Cracking career architecture for a 2020 career experience

Today’s blog post is by 10Eighty CEO and Founder Michael Moran. He has a passion for helping people maximise their potential and believes everyone should have job Michael Moransatisfaction and a successful career and helps organisations design jobs and career paths that maximise employee engagement. 

Fuel50’s latest seminar looked at the challenge of defining career frameworks in a disrupted world. The good news is that today it is easier than ever before to build career frameworks highlighting the competences that drive performance. The future of work depends on agile career pathing solutions that allow organisations to deliver a 2020 career experience for employees that is personalised and based on employee values, talents and career aspirations. In short today’s career paths must be employee centric. To thrive in the modern business world, it is critical that roles enable employees to play to their strengths, those things that energise them. In this dynamic, rapidly moving environment, you need people who have broader more diversified capabilities, while also having the opportunity to maintain their connection to a specific area of expertise and competency as they move around the organisation.

At 10Eighty we champion the Fuel50 system which uses a path mapping capability to incorporate job functions, jobs content, skills, competencies, matching them to the values and talents of employees. Fuel50 uses an IBM framework to identify core competencies and leadership behaviours. The database has 3000 roles and over 2000 competences. The adoption of this “one I created earlier approach” facilitates speed of implementation, external benchmarking and an updating capability to ensure competences do not become obsolete.

Career development is key to retention of talented employees

Employees expect to be empowered, with resources and support from the organisation, in order that they are truly able to take control of their own career path.  They expect this career experience to be tailor to their values, motivators and talents. They also expect career development and will, in fact, move on if it is not available to them; there is an expectation that their organisations will make them more employable. Employees need to be able match themselves against the competences required for roles to which they aspire. The problem is that until recently most organisations have struggled to collate this base data and to make it widely available to all employees; and, all too often this was restricted a few anointed individuals who were deemed to be high potential or emerging talent. The latest generation of career pathway software, and the underpinning AI, can allow individuals to truly own and manage their careers. Organisations that fail to embrace this technology will increasingly lose talent and be unable to attract it.

Start from where you are

So, assuming this article resonates with you, where do you start? It sounds like a big ask but one of the key points made in the seminar was that making a start is the important piece, the architecture can be built process by process and will evolve as jobs and markets change. Some parts of the organisation may have clarity around their roles and competencies while others are less mature in terms of career architecture. Taking a small section of the organisation and making a trial of the framework will pay dividends that make the effort well worthwhile. I also strongly believe that by giving employees a better understanding of themselves, as to what is important, what motivates and what it is they enjoying doing and are consequently good at, is a critical first step. To quote Lao Tzu “The journey of a thousand miles begins with one step.” This small step, will drive up employee engagement, increase productivity and reduce attrition.

Find out more

If you would like a demo of our career pathing software Fuel50 please complete the short form.

Michael is Chief Executive of 10Eighty. 10Eighty is a career and talent management consultancy that helps organizations maximize the contribution of their employees by ensuring satisfying jobs and careers for their employees. Michael is a Human Resources professional, having worked in the National Health Service, Insurance, Commodities and Derivatives industries. He has worked within the career coaching business for fifteen years, both managing a £7 million business and delivering bespoke, one to one career coaching. In the last 15 years Michael has run businesses that have helped 75,000 people make successful career transitions. He is a frequent commentator in the press/media, which includes a range of topics on “successfully managing your career” and talent management. Most recent media mentions have included BBC South, CNBC, Radio4, Financial Times, City AM, Financial News, Evening Standard, The Sunday Times, The Grapevine and HR Magazine, to name but a few. He writes a careers column for People Management, a blog for the Human Resources Magazine and is a regular contributor to The Thompson Reuters HR Portal. Michael is known as a thought provoking speaker in the HR industry. In the last 18 months, Michael spoke at the Careers Partner International Conference, NHS breakthrough conference, NHS North West Leadership Academy, London School of Economics, University of Westminster’s Talent Management Conference, ICAEW Finance Directors Conference, CIPD learning and development conference and CIPD branch seminars. He is also Chair of the CIPD’s Central London Branch. Additionally is a non executive director of Marshall ACM, an e-learning company and the Total Reward Group, a compensation and benefits consultancy. Michael plans to publish his book “The guide to everlasting employability” in the Autumn 2012. He has just launched an iphone app “careers snakes and ladders” and an online interactive version of the book in collaboration with Marshall ACM to coincide the launch of his new business 10Eighty. Michael has a degree in Economics, a MBA from Warwick Business School and is a Fellow of the Chartered Institute of Personnel and Development. He holds an accreditation from the British Psychological Society for the use of psychometrics. Michael has completed the Fairplace Internal Accreditation Programme, the training element of which is externally recognised by the Association for Coaching. Michael Moran was until January 2012 Chief Executive of Fairplace and a main board director of Savile plc, the career and talent management consultancy. Fairplace is part of the Savile Group, an AIM listed plc. The Savile Group was placed 16th in the Sunday Times top 100 small companies in 2010.

Posted in career conversations, career management, coaching

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Michael Moran – CEO 10Eighty

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