This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
How Leading Companies Deliver Value with People Analytics
WEBINAR: “The Employee Career Experience” with Anne Fulton
1. talent chasm
Crossing the
Designing an employee career
experience across the talent lifecycle
Anne Fulton
CEO & Co-Founder
Tom Gross
North America Regional Vice
Presient
2. Executives predict at least 1 in 5 roles in
organization will cease to exist by 2022…
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )
3. …but only 55% of HR leaders are confident
in their company’s ability to re-skill
displaced workers.
Workforce needs are changing
C R E D I T : M E R C E R ( TA L E N T T R E N D S , 2 0 1 8 )
4. globally believe the biggest challenge their
organization faces in meeting their strategic
objectives is having a sufficiently agile workforce
80% of CEO’s
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )
5. globally believe their organization has
insufficient talent resources to meet
strategic business objectives
40% of HR practitioners
C R E D I T : H A R VA R D B U S I N E S S R E V I E W ( 2 0 1 5 )
6. 6
Does your organization have
sufficient talent to meet your
strategic goals in 3 years time?
A QUESTION FOR YOU
7. 78% of employees said they would stay
longer with their current employer if they
knew what their career path could look like
Retention of high-value talent
C R E D I T : M E R C E R ( E M P L O Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )
8. Employees who are more energized at work
are more than twice as likely to have clarity
around promotion opportunities and have
bosses that coach and develop them
Create clarity and commitment
C R E D I T : M E R C E R ( E M P L O Y E E V I E W S O N M O V I N G U P V S M O V I N G O N , 2 0 1 5 )
9. C R E D I T : F U E L 5 0 ( C A R E E R E N A B L E M E N T B E S T P R AC T I C E S , 2 0 1 7 )
Having sufficient talent to meet strategic
needs through integrated career
development was associated with 70%
improved performance on key business
outcomes including engagement, voluntary
turnover, and revenue per employee.
40%
10. C R E D I T : B E R S I N B Y D E L O I T T E
Forcing career models into disruption
Organizational readiness to
manage careers dropped by
32% from 2017 to 2018
32%
11. 11
How ready is your business to
deliver a clear career proposition
to your people that supports
workforce agility?
A QUESTION FOR YOU
13. The talent wars are over, and
talent won
C R E D I T : R O B I N E R I C K S O N ( P H D, H E A D O F TA L E N T & E N G AG E M E N T R E S E A R C H , B E R S I N B Y D E L O I T T E )
AT F U E L 5 0 S H A R K TA N K L U N C H E O N I N L A S V E G A S ( O C TO B E R , 2 0 1 5 )
14. of companies are
redesigning (or
planning to redesign)
their career model
61%
of companies
expect careers to
last 10 years or less
60%
of companies
expect careers to
last 5 years or less
31%
S O U R C E : B E R S I N B Y D E L O I T T E
Forcing career models into disruption
16. Career pathing across
Career pathing is
about profitable
growth, both for
the business and
the individual.
THE CAREER DEVELOPMENT
WHEEL, FUEL50 (2016)
the talent lifecycle
17. S O U R C E : F U E L 5 0 ( C A R E E R AG I L I T Y & E N G AG E M E N T R E S E A R C H , 2 0 1 5 )
Career partnerships
32%
Wantto accelerate
theircareers or
dialup
35%
Wantmore work
responsibilities
75%
Woulduse personal
timetofurther their
career and takeon
additionallearning
thatwouldbenefit
thematwork
19. 19
Crafting personalized work proposals based on individual
career preferences and organizational needs to maximize
both current performance and long-term goal alignment.
This ensures an agile workforce that can be readily
reshaped in response to evolving market conditions.
1
What is career pathing?
Introduction: Career pathing
across thetalentlifecycle
20. 20
Introduction: Career pathing
across thetalentlifecycle
1
Career pathing is the employee experience
Having sufficient talent to meet strategic needs through
integrated employee career experience was associated with
70% improved performance on key business outcomes
including engagement, voluntary turnover, and revenue
per employee.
21. talent chasm
Crossing the
2 RECRUITING
Career pathways as a critical piece
of your talent attraction strategy
22. 22
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Select, empower and deploy a group
of people selected for their skills and
ability to exceed customer needs and
meet future talent gaps.
24. 24
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations in which employee referrals were
common were 45% more satisfied with the quality of
their hires, whereas organizations who used external
recruiting services were 10% less likely to be satisfied.
25. 25
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations who promoted internally
were 32% more likely to be satisfied with the
quality of their new hires.
26. 26
In your opinion, who generally makes
a better hire for your business, an:
Internal Candidate?
External Candidate?
A QUESTION FOR YOU
27. 28
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Organizations who supported more junior
candidates to acquire the skills necessary to
‘step up’ reported 50% better overall
recruitment metrics.
28. 29
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
31. 32
Onboarding:Career pathing
tofast-track productivity
3
During onboarding, it is essential for both parties to
set positive expectations by promoting their ‘best
selves’, as well as checking that the expectations set
during the selection process are adequately fulfilled
through quality career conversations.
32. 17%
“Our onboarding procedures provide new hires with the
opportunity to share their strengths, values and desired
contributions with their team.”
8%
8%
49%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
17%
33. 34
Recruiting: Career pathways asacritical
pieceofyour talentattractionstrategy
2
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
36. 37
Current practice
TRADITONALPERFORMANCEMANAGEMENT
VS
Next-gen / Fuel50
NEXT-GENPERFORMANCE
Top-down process
automation
Focus backwards
Promotes vertical-growth
thinking
Annual or quarterly at best
Self-directed growth and
development
Focus forward – future growth
Promotes lateral-growth
thinking
Continues career growth
37. Performance record remains the most
common method (63%), followed by a
competencies framework (54%)
63%
Identifying potential
38. 18%
“The manager and team members prioritize the top
three performance and learning outcomes together.”
8%
32%
41%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
40. Making stronger efforts to link the individual
role to the company direction and goals20%
Using staffmembers strengths to mentor staff
who require development of targeted skills20%
Measuring readiness and
interest to learn20%
Respondents are currently innovatingtheir approach to
performance management by…
41. 42
What mentoring support do you provide your employees?
• Employees can find their own mentors
• We have a formal program available for talent
• We have a formal program available for all
• We have a mentoring portal
• We have reverse mentoring available
• We facilitate transactional coaching and mentoring
for specific skill needs
A QUESTION FOR YOU
43. 44
Talents-based career pathing
Fuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”
44. 45
Performance
Passion
I’d like to do this less
Oral Communication
Fostering Teamwork
Strategic Thinking
Forward Thinking
Results Orientation
MASTERY
Fostering Teamwork
Strategic Thinking
Forward Thinking
Decisiveness
Results Orientation
PROFESSIONAL
CONTRIBUTOR
Neutral Talents I’d like to advance it I enjoy doing this
Conceptual Thinking
Establishing Focus
Building Collaborative
Relationships
Influencing Others
Developing Others
Written Communication
Fostering Innovation
Stress Management
Entrepreneurial
Orientation
Analytical Thinking
Customer Orientation
Thoroughness
Attention to
Communication
Developing Others
Managing Change
Initiative
Personal Credibility
Self Confidence
Strategic Planning
Interpersonal Awareness
Technical Expertise
Providing Motivational
Support
Diagnostic Information
Gathering
Self Confidence
Flexibility
45. 46
towards aligning work tasks
with employee talents results in
increased engagement levels
Every small change
46. 47
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Performing:Career development redefines
theperformance conversation
4
49. 50
Developing: Buildingsustainableadvantage
through talentbench strength
5
In an agile career world, you need people who have
broader more diversified capabilities, while also having
the opportunity to maintain their connection to a specific
area of expertise and competency as they move up
towards higher levels of contribution.
50. 51
Developing: Buildingsustainableadvantage
through talentbench strength
5
Our research shows that on-the-job development
opportunities, such as lateral moves, increase
engagement by up to 30%.
C R E D I T : F U E L 5 0 ( C A R E E R E N G AG E M E N T B E N C H M A R K I N G R E S E A R C H , 2 0 1 7 )
51. 52
How well does your business
support lateral moves?
• Very well
• Pretty well
• A bit ‘hit and miss’ / could do better
• We really need to work on this
A QUESTION FOR YOU
52. 53
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Developing: Buildingsustainableadvantage
through talentbench strength
5
53. talent chasm
Crossing the
6 INTERNAL TALENT MOBILITY
Improving career agility, retention, and succession planning
54. Only 9% of organizations were
satisfied with the quality of talent
in their leadership pipeline
9%
55. 18%
“Our systems take account of expressed individual
preference during workforce planningdecisions and
when deciding on lateral placements…”
18%
18%
36%
S T R O N G LY AG R E E
S O M E W H AT A G R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
9%
56. “Lateral career moves are an integral
part of our talent strategy…”
10%
30%
60%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
57. 58
Internal Talent Mobility: Improvingcareer
agility,retention, andsuccession planning
6
By placing your up-and-coming leaders in situations
that provide the right degree of ‘stretch’ you also have
the opportunity to observe their resiliency, how they
react to stress, thus identifying potential derailers
before they become problematic.
58. 59
How easily can your employees find
stretch assignments?
• Very easily, we have a talent
exchange mechanism
• Reasonably easy, but generally
manager or HR facilitated
• Not easily, this is a bit ‘hit and miss’
A QUESTION FOR YOU
60. “Managers are aware of the career intentions of their
team so they are able to prevent sudden flight…”
28%
9%
9%
54%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
61. 62
Do your managers provide ‘stay interviews?’
• Yes, consistently and confidently
• A bit variable across our business
• Very infrequently or inconsistently
A QUESTION FOR YOU
62. “Gradual offboarding via flexible work practices and reduced hours
are accepted practice to retain critical skills as long as possible…”
36%
36%
9%
29%
S T R O N G LY AG R E E
S O M E W H AT AG R E E
N E U T R A L
S O M E W H AT D I S AG R E E
S T R O N G LY D I S AG R E E
63. Only 18% of respondents remained in
contact with their alumni network18%
64. of respondents were failing to leverage
their power of their alumni for know-
how and referrals
78%
65. of respondents could achieve improvements in their offboarding experience
by personalizing work arrangements to retain criticalskills as long as possible72%
of respondents arefailing to capitalize on the potential of the off-boarding phase
to on-board their new hire and provide mentoring experience for departing staff67%
Only 18% of respondents remained in
contact with their alumni network18%
of respondents were failing to leverage their power
of their alumni for know-how and referrals78%
66. 67
Internal Talent Mobility: Improvingcareer
agility,retention, andsuccession planning
6
Employee referrals / alumni network was rated
as the most effective recruitment strategy
by 40% of respondents.
67. 68
Talent management’s new frontier
Recruiting Onboarding Performing Developing Mobility Alumni
Career pathing
Career pathing is
Developing: Buildingsustainableadvantage
through talentbench strength
5
68. talent chasm
Crossing the
7 CROSSING THE
TALENT CHASM
What does a best-in-class employee
career experience need to look like?
69. 70
Career enablement ‘best in class’ organizations
• Internal recruiting
• Lateral moves
• Engagement
• Reduced recruitment costs
• Sufficient internal talent
• Ability to fill key role
• Voluntary attrition
• Absenteeism
• Revenue growth per
employee (r=.258**)
• Overall revenue growth
(r=.321**)
r=.22* r=.421** r=.322**
r=.486** r=.367**
HR processes HR outcomes ROI
*correlation is significant at a confidence level of .05 **correlation is significant at a confidence level of .01
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Career enablement drives business outcomes
70. 71
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Career development
effectiveness gives you a more
than 20% greater chance to…
Increase internal recruitment
Decrease unwanted absenteeism
and unwanted departures
Fill mission-critical jobs more quickly
Increase rev / fte
71. 72
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Our best-in-class practices…
1. Invest in talent mobility
2. Build an agile career development mindset
3. Enable careers at all levels
4. Empower managers to become
career champions
5. Build leader coaching capability
6. Increase visibility of workforce
talents and career paths
Get your copy at
go.fuel50.com/bnch
72. 74
The talent exchange marketplace
Recruiting Onboarding Performance Learning Succession Planning
Bring career frameworks to life – personalized, interactive, and gamified!
Career pathing is…
Crossing the Talent Chasm: Whatdoes abest-in-class
employee career experience look like?
7
Fuel50
73. 75
The Career
1 . A T T R A C T I O N
6 . S T A Y A G I L E
3 .
PATHING
7 . S T A Y , L E A V E , C O M E B A C K5 . P E R F O R M A N C E
4 . G R O W I N R O L E
Experience
Why would I
join?
A personalized
career value
proposition
FuelValues
Is this the
right fit for
me?
FuelValues
How can I
grow my
career here?
Fuel
Pathways –
pre hire fit
and visibility
to future path
Custom
Career Value
Propositions
Review
Values Fit
TalentFit
Team Fit
Values &
Purpose
Alignment
Toolkits
FuelPathing
Find my future
role
FuelChat
Get live real-
time career
advice
FuelGoals
Create my
Learning
Growth Map
FuelFit
Check my Fit
& Gaps for
Aspirational
Roles
FuelCoach
Find a
coach
FuelMentor
Mentor
matching
FuelGig
Find a
Learning
Gig
FuelGig
Experience
Marketplace
FuelGig
Find a
Stretch
Assignment
Fuel
Feedback
Get 360
feedback
FuelTeams
Performance
Conversation
Tools
FuelCoaching
Team Insight
and Coaching
Tools
FuelAgility
For Talent
Mobility
FuelGig
For agile
teaming
FuelRetention
Retention Risk
Indicator
FuelLeaders
Targeted Stay
Conversations
FuelGig
Find External
Secondments
Alumni Career Portal
Keep my talents live,
searchable and
marketable to the
business
Map with Fuel50
2 . O N B O A R D
& A L I G N
75. Join us for our upcoming panel discussion
Technology disruption in the HR space
FEATURING
Wednesday, June 6th at 1pm EDT
Jay Porter
V I C E P R E S I D E N T
A S S O C I A T E D I G I T A L C O N N E C T I O N S
Christopher Rotolo,Ph.D.
V I C E P R E S I D E N T
E N T E R P R I S E O R G A N I Z A T I O N A L D E V E L O P M E N T
Dom Boon
V I C E P R E S I D E N T , P E O P L E
L I B E R T Y G L O B A L
76. THANKS FOR YOUR TIMELET’S CONNECT
@Fuel50pathing
go.fuel50.com/li
fb.com/CareerEngagement
Get your copy at
fuel50.com/book
anne@fuel50.com
go.fuel50.com/anne
www.fuel50.com