Talent Trails: Gen-Z and the Future of Career Development

Organizations continue to face significant challenges when it comes to career paths and progression. Employees often feel uncertain about what comes next in their career journey, leading to frustration, disengagement, and ultimately, higher turnover rates. This churn not only disrupts organizational stability but also incurs substantial costs.

Imagine a world where each role within an organization is clearly defined by a set of competencies. Employees understand the tiers within each competency and are provided with resources to continually develop their skills. Such a structured approach not only clarifies career progression but also enhances employee engagement and retention.

Competency? What is that, you may ask...

A competency is a combination of skills, knowledge, and behaviors that are critical for successful performance in a job role.

What does that even mean? Let me provide a quick overview of the components.

1. Skills: Practical abilities that can be learned and developed through training and practice, such as technical skills, problem-solving abilities, and project management skills.
2. Knowledge: Information and understanding required to perform a job, including technical expertise, industry knowledge, and organizational policies.
3. Behaviors: Observable actions and attitudes that contribute to effective performance, such as teamwork, communication, leadership, and adaptability.

So, why is a competency model better, esp. for Gen-Z?

Competency models offer a structured and transparent approach to career progression that aligns with the psychological needs and values of Gen Z. They provide:

1. Clarity and Transparency:?Clear expectations and defined pathways for growth, reducing ambiguity and increasing motivation.
2. Personalization:?Opportunities for employees to take control of their development, enhancing autonomy and engagement.
3. Continuous Improvement:?Frameworks that support ongoing learning and adaptation, fostering a culture of continuous development.

And how does this resonate with Gen Z?

Gen Z values transparency, personal growth, and meaningful work. By focusing on competency-based career progression, organizations can:

1. Enhance Engagement:?Clear competencies and career paths provide a sense of direction and purpose, enhancing engagement and motivation.
2. Foster Development:?Offering targeted learning and experiential opportunities aligns with Gen Z’s desire for continuous learning and development.
3. Build Trust:?Transparent communication of competencies and expectations builds trust and fosters a positive organizational culture.

The Psychology Behind Competency-Based Career Progression

1. Competency Model and Self-Determination Theory (SDT)

• Theory Overview:?SDT posits that people are motivated by three intrinsic needs: autonomy, competence, and relatedness. When these needs are fulfilled, individuals experience greater motivation, engagement, and well-being.
• Application:?Competency models provide clear pathways for growth, fulfilling the need for competence. They also support autonomy by allowing employees to understand and take control of their development. This alignment with SDT enhances motivation and engagement, particularly for Gen Z, who value structured yet flexible career progression.

2. Competency Model and Expectancy Theory (Vroom, 1964)

• Theory Overview:?Expectancy Theory suggests that individuals are motivated to act in a certain way if they expect that their actions will lead to desired outcomes. This theory emphasizes the importance of clarity in goals and the perceived likelihood of achieving them.
• Application:?Competency models clarify what is needed for career advancement, making the path to success more transparent. This clear link between effort and reward boosts motivation, as employees can see the tangible outcomes of their efforts.

?3. Competency Model and Social Cognitive Theory (Bandura, 1986)

• Theory Overview:?Social Cognitive Theory emphasizes the role of observational learning, imitation, and modeling in acquiring new behaviors and skills. Self-efficacy, or the belief in one’s ability to succeed, is a key component.
• Application:?Competency models facilitate observational learning by providing clear examples of what success looks like in each role. They also enhance self-efficacy by outlining achievable steps toward competency, thereby fostering a growth mindset and resilience.

Now that you understand the what and why of the competency model, here are some tangible ways to create competencies for roles:

1. Use Job Descriptions as a Starting Point:

• Review existing job descriptions to identify the key responsibilities and required skills for each role. This forms the basis for the initial set of competencies.

2. Define the North Star of Each Role:

• Determine the ultimate goal or purpose of each role, known as the "North Star." This helps to align the competencies with the broader objectives of the organization and the specific role.

3. Consult with Stakeholders:

• Engage with managers, team leaders, and employees to gather insights on the essential skills and behaviors needed for success in each role. This collaborative approach ensures that the competencies are relevant and comprehensive.

4. Analyze Performance Data:

• Use performance reviews, employee feedback, and other data sources to identify patterns and common traits of high performers. This data-driven approach helps to refine and validate the competencies.

5. Benchmark Against Industry Standards:

• Research industry standards and best practices to ensure that the competencies align with the expectations and requirements of the broader market.

6. Create Competency Tiers:

• Develop tiers or levels within each competency to provide a clear progression path. For example, competencies can be categorized into beginner, intermediate, and advanced levels, with specific criteria for each level.

7. Align with Organizational Values:

• Ensure that the competencies reflect the core values and culture of the organization. This alignment reinforces the desired behaviors and attitudes within the workplace.

8. Provide Examples and Scenarios:

• Include practical examples and scenarios for each competency to illustrate how they can be demonstrated in the workplace. This helps employees to understand and apply the competencies in real-world situations.

The following are examples of some roles in organizations, how competencies can be derived, and how these competencies can be combined with learning and experiential opportunities, including a time track for development.

Example 1: Tech Engineer

Key Competencies:

• Technical Expertise:?Proficiency in coding languages, software development, and technical problem-solving.
• Analytical Thinking:?Strong analytical skills to evaluate systems and improve efficiency.
• Innovation:?Ability to think creatively and develop innovative solutions.
• Collaboration:?Strong teamwork skills to work effectively with cross-functional teams.
• Continuous Learning:?Commitment to staying updated with the latest technological advancements.

Learning and Experiential Opportunities:

• Year 1:?Enroll in advanced coding courses and certifications. Work on a team project to enhance collaboration skills.
• Year 2:?Participate in hackathons and innovation challenges to foster creativity and innovation. Shadow senior engineers to learn advanced analytical techniques.
• Year 3:?Lead a tech project, applying technical and leadership skills. Attend industry conferences to stay updated with technological advancements.

Example 2: HR Specialist

Key Competencies:

• Interpersonal Skills:?Ability to build relationships, mediate conflicts, and communicate effectively.
• Recruitment:?Expertise in talent acquisition, interviewing, and onboarding.
• Employee Development:?Skills in designing and implementing training and development programs.
• Compliance:?Knowledge of labor laws and regulations to ensure organizational compliance.
• Data Analysis:?Ability to analyze HR metrics and use data to drive decisions.

Learning and Experiential Opportunities:

• Year 1:?Attend workshops on interpersonal skills and conflict resolution. Assist in recruitment drives and onboarding processes.
• Year 2:?Design and implement a small-scale training program. Take courses on labor laws and compliance.
• Year 3:?Lead a recruitment campaign, utilizing data analysis to drive decisions. Participate in a job rotation to understand different HR functions.

Implementation Strategies

The following implementation strategies outline how to develop and communicate competency frameworks, design targeted learning programs, and provide continuous feedback mechanisms to ensure effective career pathing and progression within the organization:

1. Develop and Communicate Competency Frameworks:

• Document detailed competency frameworks for each role.
• Ensure managers discuss competencies during performance reviews and development planning sessions.

2. Design Targeted Learning Programs:

• Create training programs that address specific competencies.
• Offer experiential learning opportunities such as project assignments, job rotations, and shadowing.

3. Implement Continuous Feedback Mechanisms:

• Provide regular feedback to help employees understand their progress and areas for improvement.
• Encourage a growth mindset by emphasizing the development of competencies and offering continuous learning opportunities.

4. Encourage Manager Alignment:

• Train managers to align learning and development opportunities with competencies.
• Promote regular check-ins to discuss career progression and development goals.

Adopting a competency-based approach to career progression not only addresses the challenges of employee uncertainty and turnover but also aligns with the values and needs of Gen Z. By investing in structured, transparent, and personalized development pathways, organizations can foster a motivated, engaged, and high-performing workforce.

References

• Self-Determination Theory (SDT):Deci, E. L., & Ryan, R. M. (2000). "The 'What' and 'Why' of Goal Pursuits: Human Needs and the Self-Determination of Behavior."?Psychological Inquiry, 11(4), 227-268.
• Expectancy Theory:Vroom, V. H. (1964).?Work and Motivation. Wiley.
• Social Cognitive Theory:Bandura, A. (1986).?Social Foundations of Thought and Action: A Social Cognitive Theory. Prentice-Hall.
• Growth Mindset Theory:Dweck, C. S. (2006).?Mindset: The New Psychology of Success. Random House.

?Zohra (Zo/Z) Damani is a seasoned Talent Development Professional with over 15 years of experience, A Certified Coach, Pursuing a Doctorate in Education from Vanderbilt, Undergoing Shamanic Practioner Training in Scotland, Trained Yoga Teacher, and an acclaimed author.