Career development to engage employee ver 3 presenter

OD & HR l Strategic HR & OD l MNC l M.A l APAC l 20 Years à Huacomm
26 Aug 2018

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Career development to engage employee ver 3 presenter

  1. Employee Experience & Engagement 2017 HRM Asia I Hilton Singapore 28 - 29 November 2017 | Singapore Laurence Yap Head of HR Dexon
  2. • Background • Key Concept • Career Development Process • Career Development Conversation • Implementation
  3. Career development is the process of expanding the capabilities of the employees so that their career is providing maximum personal satisfaction consistent with providing maximum value for organization. It involves developing skills and knowledge in a current assignment with potential future roles in mind
  4. Career development is one way for businesses to enable their employees to contribute and increase their skills in a way that delivers personal, professional, and organizational results.
  5. Saragato Institution of Research, US The ICAEW/Robert Half Career Benchmarking Survey on Financial Profession, United Kingdom
  6. Leigh Branham Soratoga Institute of Research 7 Hidden Reasons Employees Leave
  7. Too few growth and advancement opportunities: 16% Lack of support by and respect from supervisor: 13% Compensation: 12% Job Duties Boring and unchallenging: 11% Lack of leadership skills by supervisor: 9% Work Hours: 6% Unavoidable reasons: 5% 
  8. Too few growth and advancement opportunities: 16% a. Provide sufficient training b. Internal selection process c. Internal Hiring d. Fairness in job promotion
  9. THE ICAEW/ROBERT HALF CAREER BENCHMARKING SURVEY, UK 42 % of all finance professionals surveyed stated that having a clear career path and visible promotion opportunities are key in ensuring their job satisfaction Only 17% rated their organization highly in career development and career advancement
  10. Employee Owned Management Support
  11. 1. Understanding Career Development 2. Assessing yourselves and Exploring Options through MYMAP 3. Discussing with Managers 4. Formulating Development Plan through Managing Performance Online Tool 5. Evaluating Progress  HREC 8th Annual Talent Management & Leadership Dev
  13. 2. ASSESSING YOURSELVES Psychometric Test Assessment Workbook Development Plan
  14. EXPLORING OPTIONS 探索选项 :  Lateral or Vertical Move
  15. HREC 8th Annual Talent Management & Leadership Dev
  16. Development Goals for Current Role Development Goal Description: Related Skill(s): Development Action: Requested Support:
  17. Development Goals for Future Role Development Goal Description: Related Skill(s): Development Action: Requested Support: FUTURE PERSONAL DEVELOPMENT PLAN (30%-40%)
  18.  Monthly, Quarterly or Half Yearly
  19. Employee Owned Management Support
  20. COACH/MANAGER Support and opportunities
  21.  Employee  Supervisor Roles and Responsibilities of the Employees Organization Employee's Role Ensure an updated development plan; implement plan Seek coaching and feedback Volunteer for challenging assignments that support growth needs in development plan Participate in training, and apply and practice what you learn; share your learnings with others Meet with your manager periodically to discuss career Development
  22.  Employee  Supervisor HREC 8th Annual Talent Management & Leadership Dev Managers’ Support Organization Manager's Role Encourage employees to have an updated development plan; periodically review plan with employee Be skilled in providing coaching and feedback Be aware of each employee's development areas; offer pertinent developmental assignments Know what your employees are learning in trainings that they attend; find ways to reinforce these new skills and concepts Be available to meet with employees periodically regarding their career development
  23.  Employee  Supervisor HREC 8th Annual Talent Management & Leadership Dev Structure and Systems Organization Organization’s Role Provide ways to create and track development plans Provide opportunities for employees to build their coaching and feedback skills Create processes and procedures for job rotations, and support cross- functional projects Provide relevant learning and development opportunities based on collective needs Encourage and support career development
  24. 经理实施职业发展 HREC 8th Annual Talent Management & Leadership Dev
  25. Planning Worksheet For career Development Conversations
  26. A. Interests and Values  What are the your employee’s professional interests? What types of projects does he or she enjoy? B. Skills: Strengths and Gaps  What are the employee’s top five skills?  What two or three skills does the employee need to learn in order to grow in his or her current job, advance to the next level, or seek a new job?
  27. C. Performance and Potential  Is this employee currently performing up to his or her potential? If not, what do you think is preventing him or her from achieving better results?  Does this employee have an interest in taking on more responsibility? D. Opportunities and Next Steps Do opportunities exist within your group and/or the company for this employee to advance?
  28. STEP 1: Prepare准备  Schedule the meeting when you can be free of interruptions  Ask your employee to prepare for the meeting by completing the Career Development Planning workbook  Complete the Development Conversation Planning Worksheet
  29. STEP 2: Opening  Identify what the employee needs from you during this discussion:  Build Rapport  Support the employee to lead the discussion.
  30. Step 3: Explore  Ask about the employee’s perceptions of his/her strengths & weakness (What does he/she enjoy doing? What tasks are difficult?)  Clarify the employee’s career goals (Where does he/she want to be in 3-5 years?)  What roles does he/she want to play on the team today?
  31.  STEP 3: Explore  Review each goal on the employee’s development plan:  Identify what the employee perceives are his or her: 2 Strengths, 1 Weakness 1 Potential  Adjustments to development goals.  Identify specific activities that will help him/her develop in this area.  Discuss any support he/she needs from you
  32. STEP 4: Agree  Set agreements on how development progress will be tracked  Set a date to finalize the Development Plan in the Online Tool  Schedule your next development conversation. (one per quarter)  Review your Action Plan on a regular basis (monthly) to ensure you effectively support employee development
  33. 50 Gather & understand existing state of job roles & any deltas between theoretical roles & reality. Analysis Apr 11 – May 6 4 Weeks Gather & understand existing stakeholders and impacts Deploy the career path framework to a pilot group in PayPal Ops. Monitor the pilot and collect/apply learnings prior to full rollout. Sept 12 – Oct 9 4 Weeks Deploy the pilot; deliver communications and learning to support; measure progress CORECHANGE COMPLETE Standardize the job roles and design a framework based on those standardized roles. Design May 9 – Jun 17 6 Weeks Create draft communications plan and Change Tactical Plan COMPLETE Develop a framework that details potential movement between job roles and the recommended interventions to prepare for movement. Build Jun 6 – Aug 28 9 Weeks Implement communications plan; develop learning support materials; continue progress on tactical plan COMPLETE November 4 weeks Pilot: NA/EU Pilot: APAC Deploy the career path framework to a pilot gr in PayPal Ops. Monito the pilot and collect/ap learnings prior to full rollout. Deploy the pilot; delive communications and learning to support; measure progress
  34. 51 • Compilation of current PayPal Ops job roles and associated skills & competencies • Analysis summary of existing PayPal Ops job roles, and corresponding skills and competencies Analysis Apr 11 – May 6 4 Weeks • Interviews with over 120 individuals conducted over 5 weeks • Over 75 hours of side by sides/interviews completed • 134 job descriptions collected • 70 distinct job-roles evaluated OUTPUTACCOMPLISHMENTS COMPLETE Design May 9 – Jun 17 6 Weeks COMPLETE • Standardized job description (JD) format that has been reviewed by Talent Acquisition, Core Team, Compensation, and Legal • A standardized set of JDs created for all roles level 26 and below within CS, Risk, FS, and Merchant (Business Support only) • Business Validated Standardized Libraries for CS, Risk, FS, and Merchant (Business Support only) that have been reviewed by Legal, Compensation, Core Team members and business peers • Design of MyMap (visual representation of job/job family structure) • Standardization, consolidation, clarification, and in some instances expansion of job descriptions to approximately 80 unique job descriptions
  35. 52 Functional and Cross- functional Role Progression Internal Progression Competency based Interviewing & Standard Job Descriptions External Recruiting Standard Job Descriptions, Consistent posting process, & Business process to create and update job descriptions Job Library Facilitate top talent placements Talent Development Robust development and career conversations Coaching • Connects to Training Academies and Mgmt Curriculum • Provides transparent roles, skills and competencies • Allows for self directed exploration Professional Development
  36. Co-develop with Accenture HREC 8th Annual Talent Management & Leadership Dev
  37.  INTERACTIVE AND EXPERIENTIAL LEARNING IN 4 PARTS 1. Leading the Mindset Change on Career Progression (45 mins) 1. Identify current perspective 2. Manage individual expectations 3. Enabling vs. Owning Progression & Growth – the People Manager’s Challenge 2. Team Huddle/Stand Up & Team Learning (1.5 hours) 1. 30 mins – The Huddle / The Stand Up (Communication) 2. 30 mins – The Team Learning (Education) 3. 30 mins – The Questions (FAQs – Building Understanding) 3. Integrating the Career Models as a People Manager (1.5 hours) 1. During Hiring (External & Internal) – Talent Acquisition changes and using the new Job Descriptions 2. Supporting Development Conversations 3. Non-Exempt Progression – the process and how to assess against criteria 4. Your Role During Pilot/Deployment (15 mins) The People Manager’s Action Plan for the first 30 days
  38. • Have you completed your training as a Coach? • Have you a scheduled development conversations? • Before the 1:1 – review the individual’s plan. • Reflect on your last session. • Has the teammate reviewed the MyMap portal • Refer to the skills and experience sections during the session as appropriate. • Reference 70/20/10 – put that into context for the individual – make it real • Does the plan in ManagingPerformance tool reflect the conversations and resulting in action? 8/26/2018MyMap - Education for People Managers 57
  39. 8/26/2018MyMap - Education for People Managers 58
  40. What challenges did you face and how you overcame such?  Summarize the global job description,  collection of success stories  The involvement of leadership team in supporting of the initiatives  Employee initiative – managers still need to champion it What common pitfalls you think audience should avoid?  Focus on the key business groups  Support with the one on one meeting structure
  41. What unique insights that you think many organisations have not been well aware of?  Clarity is power: Transparent of the JD, requirements  Willingness of the HOD to support career movement 2 years, Alibaba, culture
  42.  Career Development Process for Employees  Implementation of Career Development by Corporate  Planning of Career Development by Corporate HREC 8th Annual Talent Management & Leadership Dev