding them became redundant. It was in this context that
RMI was approached to help 63 employees assess their career
interests and transition to the next phase in their careers. The
following article aims to provide an overview of our approach, our
programs and the impact created.
Workforce
restructuring and
advancing Careers

Right Management’s Career
Transition Programs
Right Management India recommended
two programs – Right Choice 1 (1 month
program) to the individual contributors
and Right Choice 2 (2 month program)
for Managers. The programs were a
combination of our support services across
two very critical aspects – career direction
and job search assistance.
Tenets of Right
Management’s Career
Transition Programs
• Notification Support for impacted
employees to extend emotional
handholding and explain the features of
our support program.
• Psychometric assessment to identify
skills and career interests.
• E-learning tools and ‘Right-Everywhere’
(online candidate support platform)
access were provided in addition to
support in writing effective resumes
and planning a ‘personal marketing
campaign’.
• Intellectual support in the form of
coaching to leverage upon their
networks, prepare for interviews, salary
negotiations and taking job decisions.
Career Coaching Job Search Support
Discover your inherent strengths
and interests
Identify future career path
Develop effective and powerful
resumes
Hone your interviewing and
negotiation skills
Leverage the Manpower
advantage
Get continuous connects to
Right Management’s clients
Get leads to independent
placement consultants
Devise a robust strategy to
leverage your own network
Reference 2.1 Right Management’s Career Transition Program
*Right Management’s
Approach to Notification
One of the challenges an organization
faces is getting the impacted employees
to see the value in signing up for a
Career Transition support program.
Sometimes, the impacted employees,
given their emotional state, might not
be able to completely grasp the benefits
of a transition support program from
the information provided as program
sheets, email, etc. This was addressed by
spending the required amount of time
with the participant to explain the features,
approach and the benefits of the program.
In this case, Right Management managed
to gain the complete buy-in of the
impacted candidates by:
• Conducting group sessions (in person)
for notified employees to drive clarity
around the features and benefits.
• Conducting group sessions via video
conferencing for notified employees in
other locations.
• Extending counselling in one-on-one
sessions to address queries.
• Extending continuous telephonic
support to address concerns and
queries.

Impact
The career transition support enabled
and prepared employees to face the job
market. To summarize, the initiative created
a win-win for all stakeholders and set a
fine example in today’s dynamic business
environment preparing HR professionals for
challenges that they are likely to face in the
future. The organization despite having to let
go of its employees, gained their trust and
thus enhanced its employer branding. The
initiative further reiterated the fact that HR
now is acting truly as a strategic business
partner and the ways of traditional personnel
management need to be modified to suit the
modern demands.
Success Drivers
• Frequency of interaction was increased
manifold to make sure that the
candidates felt taken care of at every step
• Unique partnership between client and
consultant: At each stage, the Right
Management and client teams were
synchronized and worked with the
same drive, empathy and enthusiasm at
crossing each milestone.
• Transparency between the client and
Right management through various
status update calls ensured that there
was complete trust and thus the project
got the necessary push from the client.
• Constant communication and interaction
with affected candidates. Detailed
conversations were held to understand
their point of concerns. Sample reports
for the Birkman First Look Career
psychometric tool were shared with the
candidates to make sure they can see
value and understand clearly how they
could gather critical insights from their
own individual profiles.
Program Feedback from
Candidates
• “Thanks a lot for the support that
has been provided by you and your
organisation during such time of distress.
I appreciate the knowledge that has been
provided and it in fact helped me to take
some long term decisions for my career
and I had started working on that. I feel
even a bad experience is good in some
ways, as it helps us to introspect and
prepare for better times. Thanks!!”
Birkman Method –
Online Psychometric
Assessment
&
Access to
RightEverywhere
Portal
1st Career Coaching Session
Resume Development
Identifying future career path
Interviewing skills – mock
interviews
Salary negotiations
Sharing of Profile with:
Right Management’s
clients
Manpower Group Vertical
Heads
Independent placement
consultants
Reference 2.2 Timeline of activities for Right Choice 1 month program

• “Very useful. I gained a different
perspective of myself that helped be
look out for a job and how to look for a
job.“
• “Definitely very informative session.
Knowing myself is something I learnt in a
good way. I learnt how to better structure
a resume and preempt interview
questions most likely asked.”
• “Got an idea how to make my resume
more impactful.. Video feedback and how
to practice the basic questions gave me
self-confidence.“
• “Really wonderful! I got much more than
what I expected. Got insights into what
was lacking in my resume and what to
focus on for further growth.”
• “This is a good session. This is my first job
and first time I have experienced such a
program. A very helpful session for me
not just for now, but also for the future.“
• “Very informative session. Needs to be
implemented. The key learning was to
understand your own personality – for
better job fitment.“
• “Really helpful. I learnt so many things.
Your methodology is very good. Resume
making and practicing interview probe
questions were insightful.”
Divya Jain
AVP - Consulting Services
Right Management India
Apurv Jain
Team Member

Event Moderator
& Speaker
Prashant Pandey
Vice President & Career Management
Practice Leader
Rajesh Lele
Head - Talent Technologies and
Management Development Services
TATA Motors
Guest Speaker
Event Update
We have seen over the past few years how
difficult it has become for organizations
to find the right talent for filling in vacant
roles.. In 2014 the ManpowerGroup annual
Talent Shortage Survey, running in its ninth
year, reported that 36% of global employers
are facing a talent shortage – which is also
the highest percentage in seven years! This
gap is being felt much more in India, where
an average 64% of employers have shared
they are facing a talent shortage. This does
not help when retention of employees has
become increasingly difficult. (Reference
1: ManpowerGroup’s 2014 Talent Shortage
Survey, slide 2).
On the other hand, employees in
organizations are becoming more strategic
and focused on their careers. They are
driven to organizations where they
perceive their long term career
aspirations will be met.. Careers
are no longer defined by the
New Paradigm of
Career Management
industry or the organization that you are
a part of. Careers are now defined more
by what skills, passions and aspirations
individuals have and want to pursue.
(Reference 2: Right Management’s 2014
Career Definition Survey, slide 4) This
shift has made it increasingly important
for organizations to address employee
engagement from a new perspective.
From multiple research studies including

Right Management’s own research, we
believe providing employees the right
career opportunities aligned to their own
career goals is a primary engagement
driver. Hence, the need emerges to relook
at Career Management initiatives across
industries.
To address this challenge, Right
Management along with People Matters
recently hosted a Breakfast Roundtable on
the ‘New Paradigm of Career Management’.
The interactive session was focused on
discussing the role that a well-established
Career Management framework will
play in ensuring a highly engaged
workforce – in turn ensuring a productive
organization. The discussions also focused
on the challenges faced by individuals,
managers & organizations when it comes
to implementing Career Management
initiatives.
Senior HR leaders from companies across
industries participated in the event and
contributed with their view points. The
discussion was moderated by Mr. Prashant
Pandey, Vice President & Practice Leader
– Career Management, Right Management
India. Our Guest Speaker for the day was Mr.
Rajesh Lele, Head - Talent Technologies and
Management Development Services with
Tata Motors. Mr. Lele shared his perspective
on industry best practices in Career
Management, along with key learning from
his own career.
The key themes and current challenges
tabled at the roundtable were:
1. What is the role you see of Career
Management in driving employee
engagement?
2. Challenges that organizations face
in managing the careers of their
employees?
3. Who are the stakeholders who own the
career of employees?
4. What does each stakeholder needs to do
(the employee, leader, and organization)?
The discussion with the industry leaders
brought out some interesting learning as
shared here:
• Ownership of career lies with the
Individual
• Organizations need to play an enabling
role by proactively driving Career
Management initiatives to keep
employees engaged in their work and
career
• Successful Career Management programs
require managers/leaders to get directly
involved in the career planning of their
employees
• For Managers, it may not always be
possible to have a complete perspective
on all employees in terms of their career.
Hence, organizations need to provide

them with the right monitoring tools to
do so
• A different approach may need to be
adopted to manage the careers of
technical experts that are linked to their
personal aspirations, since all may not
strive for leadership roles
• Organization should focus on mid-level
talent more actively in comparison to top
level talent, since it will be the mid-level
talent that needs the maximum guidance
for managing their own careers and that
of their direct reports
Post the open discussion with the
roundtable participants, Right Management
shared their point of view on Career
Management along with a few global and
Indian success stories of work done in this
space. The roundtable discussion and Right
Management’s client experience helped
to reconfirm the emerging importance of
Career Management across organizations.
It also put at the forefront the need to
relook at the approach currently being used
by organizations and how a more holistic
framework must be adopted.
To conclude, we have shared here some of
the key insights that participants took away
from the breakfast roundtable:
• Any Career Management initiative is a
three-way collaborative effort between
the employee, manager/leader and
organization.
— Employees need to build on their
self-awareness of their own skills
and interests. They need to be able
to reach out more frequently to
their managers and talk about their
career interests. They should be
aware of what competencies they
need to build upon to help them be
successful at the organization
— Leaders need to know how to have
the right career conversations with
their direct reports
— Organizations must empower
managers to take career related
decisions. They must also enable
them by providing a review process
to manage the careers of their direct
reports
— Organizations need to further
build on their succession planning
initiatives and fill majority of job
positions internally, so as to give
ample career opportunities to their
employees
— A robust career coaching process
must be put in place to guide
employees in managing their own
careers
— Organizations need to facilitate
Reference 3.1 Current State of Career Management
Right Management
6 Right Management
Why is that...
people tend to get socialised into
careers based upon parental
pressure, university entrance
marks and or peer pressure
Nearly 50% of people are in
roles that are less than the ideal
alignment
N = 146,890
45% of people change job
function following our career
intervention
Our data indicates
Develop both functional and enterprise
wide career models
• To help address shifts in business demand and
also poor job fit which impacts on productivity
Consider career from a people system
perspective and align CM frameworks
• Including career pathways, career planning
outputs and stakeholder accountabilities to
broader talent management systems
Consider the impact of social media on CM
• More connected and more prominent online
brands means more ways for individual’s to
manage their careers
• Increasing velocity of talent mobility is making it
more difficult to retain employees
What do you need to be aware of
Current State of Career Management

Reference 3.2 Right Management’s Career Management Framework
an open culture where employees
can talk freely about their careers
interests and aspirations
• Almost unequivocally, the participating
leaders agreed that Career Management
can’t be a reactive approach or a
replacement for performance discussions
• Career Management initiatives can
help align an employee’s skills,
interests and aspirations to their values,
passions, strengths and goals. This will
surely benefit both employees and
organizations.
Right Management
7 Right Management
What do organizations Need?
Clear Linkage
Defined
Process
Manager
Coaching
Employee
Ownership
Career Development
Objective:
Better alignment between
employee needs and business strategy
Visible Senior Leadership
Systematic • Dynamic • Sustainable
A Structured Career Management Framework
Clients who attended:
Aditya Birla Management Corp. • Allied Blenders & Distillers • Book my show • Datamatics
• Essar Group • Future Groupc • Liberty Videocon • General Insurance • Mahindra Lifespaces
• MSD Pharmaceuticals • Pfizer India • Raychem RPG • Reliance Industries
• RPG Enterprises • Siyaram Silk Mills • Taj Hotels Resorts and Palaces • Tata Chemicals
• Tata Communications • Tata Motors • Times Group • Viacom 18 Pvt Ltd • Wockhardt
Tuhina Panda
Project Leader Internal Change Manager

LEADER
DEVELOPMENT
Leadership Pipeline
Development
Leader Coaching™
Succession Management
Performance Management
ORGANIZATIONAL
EFFECTIVENESS
Strategy Implementation
Strategic Workforce Alignment
Change Management
WORKFORCE TRANSITION
OUTPLACEMENT
Outplacement
Redeployment
Career Decision
Career Development
EMPLOYEE
ENGAGEMENT
Strategic Communications
Planning
Workforce Engagement
and Retention Strategies
Wellness and Productivity
Management
TALENT
ASSESSMENT
Competency Modeling
Organizational Assessment
Team Assessment
Individual Assessment
TALENT AND CAREER
MANAGEMENT
LEADER
DEVELOPM
ENT
EFFECTIVENESS
O
RGANIZATIONAL
EMPLOYEE
ENGAGEMENT
WORKFORCE
T
ALENT
ASS
ESSMENT
Right Management’s Talent and
Career Management Capability

Right Quarterly By Right Management India ( Managing Careers through a Transition)

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