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Mission Critical Career Paths. Mapping the career journey for your most critical roles. Mission critical career paths. We need to ensure that companies are developing the right capabilities for their most critical jobs to meet their future demands of sustainable , profitable growth.

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mission critical career paths

Mission Critical Career Paths

Mapping the career journey for your most critical roles

mission critical career paths1
Mission critical career paths

We need to ensure that companies are developing the right capabilities for their most critical jobs to meet their future demands ofsustainable, profitable growth

mission critical career paths2
Mission critical career paths

Many organisations are developing their future leaders in a vacuum,, lacking a clear understanding of theroles leaders are destined for and the experiences they will need to ensure they are ready when they get there

are organizations getting the leaders they need
Are organizations getting the leaders they need?

17%

>13%

of US and UK companies have formalized career paths for the majority of their employees*

of US and UK companies give themselves high ratings when it comes to managing their future talent*

Source: *Boursin and Associates Factbook, 2009

where career pathing fits into talent management
Where career pathing fits into talent management
  • Infrastructure for growth and information

Outsourcing

or contract

Workers

Total

rewards

Talent

sourcing

Succession

planning

Mission

Critical

Career

paths

Selection and

onboarding

Workforce

analytics

Leadership

and talent

development

Employee

engagement

Organizational

competencies

Workforce

planning/

role definition

Candidate

assessment

Performance

management

traditional supply driven talent management
Traditional “supply-driven” talent management
  • Having a pool of highly rated people doesn’t answer the question: “What are they “goodfor?”

Performance

Potential

demand driven talent management starts with future role requirements
Demand-driven talent management starts with future role requirements

1. Demand

Understand the current and future organizational needs in terms of specific mission critical roles – identify destination roles

3. High potential development

Ready people for these specific roles

ASSESS AND MANAGE THE GAPS

2. Supply

Assess the capabilities of current and future leaders to assume destination roles

demand driven talent management includes defining how
Demand-driven talent management includes defining how …
  • Future business will evolve
  • Business direction shapes operating requirements and resulting organizational structure
  • Structure shapes role/position demands
  • Position demands inform talent requirements for key positions
  • Candidates fit (or not) to position demands (i.e., risk)
  • Development can mitigate risk of placement and build long-term capability
defining our terms
Defining our terms
  • Comprehensive career development programs illuminate the path forward and provide career path options to all staff members

But, this is not what we are talking about today

defining our terms1
Defining our terms
  • Mission critical career paths focus like a laser beam on:
the destination role
The destination role

The lens throughwhich you need tolook in identifying appropriate experiences for your most high potential employees

definition of a destination role
Definition of a destination role

Critical to the operating model and strategy

Multi-incumbent

Relatively stable

Attractive/ has status

Platform for further growth

There should be sufficient opportunity for people to get such a job

There has to be a realistic expectation that the job will still exist in several years’ time when people see that they will be ready for it

They must be the kind of jobs that people would actually want to do

It might be a direct feed to another destination role, or it could be at the intersection of multiple career paths and be an effective transition point

Destination roles are defined as key to delivering the strategy and operating model; it is a job where you cannot afford to have a gap or accept someone who is in development mode for a lengthy period of time

destination roles are shaped by strategic needs of the business
Destination roles are shaped by strategic needs of the business

Market demands

Varying organizational and leadership implications

development process
Development process

Identify feeder and destination roles

Define demands for destination and feeder roles

Identify critical competencies, capabilities and development experiences

Career paths for destination roles

Create development tools

[PHASE 1]

[PHASE 2]

[PHASE 3]

[PHASE 4]

[PHASE 5]

career path process phase 4
Career path process – Phase 4

Identify feeder and destination roles

Define demands for destination and feeder roles

Identify critical competencies, capabilities and development experiences

Career paths for mission critical roles

Create development tools

Enterprise Executive

Functional Executive

Destination role

Manager of Managers

Proximity to front line

Leadership scope typically increases

Levels of work

Manager/ Senior Specialist

Supervisor/ Individual Contributor

Feeder role

career path process phase 5
Career path process – Phase 5

Identify feeder and destination roles

Define demands for destination and feeder roles

Identify critical competencies, capabilities and development experiences

Career paths for mission critical roles

Create development tools

illustrative career path
Illustrative career path

Senior executive manufacturing

Applications engineer

Business intelligence

General manager

Senior program manager

Plant leader

Customer support manager

Market research

Segment line leader

VPGM product segment

Marketing communications manager

Contracting

Director

what the process delivers
What the process delivers
  • Greater discipline and focus to the development of high potentials by ensuring limited resources are spent on developing the right skills needed now and in the future for the organisation’s most critical jobs

A roadmap of career experiences that will ensure high potentials arrive at their destination roles with the capabilities they need to succeed

Key ‘destination roles’ that are most critical to achieving your organisation’s business strategy

01

02

03

  • Growth and development experiences tailored to the unique needs that each high potential brings
  • Identified feeder roles (or typical backgrounds) and critical development experiences so that the planning can begin earlier in a career, and ease the transition to new roles
  • Career ‘accelerants’ – experiences most likely to rapidly develop capabilities to meet future needs and an understanding of key risks to manage at each transition point

05

06

04