Career Planning Best Practice Detail
Objectives and Expectations • Examine current process efficiency, effectiveness, and structure • Understand current gaps to best practices, and service delivery model considerations through examination of Hackett Best Practices • Begin the development of a best practices scorecard
Best Practices Defined:A Hackett-Certified Practice is a proven technique that delivers measurable value • Aligns with strategy • Reduces costs • Improves productivity • Promotes timely execution • Enables better decision making • Leverages existing and exploits emerging technologies • Ensures acceptable levels of control and risk management • Optimizes skills/capabilities of the organization • Promotes collaboration across the extended enterprise Hackett’s Best Practices are certified when there is a correlation with world-class performance metrics
Best Practice Scorecard Strong Usage No Usage Applicable Yes Adoption of the best practice is in line with current/future business needs No Best practice does not fit the current business needs Coverage HighWidespread impact on the enterprise and/or significant value-add MediumImpacts multiple areas, value-add is significant but less relative to processes ranked as High Low Impacts a single area of has limited span of adoption throughout the enterprise Comments Statements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice
Career PlanningProcess Definition • Development of a program that provides and monitors advancement opportunities enabling employees to grow in ways which are aligned with company goals and personally meaningful • Development of mentoring programs which are effectively utilized across the whole organization
Career Planning Best Practices • Career planning is performed at all levels of the organization, resulting in career plans for all employees • Individual development plans are clearly and strategically aligned with corporate mission, goals and objectives • Key people skills that contribute to obtaining and sustaining a leadership position for the company have been identified and are reassessed annually • Clear career progression/career paths are defined • Specific training and development needs are defined and tied directly to current positions and career paths • Employees have direct access to training/qualification requirements for specific career paths/positions • Employees have easily accessible means to assess themselves against a detailed competency model, create individualized development plan, and access learning resources to bridge assessed gaps • Specific incentive and development plans are defined for key employees and individuals identified as “high potential”
Career Planning Best Practices • Potential successors are identified and tracked for all key positions • Potential successors have job and training goals aligned with the positions they are targeted for • HR facilitates Job rotation process as part of individual key development plans • Self-managed mentoring programs are available to all employees • Career planning and succession planning are tightly integrated
Performance ManagementProcess Definition • The development of an organization's structure and management practices to enable achievement of the company's strategies and goals. • Identification of development efforts needed to support changes in organization structure; e.g., "We think the future of the organization looks like this", ensuring the right people are in the right place at the right time. • Assisting senior management in determining optimal structures to support ongoing business needs and strategies
Performance Management Best Practices • Employee development and training needs evaluation is performed at least annually as part of the performance appraisal process. • Learning goals are incorporated into employee performance management programs and financial incentives. • Managers/supervisors are prompted via workflow to begin the performance appraisal process. • Online, secure, role-based access developed for viewing current and historical appraisal data by the employee and their management chain. • Organization objectives are cascaded down through the organization to business unit, team, and individual goals. • Performance objectives are based upon organizational role. • Employee goals and objectives are set annually at the beginning of the performance management process. • Managers discuss each employee's performance with them a minimum of two times per year.
Performance Management Best Practices • Online capability established for appropriate resources to update and adjust job performance evaluations based on changing job standards and requirements. • When employees transfer or have a new manager during an evaluation period, the evaluation is co-determined by both managers when possible. • Employees receive a final performance review with a score at the end of the review period. • Performance management reviews are reviewed and approved by the 2nd line manager prior to review with the employee. • Senior managers have access to reports summarizing the results of the performance management process. • Performance evaluation results are reviewed at senior levels to ensure consistency and normal distributions of low to high performers. • Executive coaching and needs assessment programs are being utilized in line with organizational strategies.
Performance Management Best Practices • 360 Degree feedback programs are being used on a regular basis • 360 Degree feedback programs share components with the performance management process. • Individuals providing 360 Degree feedback are selected by the employee and supervisor. • Performance improvement plans are developed utilizing information from both the performance management and 360 Degree feedback programs.