In 2015, I attended the OI Global Partners meeting in Brussels along with twenty other OIGP Partner firms from around the globe, to discuss the disruptive issues and trends facing career transition and talent management.

It was interesting to note that there were a number of issues that were areas of concern for organisations globally:

1. Managing effective employee career development programs

Employee career development is an area that most organisations believe in, but tend to have difficulty effectively integrating and aligning with their talent management processes.

More specifically, understanding how to effectively manage career development conversations, implementing ongoing career development programs, and ensuring these programs are integrated into their organisation’s talent management are challenging for many organisations and managers.

How do you turn a meaningful employee career development program into tangible talent management outcomes?

Coach leaders to handle constructive and inspiring career development conversations

Career development conversations are by no means easy. It should facilitate an honest and open discussion about an employee’s career path, which may, in some cases, lead to the Manager’s own role, or a role within another organisation. These conversations can be difficult and are not always managed well.

It is crucial that the leaders who drive these discussions have the following skills:

  • The ability to enable an effective career development conversation;
  • The proficiency to embed the outcomes of that conversation into a career development program for the employee; and
  • The vision to create appropriate opportunities to facilitate the employee’s development.

2. Developing the next generation of leaders

Ask yourself – who will be the next General Manager in your organistion?

Big or small, many organisations do not have the processes, and sometimes the time, to identify and develop the next generation of leaders. For those organisations who have identified up-and-coming leaders, their talent retention and development strategies may not be embedded into the organisation.

If a key employee were to leave your organisation, how prepared would their successor be to thrive in the role? Or, would you be setting them up for failure?

Identify and develop the next generation of leaders

Attracting and maintaining the superior talent is a forward looking strategy that strengthens the future of your organisation. Whether you identify a select few employees in the talent management program, or include every employee who comes through your doors, it is important that you distinguish:

  • How you will develop your employees to strengthen their leadership potential;
  • How you can entrench these developmental activities into your employees day-to-day work; and
  • Your strategy for retaining your next generation of leaders.

3. Delivery in a technological era

None of us are exempt from the rapidly changing digital world that exist around us. In an attempt to conform to the times, the delivery of some career transition support providers have moved exclusively online to drive flexibility and reduce the cost of their service offering. However, this removes personal engagement with the employee, which OIGP partners identified as the main driver of successful career transition outcomes.

The provision of online career transition service can also be perceived as a cut-priced offering, which can cast a shadow over the legitimacy of traditional face-to-face sessions. Many OIGP representatives expressed the trend towards a disengaged workplace in situations where career transition services moved online.

Face-to-face outcomes can’t be replicated

Successful outcomes are more likely when career transition services are conducted face-to-face.

The verbal and non-verbal interactions that occur between the employee and facilitator in face-to-face meetings are simply not able to be replicated through an online medium. These cues are extremely valuable indicators for a coach, helping them build strong engagement and provide enhanced and more tailored advice to the candidate.

I strongly advocate face-to-face career transition support, which may be complimented and enhanced through online components, such as our OI Solutions portal.

Promoting Career Development and Talent Management programs within your organisation will build engagement and assist your retention efforts to manage the human impact of change.

Are you and other leaders in your organisation well equipped to handle career development conversations with your team? How are you developing the next generation of leaders that you have identified?

For more specific guidance on how you can effectively drive career transition and talent management programs, contact us today.