Learning and career_development_philosophy_final_vers
- 1. Learning and Career Development Philosophy Presented by Terry Miller
- 2. Philosophy • Perspectives on Career Development • Gaps • Learning as a Cultural Element • Soft Skills and Learning Through Ancillary Activities • Tools and Processes • V2X • Execute, Access, Modify, Repeat
- 3. • Employees and Managers both have basic needs – Safety and security – Belonging – Self-esteem and self- actualization Maslow’s Basic Hierarchy of Needs
- 4. Seeing Eye to Eye• One key to a successful career development plan is to have employees and management share the same view of career development
- 5. What Constitutes a Successful Career Development Plan? When the belonging, self-esteem, and self- actualization needs of the employee are met The needs of the organization are fulfilled to help it obtain its success goals.
- 6. A Typical Employee View of Management Employee View of Management w/Trust
- 8. Gaps in Technical and Management Skill Sets • It is not uncommon for an employee successful in a single- contributor role to not be successful in a management role • This is especially true in IT and Engineering careers where “working alone” is often driven by the object-oriented nature of the work
- 9. How to Address Gaps • Determine leadership needs by accessing the goals of the organization and develop an inventory list of characteristics and competencies/skills for each position • Map that inventory list of characteristics and competencies/skills against each employee archetype • Develop barometers to give an indication of where gaps may exist for each employee • Determine career paths and training programs/processes to move the employee from current competencies/skills to needed competencies/skills and to fulfill the needs of the employee • Incorporate succession planning / make it part of the evolution
- 10. Career Paths?
- 11. The Google Way • Constant Expectation of Change • People-Centric Approach – Transparency – Access • 70–20–10 percent rule – 70 percent of employee’s time should be spent on core business – 20 percent on projects related to core and – 10 percent on projects not related to core business
- 12. Learning Hire the right people who are addicted to learning Encourage access to gurus and lateral mobility in positions Provide a many-to-many relationship between company needs and employee competencies/skills through both volunteer and guided instruction (soft rubrics)
- 13. Addressing Other Gaps • Soft skill development – Emotional IQ – Email Communications – Presentation design – Public and group speaking – Meeting facilitation skills – Conflict management – Nurturing objectivity perspectives Core Competencies - Assessing opportunities and threats -Technical skills
- 14. Tools and Processes • Intranet Community – Career Path Planning – Resume of individual – A place to keep most recent accomplishments – A place to list desired positions • Alternatives to Management Careers • Recognitions – Designations (Advisor, Fellow, etc) • Leadership Opportunities other than Core
- 15. V2X • Modification of employee evaluation process • Career paths for remote workers • Redefining jobs to outsourcing • Modification of the internship program to include pre- assessment • Participation in STEM education programs • Consideration of mid-career hiring – Creating mid-career hire profiles and deciding if those fit the company – Former client super users – Employees of competitors
- 16. 10Interview & plan Timeline 6,7 Assess and modify, cultural actives 1Data/Info gathering 5Launch 2 3 4 9 8 Interview & plan Leadership Assessment Review & Pilot V2X Data/Info gathering Leadership Assessment
- 17. Nobody’s Perfect – Constantly Reassess
- 18. References • The Basic Needs of Employees • The Google Model • The Training Design Cycle • Association of Talent Development
- 19. Learning and Career Development Philosophy Presented by Terry Miller