2. 2
Topic Agenda
Item Time
(min)
Introduction 2
The Professional Growth Challenge (Revisited) 5
Three “Best Practices” to Improve Professional
Growth:
- Job Crafting
- Job Shadowing
- Trends and Best Practices in L&D
20
Q&A 5
Norm Baillie-David, MBA, CMRP
SVP Engagement - TalentMap
Agenda
Matt Rakowski
Regional Sales Director
3. 3
15 years in business
7,000+ employee engagement surveys
since inception
1,000,000+ employees surveyed
500+ employee engagement surveys
annually
Only 1 Focus
TalentMap by the Numbers
4. 4
Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
6. Professional Growth the Single Most Important Engagement
Driver
6
Employee Engagement
Compensation Work Environment
Performance
Feedback
Professional
Growth
Work/Life Balance
Information and
Communication
Teamwork Inspire our People*
Change
Management*
Quality and Safety* Innovation Client Focus
Senior Leadership
Organizational
Vision
Immediate
Management
Survey Dimension
Relative
Weight
(Impact on
Engagement)
PROFESSIONAL
GROWTH
17.3%
INNOVATION 12.1%
SENIOR LEADERSHIP
TEAM
10.7%
ORGANIZATIONAL VISION 10.6%
TEAMWORK 10.4%
IMMEDIATE EXEMPT
SUPERVISOR
8.8%
WORK ENVIRONMENT 6.3%
CUSTOMER FOCUS 6.2%
INFORMATION &
COMMUNICATION
4.8%
COMPENSATION 4.6%
WORK/LIFE BALANCE 4.1%
PERFORMANCE
FEEDBACK
4.0%
7. +/- RECO
2011*
+/- TM
Benchmark
15
14
10
22
27
2
20
17
20
21
28
15
65
70
70
57
46
83
0% 20% 40% 60% 80% 100%
Overall Professional Growth
Most of my work is challenging.
At work, I have the opportunity to do
what I do best every day.
I have continuous opportunities to learn
and grow professionally.
My career aspirations can be achieved at
this organization.
I can make a positive impact at work.
% Frequency
Unfavourable Neutral Favourable
-2 -7
-1 -6
+2 0
-10 -11
+3 -9
-5 -7
PROFESSIONAL GROWTH (TYPICAL CLIENT EXAMPLE) 7
Data is rounded to the nearest whole number
* Number indicates % Favourable score
8. 4 Ways to Improve Professional Growth
(and increase engagement and retention)
8
Career Management
9. Career Management (vs. Performance Management)
9
Performance Management
Looks at the past…
Based on the employee’s current
position and skills
Focuses on Results & Competencies
Provides feedback - strengths and
weaknesses
Addresses problems/gaps and
identifies action plans for improvement
Involves 2-way dialogue (Manager –
Employee)
Career Management
Looks to the future…aspirational
Focuses on engaging employees with
their career goals for sustainable results
Focuses on the employee’s unique
strengths
Helps employees identify and realize
their career goals
Empowers the employee to find
solutions and answers to own his or
her career
Is a resource for collaboration and
progress
About understanding what the employee
means and his or her chosen career path
Creates a safe space for risk-taking
Source: Knightsbridge
12. • Changing the activities involved in your job
by taking on more or fewer tasks, expanding
or diminishing the scope of tasks, or altering
the way you perform tasks.
•Examples: An accountant creating a new method of filing
taxes to make her job less repetitive. Or a machine operator
volunteering to design a new logo or his company.
Task
Crafting
• Changing the extent or nature of your
interactions with other people.
•Examples: A computer technician offering help to co-workers
as a way to have more social connections. Or a financial
analyst communicating with clients using video conferencing
rather than just email.
Relationship
Crafting
• Changing the way you think about the
purpose of tasks, relationships, or the job as
a whole.
•Examples: A hospital cleaner seeing his work as a means to help
ill people rather than cleaning space. Or an insurance agent
viewing her job as “working to get people back on track after a
car accident” rather than “processing car insurance claims.”
Cognitive
Crafting
Job Crafting – the Concept
Job Crafting
17. Job Shadowing- Benefits
17
Staff and departments • It is an opportunity for self-development of the shadowee and often the host.
• It is an opportunity for hosts to share best practice.
• It is an excellent networking tool and can facilitate the breaking down of internal
barriers across the organisation.
• It can help to improve communication across departments, faculties and sites.
• It allows individuals to view the processes they are involved in from a different angle.
Shadower By engaging in job shadowing individuals will be able to:
• Gain insight into the roles and responsibilities of other members of staff and other
departments.
• Reflect and learn from the experiences of colleagues.
• See how other staff and teams work.
• See the bigger picture and understand more about how the organization functions.
• “Test out” possible career options.
Host For the individual being shadowed there is an opportunity to:
• Network with colleagues from different areas.
• Share your experiences with others.
• Learn from your shadowee.
• Review and reflect on your own area of work .
• Develop your coaching/mentoring skills.
Source: University of Cambridge http://www.ppd.admin.cam.ac.uk/career-development/job-shadowing
18. Job Shadowing Process
18
Step Process
1 Individual expresses an interest in shadowing a particular role/within a
specific department.
2 Initial discussion with line manager regarding aims/outcomes for job
shadowing. Line manager reviews and agrees as appropriate.
3 Individual contacts role holder(s) to request a job shadowing placement and
arrange a date(s).
4 Individual informs line manager of suggested date(s).
5 If the dates fit with the needs of the department, the line manager approves
dates.
6 Job shadowing takes place.
7 Individual reflects on the job shadowing placement with the host
8 Discussion with line manger regarding outcomes of job shadowing and next
steps
20. Driving Forces behind L&D Trends
20
ROI
Cost Pressures
Need for
Immediate
Behavior Change
21. Key Trends in L&D
21
More on-line/e-learning/Going Mobile
Understanding Social
Adaptive Learning
Aligning with Business Objectives
Measuring Effectiveness (Training ROI)
Increased on-the-job/skills training
Replacing “corporate trainers” with “experienced/former” employees
Personal coaching
Fewer classroom hours/more condensed classroom time
22. Event Format Topic/Location Date
Congrès 2016:
International
Francophone des
ressources humaines
Conference Palais des Congrès – Montréal September 8-9,
2016
HR Executive Technology
Conference
Conference
and Trade
Show
McCormick Place, Chicago IL October 4-7, 2016
People Analytics Summit
Canada
Conference Toronto, ON November 1, 2016
Canada’s Top Employer
Summit
Conference Four Seasons Hotel, Toronto ON November 14,
2016
UPCOMING TALENTMAP LEARNING SESSIONS
23. THANK YOU!
QUESTIONS AND DISCUSSION
23
Monica Helgoth
VP Engagement – TalentMap West
mhelgoth@talentmap.com
1-888-641-1113, x515
Norm Baillie-David
SVP Engagement
nbaillie-david@talentmap.com
1-888-641-1113, x504
FOR A COPY OF THE PPT OR RECORDING:
http://www.talentmap.com/webinar-past/
Louie Mosca
Director of Sales – TalentMap East
lmosca@talentmap.com
1-888-641-1113, x501
Matt Rakowski
Regional Sales Director
mrakowski@talentmap.com
1-888-641-1113, x509
Editor's Notes
Going Mobile. Mobile has transformed the way companies work, interact, and collaborate. With
global penetration rates skyrocketing, organizations that are not considering mobile in all areas
of HCM will have a difficult time competing for talent. Despite this reality, companies are still
slow to embrace mobile learning solutions. Only 10 percent of companies are using mobile
Webbased
learning solutions. Some 8 percent are using mobile learning apps, 5 percent
mobile performance Webbased
sites, and 4 percent are using mobile performance apps Most
companies recognize that mobile learning solutions can improve adoption, expand global
reach, and engage users better, but do not understand how to execute a mobile strategy.
Additionally, some organizations find it challenging to determine what options are available and
which providers to consider. Regardless of the barriers they are facing, organizations looking to
improve their learning functions will need to make mobile part of the equation and determine
what requirements they have in order to select a technology partner.
Understanding Social. Companies are quickly embracing social media tools, as well as
investing in social collaboration tools to better engage employees and foster a learning culture.
Although social has become mainstream, companies still lack the knowledge and insight
around how to use these tools for learning and development. Of the 59 percent of companies
using social for their learning strategies, only 24 percent say they are effective. One reason is
that companies are limited in the social tools they are using. Companies are using document
sharing, discussion forms, and blogs, but they aren’t generally using video or microblogs—
which our research shows are more effective—to improve their learning functions. Companies
must educate themselves on the value of social learning and invest in providers that offer
solutions that drive business outcomes.
Considering Adaptive Learning. Adaptive learning is a methodology that breaks traditional
models and allows employees to learn at their own pace. It has gained popularity with
educational institutions, referred to as “adaptive teaching,” where a teacher will gather
information on individual students to learn what they need to do to improve their learning. In the
workforce, adaptive learning is conducted similarly. Employees can be monitored individually
and in real time to determine what learning approach will best suit their needs. It has
advantages for younger generations entering the workforce that have expectations around
flexibility and interaction. Adaptive learning can be effective at improving efficiency, as well as
employee engagement and retention since it allows employees to build confidence and overall
expertise. Companies may want to consider breaking traditional learning methods by
introducing aspects of adaptive learning.
Aligning with Business Objectives. The learning of the past operated in silos where learning
professionals had little interaction or input from other areas of the business. The learning of the
future must be closely aligned to overall corporate strategies in order for companies to achieve
results. Any program or technology investment should involve input from business leaders to
ensure that learning is driving retention, engagement, and performance. For those companies
that did align learning and business priorities (48 percent), more than 70 percent were able to
improve company revenue.
Measuring Effectiveness. To determine if the learning strategy in place is driving business
outcomes, companies must find a way to consistently measure its effectiveness. Companies
should determine metrics in advance and include both business metrics and learning/HR
metrics. Currently, most companies are considering team encouragement, employee
engagement, and employee satisfaction over more concrete business metrics such as retention,
turnover, and revenue per fulltime
employee.