Career management, much like performance management, is undergoing a transformation. At one time, both were distinct, separate activities a part from the regular rhythm of the business; now they’re becoming a part of an organization’s ongoing practices. A number of drivers are causing companies to re-think their approach and enable greater internal talent mobility: To win the war for talent, employees are a critical asset to retain To maintain a competitive market position, cost containment and nimbleness are critical and can both be achieved through increased retention rates To motivate and engage employees in today’s flattened corporate hierarchies, it is important to show them a future path Responding to the strategic motivators above requires a collaborative and integrated approach that aligns the career aspirations of employees with the company’s strategic needs. In this webinar, we will share how to: Create a formula for talent mobility within your company Make mobility work, using a practical case study example as a guide Enable career management within your talent management system

1. Inspire & Retain Employees
through Career Management
November 15, 2016

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Question to audience
Tell us why you’re interested in the topic of career management!
To participate, please type your answers into the Q&A portion and click ‘Submit’

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What we have planned for today
• Career ‘ownership’
• Internal mobility
• Low-hanging fruit
• A ‘Dunrite’ example
• 3 “must do” actions

4. Ownership: HR or the employee?

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Who owns career management: HR or employee?
"Lifelong, self-monitored process of career
planning that involves choosing and
setting personal goals, and formulating
strategies for achieving them.”
Source: businessdictionary.com

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An opportunity for the taking!
70%
US workers are
not engaged
Source: Gallop Polls , Spring 2016
93%
Millennials left
employer to change
roles

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Contribution
Satisfaction
Driving outcomes
Increased
Engagement
Increased
Productivity
Improved
Business Outcomes

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The key principles of GREAT performance:
1. Great leaders
2. Focus on outcomes
3. Provide feedback and recognize success
4. Continuous growth and development
5. Keep talking!
Performance management & career management

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The importance of continuous growth & development
Source: Bersin by Deloitte 2015
64%
Employees would like
more focus on
developmentLower turnover 2x median revenue

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Continuous growth & development
PERSONAL
GOALS/NEEDS
GROUP
GOALS/NEEDS
ORGANIZATION
GOALS/NEEDS
What is the desired
outcome?
What does the
individual team need
to do to support the
outcomes?
How do we need to
develop our employees to
achieve this goal?
Source: DDI

11. Internal Mobility

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What are we proposing, exactly?
“Internal mobility” (a.k.a. mobility and
talent mobility) is a dynamic internal
process for moving talent from role to
role – at the leadership, professional and
operational levels.”
Source: Bersin by Deloitte

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Today and tomorrow
Building the capabilities of people who are meeting or exceeding job
expectations to ensure success in their current role and to prepare them for
future opportunities.

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• Annual goals
• Mobility
• Career aspirations
• Values
• Strategic initiatives
• Desired business outcomes
• Mission
• Vision
A formula for talent mobility (Bersin by Deloitte)
• Desired competencies
(knowledge, behavior,
skills)
• Open positions &
opportunities
• Development needs
• Strengths
Strategic
Competencies
Development Planning Performance ManagementWorkforce Planning
Succession
Management
Career Management

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Question to audience
Have you seen this Internal Talent Mobility Formula before? Thoughts?
To participate, please type your answers into the Q&A portion and click ‘Submit’

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The importance of supporting internal mobility?

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Talent mobility is integral to the employee experience
Attract PerformIntegrate Retain Transition
Ongoing coaching and feedback

18. Tactics that enable a talent mobility model
Position and
Profiles
Branding
Metrics
Tools &
Technology
Outsourcing
Recruiting Culture
Orientation
Onboarding
Asking for feedback
Talent View
Myers Briggs
Online training
Instructor-led
Self-study
Industry reading
Webinars
On-the-job
assignment
Making mistakes
Asking questions
360 Feedback
Career Portal
Learning Paths
1:1 Feedback
Development Plans
Coaching
Observation
Job Shadowing
MOOCs
TAP
1:1 Feedback
Observe others
Talent Profile
Development
Plans
Networking
Cross-functional
assignments
Job rotation
TAP
Succession
360 Feedback
Mentoring
Talent Pools
New job
assignment
Job Levels
ELP
SMELP
Ongoing coaching and feedback

19. Getting started

20. Tactics that enable a talent mobility model
Profiles
Branding
Metrics
Tools &
Technology
Outsourcing
Recruiting Culture
Orientation
Job Profiles
Onboarding
Asking for feedback
Talent View
Myers Briggs
Online training
Instructor-led
Self-study
Industry reading
Webinars
On-the-job
assignment
Making mistakes
Asking questions
360 Feedback
Career Portal
Learning Paths
1:1 Feedback
Development Plans
Coaching
Observation
Job Shadowing
MOOCs
TAP
1:1 Feedback
Observe others
Talent Profile
Development
Plans
Networking
Cross-functional
assignments
Job rotation
TAP
Succession
360 Feedback
Mentoring
Talent Pools
Job Levels
New job
assignment
ELP
SMELP
Ongoing coaching and feedback

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Talent profiles

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Job description profiles

24. Mentor program

25. A Dunrite Story

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27. Tactics that enable a talent mobility model
Profiles
Branding
Metrics
Tools &
Technology
Outsourcing
Recruiting Culture
Orientation
Job Profiles
Onboarding
Asking for feedback
Talent View
Myers Briggs
Online training
Instructor-led
Self-study
Industry reading
Webinars
On-the-job
assignment
Making mistakes
Asking questions
360 Feedback
Career Portal
Learning Paths
1:1 Feedback
Development Plans
Coaching
Observation
Job Shadowing
MOOCs
TAP
1:1 Feedback
Observe others
Talent Profile
Development
Plans
Networking
Cross-functional
assignments
Job rotation
TAP
Succession
360 Feedback
Mentoring
Talent Pools
Job Levels
New job
assignment
ELP
SMELP
Ongoing coaching and feedback

28. Copyright © 2016, Halogen Software Inc. All rights Reserved. Confidential.
Audience Poll
After viewing this Dunrite example, how do you feel?
• Confident that your company is already an internal mobility champion
• Inspired to try some of these tactics out at your company
• Intrigued and want to learn more about internal mobility
• More confused than ever

29. Three ‘Must Do’ Actions

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Step 1: Set clear goals
Identify 1-2 specific goals and tie them directly to
business targets and financial impact.
Key goals include:
• Improve employee engagement
• Retention of high potentials
• Lower hiring costs
• Build leadership

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Step 2: Be transparent
Translate your key goals into a policy. Publish and
communicate this policy to all employees and
managers.
Establish guidelines for:
• Internal sourcing
• Eligibility
• Process

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Step 3: Identify metrics that track back to goals
This step will help you know what data to produce.
Metrics that indicate success include:
• Total turnover, turnover costs
• Employee engagement
• Talent pools
• Talent readiness or bench strength
• Voluntary turnover among high-potentials

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Supporting corporate performance and longevity
Aligned & engaged workforce
Ongoing
Performance
10

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Audience Poll
Would you like more information on how modern performance solutions can
help your organization improve employee engagement, retention and
productivity?
• Yes
• No, thank you

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Questions?

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Thank you!
Hawley Kane
Product Manager
Halogen Software
hkane@halogensoftware.com
@Hawley
Julie Harrison
Product Marketing Manager
Halogen Software
jharrison@halogensoftware.com
@coffeewithJulie