New Experiences and Assurances for Growth are key drivers for Employee Retention
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
??Employees are mainly seeking new Experiences and Assurances that Career Growth is achievable and many believe they must search in external job market to find them - as only 39% of #job seekers said they are interested in internal roles and only one in four employees strongly agrees they feel confident about their career at their organization. Additionally, employees need to experience career options in a more individualized way and seek a personalized approach , according to a new interesting #research published by Gartner - using data from 3,370 employees with representation from various regions, industries and functions.
Researchers believed that #CHROs must ensure their career strategies are visible to employees and tailored to employees’ needs.
CHROs can improve the experience of career growth for their employees by targeting three phases:
1?? Setting employees’ career trajectories
2?? Progressing employees’ careers
3?? Achieving employees’ goals
?The need for personalization of Career Growth
Researchers found that employees need to experience career options in more individualized ways - Investing in career management support and internal networking opportunities can boost employees’ confidence in their careers by 31%.
Organizations are investing in various tools to support employees’ careers.
?? However, prioritizing investments in tools that only provide information about careers is insufficient - such as Newsletters about opportunities, Internal Job fairs, Job Boards, Self-service tools,... Generally speaking, all non-personalized tools have no impact on employees.
To help employees set their career trajectories, organizations should start by being transparent about job openings, internal role benefits and requirements.
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But more than that, they should give employees real experience in potential career trajectories by being #flexible about role design and mobility. One option is providing “#career experiments,” in which employees try different career options without the formality of applying for a new role.?
?Employee Career Coaching: Focus on the person, not the employee
Some employers (like S&P Global ) give employees with #career coaching opportunities that prioritize their individual needs, not just the needs of the business.
During these coaching conversations, employees share their personal interests, aspirations, passions and motivations. #Coaches then provide a range of options for employees to pursue both within and outside the company, including temporary moves such as stretch.
?? Coaches should also be required to look beyond the #business-first perspective and be available to everyone in the company, not only high-potential employees.?
??Researchers conclude this research with some recommendations for CHROs to attract and retain #talent through professional development and career opportunities:
?? Create greater role flexibility to make it easier for employees to experience different career options and thus boost their confidence in careers within the organization.
?? Crowdsource career moves and routes from current employees to show diverse options so employees have greater clarity in how to progress their careers.
?? Provide dedicated resources that prompt employees to look beyond their current roles and take a wider view of how the organization can help them achieve their personal and professional career goals.
Thank you ?? Gartner ?researchers team for these insightful findings:? Shannon Wiest Tess Lawrence
Managing Director - MENA Region at SHRM
1 年Thank you, Nicolas BEHBAHANI, for bringing attention to this important topic. Indeed, developing new skills and achieving professional growth have become priorities for employees. By providing personalized career coaching, we can help our employees achieve their full potential and stay engaged and motivated.
Helping Organizations Develop Their Leaders - Leadership Facilitator, Keynote Speaker, Podcast Host
1 年Nicolas BEHBAHANI Thanks for sharing this interesting research. What stands out to me is that it looks like for career development to work you essentially need two separate but complimentary components 1) resources that help employees understand what they could do, or that surface data or insights about themselves that they can translate into an opportunity 2) actual opportunities to put these ideas, experiments, and growth plans into practice There's a combination of people, process and tech that enables all of this
Employer Branding Strategist | Driving Talent Engagement & Retention Through Strategic Internal Communication | Leading Industry Insights Through 'Employer Branding Hot Topics' | LinkedIn Growth Expert"
1 年To help employees set their career trajectories, organizations should start by?being transparent?about job openings, internal role benefits and requirements, this is totally true
HR Strategist. Lecturer and International Speaker on HRM and Value Management.
1 年Another post relevant to the current situation. Thank you for sharing it Nicolas. Firstly it correlates with everything that I have said previously about the need for individualisation when it comes to staff development. The only thing missing is the fact that, when looking for alternative employment, many job seekers will not just be looking at 'what development is available' from a new employer - they will also want to know 'how that development is to be delivered'. This is because, over the past 3 years, we have seen Gen Z's and Millennials stating that they have not, in their opinion, received the development required for career progression (despite promises previously made). Furthermore, Forbes have advised that early career professionals have been missing out on traditional company orientation, team building events and professional networking that are critical for 'learning the ropes'. My own research, in local businesses, would suggest that this still remains a problem.
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
1 年Nicolas BEHBAHANI I (obviously) like research that confirms our insights. The line: "employees need to experience career options in more individualized ways" reinforces our focus on personalization. What makes a career "successful" that affects retention, engagement, and action varies by person. I also like the implication that coaching then focus on the person to ensure personalization. Personalization starts with the question, "what do I want" (to define my success), then leads to discovering a tailored pathway through the paradoxes inherent in any organization to achieve what one wants. Then, personalization means accepting someone else's answer to the "what is wanted" question, and their pathway to their goal as legitimate. see https://www.dhirubhai.net/pulse/personalizing-employee-experience-navigating-paradox-dave-ulrich/ Fascinating research, thanks for sourcing and sharing.