agile career development - how can we help organisations and employees adapt their career...
TRANSCRIPT
Agile Career Development
What do we mean by “Agile”?
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WHY WE NEED AGILE CAREER DEVELOPMENT
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6 GLOBAL MEGATRENDS
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"Learning is not compulsory but neither is survival“
W. Edwards Deming
1. Changing Demographics
2. Globalisation & Future Markets
3. Individualism
4. Environmental Crisis
5. Technology Convergence & Innovation
6. Sharing Global Responsibility
Did you know…? Did you know? Shift happens…
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Changing Marketplace
Changing Organisations
Changing Skills,
Competencies and
Capabilities
Changing Careers
Traditional Career Development
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Agile Career Development
Volatile Uncertain Complex Ambiguous
Discussion
• If an organisation had an agile approach to career development, how would you know? What would be the signs?
• What would managers notice? • What would employees notice?
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WHAT ARE THE COMPONENTS OF AGILITY?
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Agility: It rhymes with stability
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HOW DO WE MAKE CAREER DEVELOPMENT MORE AGILE?
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Partnership between the organisation, managers and employees
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Company Business
Strategy & Goals
Career Opportunities
in the Company
Personal Goals &
Aspirations
What should organisations do? Lessons from IBM
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Components of IBM’s approach to Career Development
• Stable – Career Development Framework
• Dynamic – organisational differences, learning style differences, employee needs, changing company strategy
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Career Development Framework
• Competencies – needed by all employees
• Skills—specific to job roles • Capabilities— combination of applied
knowledge, skills, abilities, and on-the-job experiences
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IBM Competencies (at some point)
• Embrace challenge • Partner for clients’
Success • Collaborate globally • Act with a systemic
perspective • Build mutual trust
• Influence through expertise
• Continuously transform
• Communicate for impact
• Help IBMers succeed
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IBM Skills (Expertise taxonomy)
• Provides standard framework and single set of terms
• “Housed” in large database that identifies job roles and associated skills
• Provides foundation for all HR processes
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IBM Capabilities
• Based on a multitude of experiences that IBM must deliver to enable client success
• Rely on a combination of applied knowledge, skills, abilities, and on-the-job experiences
• 5 levels of proficiency (“Entry” to “Thought Leader”)
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Examples of two career paths
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IBM’s Career Development Process
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What should employees do? My Leadership Dashboard
Components of the Leadership Dashboard
• Stable – The Golden Circle • Dynamic – 4Ps (People, Performance,
Projects, Professional Development)
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Why
How
What
The Golden Circle
Why
How
What
WHAT Every organization knows WHAT
they do. These are the products or services they sell. For an individual,
it is their job title or roles.
HOW Some organizations and individuals know HOW they do IT. These are the things that make them special
or set them apart from the competition
WHY
Very few people and organizations know WHY they do what they do. Why is not about making money. That’s a result. WHY is a purpose,
cause or belief.
Why
How
What
Clarity of WHY Discipline of HOW Consistency of WHAT
Leadership Dashboard
Why
How
What
People Performance
Professional Development Projects
What are your key objectives for the next 12-18 months?
What are the 3 or 4 most important and challenging areas of your role in fully achieving your objectives?
How do you fit into the organization? Who do you report to? How big is your team? Other key stakeholders?
What would it be most important for you to get better at, to significantly improve performance in these areas?
Discussion
• What role can Career Coaches play in helping organisations and employees develop a more agile approach to career development?