Right Quarterly 2nd quarter 2013: Career Development

Self Development

Global Opportunity

Leadership Skills

Job Rotation

High Performer

Work Life Balance

Clarity of Purpose

Right QuarterlySecond Quarter 2013

THE

Career Management

ManpowerGroup at a Glance…

Nearly 3,500 offices across80 countries around the

Over 400,000 clientsranging from SMB’s to Gl b l F t 100

Interviewed 12 million people in 2012 and

world Global Fortune 100 companies

The world’s largest IT f i l i

connected 4million tomeaningful work

USD 22 Billion revenue in 2011 i h d

Global leader inRecruitment Process

professional resourcingfirm

Over 30,000l

with over 85% generatedoutside the U.S.

Nearly 70,000 peopleplaced in permanent

Largest global vendor-neutral MSP provider

Recruitment Process Outsourcing

The world’s largest outplacement firm

employeesacross brands

placed in permanent roles each year

p outplacement firm

CAREER MANAGEMENT 1

EDITORIAL & FOREWORD 02 by Chaitali Mukherjee

POINT OF VIEW

Developing Talent: How Career Opportunities Drive 04 Business Performance by Frank Ribout

CLIENT SUCCESS STORY

Career Directions: Having the Right Career Conversation 08 by Kate Paynter, Chris Jones and Genevieve Stirrat

SOLUTION INSIGHT

Low-Performer Management Program 12 by Ted Lee

POINT OF VIEW

Developing an Agile Workforce 16 by Kate Paynter

RESEARCH HIGHLIGHTS

Career Transition and Outplacement in Difficult Times: The India Story 21 by J. Karthikeyan

Layout & Design Editor

Ritesh Hellan

Copy Editor

Tuhina Panda

For a copy of ‘The Right Quarterly’, write to us at

[email protected]

2 THE RIGHT QUARTERLY

by Chaitali MukherjeeCountry Manager - India

Mid way through 2013, the year has already brought a series of experiences for everyone. Though we all do reflect on these experiences and the learning it has brought us, it also makes you think what more lies ahead. With the recently concluded World Economic Forum on East Asia, that took place in Myanmar (June 2013), the focus was again on talent, specifically job creation and gender parity. This makes us realize that for the Asia Pacific region the key focus has for some time, and will continue to be on dealing with the changing demographics and diversity issues. With emerging markets, to ensure we enable fast growth and build sustainable businesses, the focus will remain on how we utilize the talent available.

In the last edition of the Right Quarterly, we spoke about High Potential Development and shared our viewpoint on how one can approach this black box. What we aimed to bring to light was how finding the right approach is a struggle for most organizations irrespective of industry, size, sector, levels and even more. We hope to have or at least attempted to answer many of the queries which you might have had, and we have thoroughly enjoyed partnering with our clients in such initiatives!

Going beyond this niche employee segment, there is a larger issue which has been hanging over us, and which if addressed properly, can be a big advantage for us. Since time immemorial, humans have taken pride in their work and looked for opportunities which will make them feel satisfied. The fact that just the kind of work we take up, can influence our mood and motivation levels, makes it really important for any individual to choose the

right job opportunity. Being able to first of all identify what you are passionate about, and then building it into a career is not everyone’s strength. But if you manage to do so, any one would consider themselves really lucky! Taking the WEF conversation forward, we see that the problem is a two way street – employees struggling to discover their true passion to turn it into a life-long career; and also for organizations who need to source and retain the right talent to be able to build a sustainable business.

We have thus dedicated the Second Quarter edition of the APAC Right Quarterly to Career Management. The first article called “Developing Talent: How Career Opportunities drive Business Performance”, builds upon our core mission in Right Management, of working with clients to help align their talent strategy with their business strategy. Employee engagement and retention is a critical challenge for many organizations, and this article talks of how career development can significantly push employee engagement. But even career development needs a structured approach for effective implementation to ensure business results.

The second article on “Career Directions: Having the right Career Conversations”, shares a case study of an Australian client who is working towards their 2017 Workforce plan. An important impact of this will be in the working environment for the division. To help employees adapt to this change, Right Management worked with them to create and implement a career development initiative for employees. The aim was on building Coaching capabilities in People Leaders, and to equip

Editorial & Foreword

CAREER MANAGEMENT 3

Self leaders with skills necessary to enable them to make their own career decisions. The objective was also to align employee development with future corporate needs, while also developing career agility.

Every organization would like their employees to be good performers contributing to the business output. But not every employee has the right skill set required to do the job as per expectations. This in turn can result in low performance. In such a case, what can an organization do to ensure the most ethical process is followed to transition out the impacted employees? In the third article we share how in Right Management Korea, we have run several “Low-Performer Management Programs” to deal with such situations. This has helped organizations to ensure a smooth transition for employees who have been observed for some time and using a structured implementation plan can give even the impacted employees enough support and time to plan their next career move.

In the fourth article we talk of “Developing an Agile Workforce”, which is becoming the key priority for many organizations, where they have now included agility as a critical capability need for career development. But how can we ensure the organization is ready to implement career development initiatives, and also gauge what the employee need? Only once both these variables are understood, can a robust career development system be built. Right Management provides this opportunity to organizations and employees through its Career Directions online portal, offering a structured approach to career development.

Our final article - “Career Transition and Outplacement in Difficult Times: The India Story”, shares the key highlights of a

research study done to help shed light on the outplacement scenario. Being a responsible employer is important in maintaining the employer brand, but it is essential to do it the right way. There are many elements involved in supporting an impacted employee when s/he is laid off, and building on their self-confidence level is probably the most important task. This article shares key insights from the feedback and experiences of employers, employees and career transition coaches.

Career Management can be a mystery to employees who are not sure what to expect from their employers, and for the employers who don’t know what their employees want from their careers. Especially with the business paradigm changing much more quickly, and technology having already grown by leaps and bounds, the only thing which can keep an organization or employee going is agility. Hence in managing one’s career, knowing what you want to do and where you want to go becomes important. With this the skills and capabilities you learn along the way become crucial in adapting to the changing paradigms. You have a responsibility as an employee to give the organization a clear picture of what you want and what you can deliver. Whereas the organization is responsible for ensuring your skills are best used in the role you are in, and they plan for your growth in the areas you wish to pursue. But one thing is for sure, if you make a career out of the one thing you are passionate about most, you will surely be on the path to success.

- Chaitali Mukherjee


Developing Talent: How Career Opportunities Drive Business Performance

The case for developing talent has always been clear: if an organisation is to achieve its primary objectives, it must align talent with strategy by developing a workforce with the necessary capabilities.

To that effect, all the research we have done points to the fact that Career Development not only equips employees to perform, but also inspires them to perform. It motivates them to make the most of the skills and capabilities they acquire. We in fact find that providing career development opportunities has a marked positive impact on employee engagement and a range of other factors directly related to organisational performance.

Engagement is Essential to Business Success

Employee engagement is a highly significant business performance issue. Employees can have all the skills and talent in the world, but if their job and organisation fail to engage them, they are unlikely to put their skills and talent to the best and fullest use. A large

and growing body of research has linked engagement to retention, productivity and, ultimately, organisational performance.

Organisations that fail to engage their employees fully will never perform at their best. In fact, they risk losing their most talented employees, their ability to respond quickly and effectively to changing market conditions, and their competitive edge.

I am committed to doing what is required to perform

my job well.

I am proud of the work I do.

I would recommend my organization to my friends and colleagues as a great

place to work.

Overall, I am satisfiedwith my job.

I am committed to doing what is required to help my

organization succeed.

I am proud of the work for my organization.

I speak highly of my organization’s products

and services.

Overall, I am satisfiedwith my organization as

an employee.

Pride

Commitment

Advocacy

Satisfaction

1

4

2

3

FULLY ENGAGED

Factors

JOBENGAGEMENT

ORGANIZATIONENGAGEMENT

Fig. 1.1 Employee Engagement: Four Factors, Two Levels

Point of View

CAREER MANAGEMENT 5

A Retention Crisis Looms

As we might expect, signs that some organisations are facing increasing difficulties retaining talent accompany a trend that has shown engagement levels dropping globally over the past two decades on a consistent basis. In a recent non-scientific online pulse survey of more than 900 workers, Right Management found that a remarkable 60% of respondents “plan to pursue new job opportunities as soon as the economy improves.”

A further 21% indicated that they are considering making such a move and are actively networking as a result. Only 13% said they intended to stay.

Even if only a fraction of these employees follow through on their stated intentions, many organisations may well be facing a retention crisis.

Career Development Helps Meet The Challenges

Offering career development opportunities is no magic pill for the challenges posed by engagement. Engagement is a complex issue requiring action on many fronts. Yet, as our recent study of organisational effectiveness shows, learning and development initiatives can make a significant contribution to meeting the challenge.

In our study, respondents indicated their level of agreement with 100 different statements grouped according to 11 major topics related to organisational effectiveness. We then tested for statistically significant (i.e. greater-than-chance) relationships between favorable responses to the statement “There are career opportunities for me at my organisation”–an item belonging to the learning and development topic–and favorable responses to statements addressing engagement and other key topics.

Our analysis found that organisations providing career development opportunities are:

• Six times more likely to engage their employees than organisations that do not

• Better than four times less likely to lose talent in the next year than organisations that do not

• Almost two and a half times more likely to be productive than organisations that do not

Our findings show a connection between providing career opportunities and all the links of what we might call the “performance chain.” Career opportunities drive engagement, which, in turn, drives retention and productivity. We also found that organisations perceived to be the best business performers are almost three times more likely to provide career development opportunities than those judged to be below-average performers.

Best performers recognise that providing such opportunities works. Career development not only builds skills and capabilities that can help organisations achieve their strategic goals, but also addresses the motivators driving employees to put their skills and capabilities to optimal use. Employees are looking for challenge in their jobs. They want to contribute meaningfully to their organisation’s success. By equipping employees to find greater challenge and meaning in their work, career development promotes engagement and enhances the performance of the individual and the organisation alike.

Best Practice Recommendations

1. Implement key career development measures to drive performance.

Our advice on how best to provide employees with learning and development opportunities begins with our organisational effectiveness study.

Among the 100 statements comprising our survey, we tested for drivers not only of engagement, but also of career development. Encouraging employees to take ownership of their work, providing development focused on helping them do their job well, and showing them how they can progress in their organisation emerged as the top three learning and development drivers. Other top drivers included investing in learning and development, providing performance incentives, preparing people to move into jobs when they become available, and facilitating discussions about career development.


2. Create a workforce development plan based on skills and needs inventory.

To avoid having to hire externally, organisations must create a comprehensive workforce development plan based on a carefully crafted skills and needs inventory. To help empower employees and show them how they can progress in their

by Frank RiboutSenior VP, Asia Pacific & Global Talent Management

4 Key Career Development Measures

1. Demonstrate your commitment to employees by preferring to develop from within versus hiring from the outside.

2. Ensure that your investment in learning and development is meaningful.

3. Provide employees with incentives to develop by showing them how they can progress.

4. Empower your employees—make them partners in their own development.

careers, immediate managers must engage them in regular career discussions. At present, our research shows, a surprising 37% of employees never engage in career discussions with their managers, while a further 29% do so only once a year.

3. Employees must play an active role in their managing their careers.

For their part, employees must play an active role in charting a course for their careers. With guidance and support from their organisation, they must explore their own desires and aptitudes, the needs and priorities of the organisation and the career

options available to them.

CAREER MANAGEMENT 7

Developing vision for Career Management at the client and

engage key stakeholders

Set KPIs for leaders with respect to career management strategy

Global “Career Poster Child” for the client

Define and design a world class Career Management System

Audit existing people systems that may link to and impact on the Career Management system

Understand the risks and enablers of the client culture in enabling

career management

Define a process for career conversations as part of the

clients operating rhythm

Ensure leaders understand career drivers for individuals

Build capability of leaders to facilitate world class Career

Management

Development toolkits for individuals and leaders to enhance process

and create conversation guidelines

Articulate the Career Pathways, including career patterns and

development direction

Map Career Pathways and Options

Launch world class ‘Career Management’ system

Clearly define leadership and leader accountabilities

Plan the launch for the client as the “Poster Child” for Careers

Understand capability gap for leaders to facilitate world class

Career Management

Create a communications framework & plan to influence leaders on overall

Career Management strategy

Continue defining and drivingthe EVP

To be determined by the client

What’s Now? What’s Next? What’s the Goal?

Fig. 1.2 Three Horizon Roadmap

Working together, organisations and their employees can meet common

goals through career development. Career development ensures work

remains challenging and meaningful. It aligns the skills and capabilities

of the employee with the business strategy of the organisation, satisfying

the need of employees to make a difference and contribute to the

organisation’s success. It drives engagement, productivity, retention and

performance as long as it is linked to a long term organizational goal.

Conclusion


Career Directions: Having the Right Career Conversations

The Partnership with Right Management

The business division had very strong employee engagement results and was looking to the career development solution to help drive individual accountability with respect to career whilst supporting people leaders through career coaching conversations.

The broader business and parent company are quite sophisticated in terms of the supporting talent management architecture within their business. They have a rich abundance of resources already in place to support individuals and people leaders through career discussions. For example, a job families matrix exists which outlines the competencies, technical skills and

qualifications required for each role within the division as well as leadership development initiatives that incorporate the skills of coaching for people leaders.

In terms of the career solution, Right Management’s role was to help drive accountability and ownership as it relates to driving one’s career development whilst supporting leaders in how to apply the skills of coaching within a career context. Our focus was to be able to provide participants with a career planning toolkit that will help them to adopt a more planned and strategic approach to their career planning and to enable effective career conversations.

The Solution

The business division appreciated the importance of supporting people leaders

Client Success Story

Client ContextOur client is the wealth management arm of a large financial institution. They design, create and distribute financial products that are designed to help its customers achieve their financial goals by administering, managing and protecting their assets.

After completing their 2013-2017 workforce plan, a business division of the client identified a number of roles and functions that given the strategic direction of the business, and the changing world of technology, were unlikely to be required in 3-5 years. The client sponsor was keen to support employees through the process of career development to help people prepare for and successfully adapt to the changing working environment within her division. The sponsor saw that career development was a key way to help set people up for success in demonstrating agility throughout their careers.

CAREER MANAGEMENT 9

as well as employees through their career and saw this as one of the key ways they could successfully embed the learning beyond the workshop room. As a result, Right Management partnered with the client to design and deliver 4 ‘People Leader as Coach’ Workshops and 12 ‘Career Directions for Self Leaders’ Workshops. 211 employees experienced the program and the objectives of these were to:

• Support the broader business objective to ‘future-proof’ employee development in alignment with corporate needs

• Provide people leaders and self leaders with the skills and tools required to facilitate more informed and strategic career decisions

• Support individuals in being able to successfully plan for, develop, and manage their careers whilst developing career agility

The solution was designed around four simple, yet key questions as it relates to individual career development which set the foundation for self discovery.

The ‘Career Directions for the Self’ Leader Workshop was directed at employees

without manager accountability. The focus of the workshop was to help participants understand and reflect on assessment results and apply career frameworks and models to ascertain career growth strategies and actions.

The People Leader as Coach Workshop was directed at employees who have direct reports. Participants experienced most elements of the Career Directions for the Self Leader content to ensure they are able to understand what their teams experience whilst also gaining individual insight about their own career. The last part of the day comprised of career coaching skills to support people leaders in having more effective career conversations with their employees.

Prior to workshop delivery, Right Management was invited to present at a People Leader Forum to give leaders a taste of what’s to come and to discuss their role in supporting this initiative. This was a critical activity in being able to obtain people leader buy-in and support for the initiative whilst also being a channel by which energy and interest around the initiative could be generated.

Who am I?

Where am I?

Where do I want to go?

How will I get there?

What do I enjoy most?

What would I like to do more/less of?

What are my personal work/life priorities?

Where is my career at now?

Is the culture/climate of our organisation a good fit?

What am I known for?

What is coming/changing in our industry/function that may impact on my career choices?

What are my short and long term aspirations?

Who can assist or provide advice?

What resources are there?

What is my plan to develop the right skills and experience?

Fig. 1.1 Career Directions for Self Leader Workshop Objectives


Fig. 1.3 People Leader as Coach Activities and Tools

The benefits

What it is

Roles and responsibilities

Active Listening

Powerful Questioning

Direct Communication

How to facilitate the Career Map

Self-Assessment Outputs

Career Options

Planning the discussion

GROW® Model

De-railers

Career Coaching

Career Coaching Skills

Leveraging the data Practice

The solution was split into 3 phases:

1. Pre-work

Participants were provided with a personal log-in to Right Management’s Career Directions Portal where they were required to complete confidential assessments designed to clarify values, strengths, ideal work environment, and career focus.

2. Workshop Delivery

The ‘Career Directions for Self’ Leaders Workshop was designed to help participants understand and reflect on assessment results and apply career frameworks and models to ascertain career growth strategies and actions.

The ‘People Leader as Coach’ Workshop was designed to provide practical skills practice in using the GROW™ model; and developing an increased understanding of how to leverage the career planning tools of their employees. Figure 1.3 depicts the activities and tools that were leveraged to support People Leaders.

3. Ongoing Access to Right Management’s Career Directions Portal

Participants had ongoing access to the Right Management Career Directions portal to further access the rich career planning and development activities and tools, and to support their development planning conversations with their people leaders.

Fig. 1.2 Right Management’s Career Directions Portal

careerdirections Logout

We believe e�ective career planning is as much about improving current job satisfaction, as seeking new opportunities and promotion.

Career Directions provides you with an exciting opportunity to tap into an array of online exercises, hints and tips which will enable you to con�dently own and proactively manage your career. In conjunction with the career planning workshop you can use this site to:

Explore what you want from your career

Discover what you have to o�er

Enhance your personal employability

Make informed career decisions

Home | Privacy Statement | About Right Management | My Pro�le

Copyright 2013 Right Management. A wholly-owned subsidiary of Manpower inc. All rights reserved.

a a a

Start Here

HomeWho am I? Where am I? Where do I

want to go?How will Iget there?

My Reports

Pre-work Workshop Post workshop activities

CAREER MANAGEMENT 11

People Leader Coaching Guide

Understanding Reputation Where am I?

Promise(Brand)

Performance(Delivery)( ) (Delivery)

Reputation

Expectations(Audience)( )

Reputation and Brand

BirkmanTM Pro�les

GROWTM Coaching Model

GROW® Model

G

GoalsSet clear goals according to SMART criteria

Wrap Up Building concrete, realistic,

measurable actions and Gplans to reach the goal

RW

OOptions

Explore and identify

RealityExplore the story, what has happened so far check and OExplore and identify

alternative strategies,solutions and answers

so far, check and raise awareness of the situation right now

Source: Grant, A & Greene, J. (2001), ‘Coach Yourself: Make Real Change in Your Life’, Momentum

The Birkman Life Style Grid® Who am I?

Direct Communication & Involvement (Extroverted)

Expediter Communicator

TaskOriented

Objective

People Oriented

Subjectivej

Administrator Planner

Indirect Communication & Involvement Indirect Communication & Involvement (Introverted)

Embedding Career within the Division

Following completion of the workshops, the division was keen to maintain momentum and help individuals to embed their learnings back in the workplace. Right Management was invited to appear at another People

Leader Forum to generate discussion about how people have applied the tools and any challenges people had come across. In addition, Right Management developed a People Leader Career Coaching Booklet that was designed to act as a useful refresher and reminder about the key tools and how best to apply them.

Fig. 1.4 People Leader Career Coaching Booklet

Results and Next Steps

Following completion of the workshops, Right Management conducted evaluation surveys. The following are some of the key insights from the data.

Self Leader Feedback

• Of the 141 participants that experienced the solution, 79% of participants reported having gained a stronger sense of career ownership and accountability

• 83% of participants responded that they feel confident to participate in a structured career discussion with their people leader

People Leader Feedback

• 97% of people leaders strongly agreed or agreed that they now have a clearer understanding of their career strategy and the requirements to create better alignment between themselves and the division

• 97% of people leaders felt more confident in their ability to leverage my strengths in my current and/or future roles as a result of experiencing the solution

Right Management is currently working with the client to continue the progress towards developing a more agile workforce and embedding career more deeply into their talent management framework.

by Kate PaynterSenior Consultant

Sydney, Australia

by Chris JonesBusiness Development Director

North Sydney, Australia

by Genevieve StirratSenior Project Coordinator

North Sydney, Australia


Currently, many companies world-wide are continually introducing work-force restructuring plans to improve short- and long-term competitiveness (by improving productivity and saving costs) through manpower efficiency in the aftermath of the global economic crisis.

Temporary restructuring plans targeting employees who want to retire confront concerns over a reduction in core personnel, unsolved problems of long-term low-performers (such as employees with no positions, employees with health issues, disciplinary issues related to corruption, and 3-year-consecutive low-performers), and so on. Thus, the management of low (poor) performers has become an important and hot issue for persons in charge of human resources as well as the management of core personnel. While short-term low performers can be developed through performance improvement education programs within the company in an attempt to convert them into high performers, the long-term poor performers show limits in

performance improvement, and conduct activities that harm the well-being of the organization, such as collectivization and the mass production of rumours. Besides, such activities are not helpful to their personal careers. In these circumstances, each company demands (lawfully) induced retirement programs for the employees who postpone not only job-change applications but also their retirements (by refusing or resisting retirement). Therefore, there is

Low-Performer Management Program

The science behind selecting and accelerating your next generation talent

Fig. 1.1 Low Performer Management Program Process

Solution Insight

Phase 1(Preparations) Phase 2(Execution) Phase 3(F/U)

LowPerformer

Design ofManagement

Practice

Notification Training

PIP

CareerConsulting

Di i li

DisciplinarycommitteeRedeployment

Notice On-Site OutplacementCareergoal

decision

DisciplinaryactionCareer

Transition

1~2nd induced retirement 3rd induced retirement 4th induced retirement


Fig. 1.2 (PIP) Performance Improvement Program

an urgent need for effective management programs for such employees.

The Right Management Korea owned low-performer management program provides a total solution consisting of training and “supporting job-change and redevelopment” for long-term low-performers. The program is, of course, legally compliant, and considered a reliable process based on years of experience that can provide HR practitioners with confidence in low-performer management.

This process largely consists of four phases including Phase 1 - Preparation, Phase 2 - Execution, Phase 3 - Follow up and a 4 - time induced retirement process. This process achieves an induced retirement rate of about 50%. The phase - with details are described in the following.

Phase 1 - Preparation

Phase 1 is comprised of the following processes:

1. Designing a retirement package

2. Selecting the low-performers

3. Deciding on an execution plan

4. Composing a notice script

5. Educating the informed employees

6. Positioning on-site initiatives.

Considered the most important stage among the phases, in phase 1, one or two consultants will be deployed to conduct consultations on issues like benchmarking of the retirement package, dealing with the labor union, introducing inside and outside communication methods, avoiding legal issues, relocating, designing penalties, and so on, for about a one-month period.

Phase 2 - Execution

Phase 2 consists of a performance improvement program (PIP) and job-change support service. Employees who decide to retire are provided with the job-change support service, and the resignation objector will go through the PIP for a period of about two months.

The PIP consists of 1. Competence Improvement Education and 2. Career Consultation. The competence improvement education program provides instruction in areas in which there is a shortfall in competencies, and the career consultation assists in career development outside the organization by delivering objective messages about the suitability/unsuitability of an organization and/or job through a competence diagnosis.

The career consultation stage applies the Birkman First Look (BFL) or Hogan Career Potential Report (CPR) as the diagnosis tools to accurately diagnose career objectives and

Training subjects gAssessment /

Debriefing Contents

Induced RetirementInduced Retirement

CommonCompetencies

(1month)Assessment

RetirementObjectors

IndividualCompetencies

(1month)

Educational Evaluation

Debriefing

PIP(Performance Improvement Program

Return to Job retention

( p g


analyze career options. The PIP is completed at the company office for the 1st month and the RMK office for the 2nd month. Custodial employees notified in advance by HR receive education and consultations at a separate location.

1. The competence improvement education consists of standard competence education and individual job competence education on- and off-line.

2. The career consultation supports career development through the process of diagnosing proving unsuitability for a

job and developing a career outside the organization.

About 50% among the low-performers select the PIP, among which 10% retire midway through the program.

Phase 3 - Follow Up

Phase 3 comprises of:

1. Relocation: The relocation locates all people to the performance departments, and conducts performance improvement consultations

Fig. 1.3 Ongoing PIP, step-by-step strategy of induced retirement

Fig. 1.4 Redeployment and non certified participant’s process

PIP

Execution Process

• Retirement Objectors

• Diagnostic competency & debriefing

PIP

CommonCompetencies

IndividualCompetencies

CareerConsulting

• Return to Job Retention

• Performance improvement planCareer Consulting

Induced Retirement Induced Retirement Induced RetirementAvoid Legal issue Induced Retirement Induced Retirement

shtnoM 3shtnoM 2keeW 1

• Training Agreement • Common Competencies• Individual Competencies

• Explore Careerp

• Career Consulting

HR Team Manager Low PerformerHR Team Manager Low Performer

PerformanceManage

PerformanceImprovement Plan

Monitoring Task

Report

Reasons for evaluation

roce

ss

DB

Reasons for writing and submitting

Weekly Report

fitnessshortage

Induced Retirement

Career Consulting

Pr

Warning 2 times

Warning 3 times

Jobalert

Job alert1time

Job alert2times

Job alert

retirement1time 2times

Conductdisciplinary

‘B’or higher performance

Achievement evaluation

4

performanceevaluation

evaluation than ‘C’

Keep Job ‘2nd PIP’


by Ted LeeSales Director

South Korea

Client Success Stories

The content of the low-performer management program is currently being examined by

many HR practitioners in the market, and RMK has 5 years of experience operating the

program in the real world.

A company who is ranked 7th in the global semiconductor industry has been operating

the low-performer management program for about four years. The company uses the

program as a regular workforce restructuring strategy through the process of selecting

1% of total employees as low-performers (non-unionist) every year. They then provide

the job-change support service or PIP to the low-performer. The individual is also re-

deployed within the organisation, followed by a final evaluation.

A large domestic insurance company first introduced the low-performer management

program in 2012. The company chooses 1% of total employees as the low-performers

(unionists) every year.

a. The company achieved an induced retirement rate of 50% by operating the

program, as did the semiconductor company.

b. The company had a skeptical response (organizational culture, etc.) to this program

in the investigation stage of the program, and is investigating it further with plans to

introduce the program extensively throughout its group companies after achieving

the targets.

2. Dealing with the low-performers after the relocation: Low-performers are placed in the 2nd round PIP education program as a part of penalties administered, as described in phase 1

3. Applying disciplinary measures for non-completed educatees: Non-credited educatees are also placed in the 2nd round PIP education program.

1

2


Point of View

Developing an Agile WorkforceIn the current global economic climate, the needs and demands of individuals on organisations are changing rapidly. We operate in an increasingly dynamic climate where organisational and individual agility is critical to success.

Using career development to develop an agile workforce helps organisations to not only drive employee engagement and consequently performance, but also enables the organisation to more effectively execute its workforce plan to achieve greater alignment of individual needs, wants and career drivers with organisational needs, wants and strategy.

Career and the Changing World of Work

As the war for talent continues to intensify, the pressure to find the right skills in the right place at the right time will increase. Organisations are working in an environment where they are expected to deliver more with less which demands an agile talent strategy to attract, retain and mobilise talent. As we see the multigenerational workforce emerge, critical skill shortages are appearing, further intensifying the talent mismatch.

As technology becomes an even more integral partner in how we do business, individuals and organisations have far greater access to information and each other than ever before. In addition, the rapid advancement of technology enables individuals and organisations greater choice as to where, when and how work is performed and with whom.

A multigenerational workforce brings much diversity to the fore with a variety of drivers, motivators and preferences at play, which can lead to much confusion for employers as to how to appropriately leverage these differences. This adds increased complexity to how organisations attract talent as well as how to engage them once onboard. One size fits one and as a result individuals need to take greater ownership of their career and the opportunities it presents.

Right Management’s Point of View

After experiencing Right Management’s world leading Career Transition services, 45% of outplaced candidates changed job function as measured in the ICR cumulative survey of over 146,000 respondents from 2009 to present. This means that nearly

one in two employees are potentially in a role with less than ideal alignment around individual strengths, interests, motivation and career drivers. So what is driving people into roles that lack alignment and fit?

Our research shows people tend to get socialised into careers based upon parental pressure, university entrance marks or peer pressure. We make decisions about which classes to take, which course to attend based on what our entry marks allow us. In addition, the pressures of family expectations along with what jobs currently exist contribute to the decisions we make. The result is people acquiring skills and experience in areas where they can perform well enough, yet they are neither motivated nor engaged to excel beyond what is required.

When translated into an organisational context, organisations need to develop both functional and enterprise wide career models to help facilitate individual career alignment and fit, whilst addressing the changing demand of their workforce requirements. Enterprise wide models will in turn help address shifts in demand as businesses move quickly to whatever comes next and will also address poor job fit which impacts productivity.

At a macro level, organisations need to think of career from a systemic perspective and align career management frameworks such as career pathways, career planning tools and manager and employee accountabilities to broader talent management systems. This will in turn enable the retention of key talent and facilitate a more mobile and agile workforce better positioned to deliver on the business needs.


So who benefits from career development, the individual or the organisation?

The Organisational Lens

Through the organisational lens, investing in career development has a flow on effect on employee engagement and ultimately organisational performance. Long-term career goals are proving to be a major driver of higher engagement levels in organisations, yet in Right Management’s 2012 Engagement Benchmarking Study of over 7,000 Australian and New Zealand respondents, only half of all respondents reported this as being managed well.

Our study also revealed that organisations that provide career development opportunities are six times more likely to engage their employees than those that do not.

Agree/Strongly agree

Disagree/Strongly disagree

Engaged Partially Engaged / Disengaged

54%

46%

9%

91%

Fig. 1.1 Impact on Employee Engagement

are not only an interest but also supported by ability helps to drive job satisfaction, wellbeing and engagement within the workplace. To realise this performance, employees also need to be provided with the opportunity.

In addition to the strengths-based approach, developing heightened self awareness through The Birkman profiling tool helps individuals to develop a richer understanding of their behavioural preferences, motivators and drivers as well as environmental fit as it relates to occupational fit. For some, the profiling is a voyage of discovery yet for others it’s an exercise of validation. The individual wins.

Building the Business Case

Employee engagement is a key lever of organisational performance. When employees are engaged to their role and the organisation they work for productivity, advocacy, commitment and performance are direct results.

Right Management defines employee engagement as being a critical measure of employee-organisation alignment and a key driver of organisational effectiveness. It is also a measure of an employee’s involvement with, and contribution to, the success of his/her organisation.

Right Management’s Employee Engagement Model is a measure of the employees:’

Fig. 1.2 Performance Model

Ability Motivation

Performance

Opportunity

Boxall and Purcell 2003

54% of employees who responded favourably to the statement “there are career opportunities for me at my organisation” reported being engaged. That compares to an engagement rate of 9% among employees who responded unfavourably.

Supporting employees through the identification of long-term career plans, up skilling both managers and employees in how to conduct effective career coaching conversations as well as the principles associated with motivation, career drivers and how best to effectively manage a career will help to embed career as another people system within the organisational fabric. The organisation wins.

The Individual Lens

Identification of strengths is an integral part of career planning. Research has found that revealing those aspects of one’s role that


• Satisfaction with the current job and organisation as an employer

• Commitment to making the job and organisation successful

• Pride in the organisation and the work they do; and

• Willingness to positively talk about their job and the organisation

People are an organisations’ greatest competitive advantage. To remain competitive in the current economic climate organisations need an agile talent strategy to attract and retain the key talent required to achieve their business strategy. The current talent mismatch and critical skill shortages will continue to accelerate the need for mobility of both workers and work itself.

So why is employee engagement so critical? Drawing on research from Izzo and Withers (2000), companies with highly engaged employees reported the following:

• 29% higher revenue

• 50% more likely to have above-average customer loyalty

• 44% more likely to turn above-average profits

At the workgroup level, data also shows that when workgroups are highly engaged, the following is reported:

• 44% higher retention

• 56% higher customer loyalty

• Workgroups are 50% more productive and 33% more profitable

Right Management’s Organisational Effectiveness Framework takes this holistic view of what drives organisational performance. The framework shows that the integration of an organisation’s strategy, people systems and processes, leadership, structure, roles and capability will produce powerful and mutually reinforcing impacts, an engaged workforce and a true performance culture. No single initiative can create organisational effectiveness; excellence is required across the full range of elements if competitive strength is to be effectively harnessed.

For career to be an embedded, scalable and replicable people system the following levers need to be ‘pulled:’

• The organisation needs to agree and articulate a strategy as it relates to career development

• The supporting people systems and processes need to exist to facilitate the career conversations, such as a career development framework needs to be operational where career pathways are defined, development opportunities are enabled and succession plans enacted upon

Fig. 1.3 Right Management’s Employee Engagement Model

Or ganisationEngagement

Job Engagement

Commitment

Pride

SatisfactionAdvocacy

Commitment

Pride

SatisfactionAdvocacy

EmployeeEngagement

Performance andProfitability

Employee Attraction

Customer Service

Productivity

Retention

Highly Engaged Workgroups

• 44% higher in retention

• 33% more profitable

• 50% more productive

• 56% higher in customer loyalty


• Leaders at all levels of an organisation need to be appropriately equipped to facilitate career planning discussions with their direct reports, coaching and guiding them through opportunities and pathways

• Having a clear organisational structure with articulated and understood accountabilities, as it relates to role requirements, will help to ensure that the right people are in the right roles doing the right work at the right time

• These levers will together help to create a culture that supports career development and will help drive individual employee engagement, and ultimately organisational performance

Assessing Organisation Appetite and Readiness

Not all organisations will have an appetite to embark on a strategic career development journey. The level of understanding about career and its place in the organisational fabric may vary as may the level of sophistication of existing organisational architecture such as career frameworks, development plans and succession plans. For some organisations, the need around career may be about driving individual benefits to employees, while for others it may be more about seeking to integrate career into their existing talent management systems and processes. Regardless, Right

Management’s Career Development Maturity Model helps organisations to identify where they are at and what they need to ensure that they adopt the most appropriate approach to career development aligned to organisational need.

Right Management Career Development Solutions

As a world leader in career management solutions, we have leveraged our expertise to design a number of customisable programs for career development and career coaching.

Utilising leading edge technology, our programs are supported with a Career Directions portal where participants complete pre-work activities in the context of self assessments and profiling. This portal supports individuals through the process of self discovery before they attend the program. Throughout the program pre-work, activities are worked through and translated into the context of career planning. Participants are encouraged to think of their career as being a lattice of opportunities with multiple career choices, shifting away from the traditional career ladder. These pathways may include lateral shifts for technical or specialist roles, to more traditional leadership development, job-sharing or growing in place.

The program balances the individual lens with the organisational lens through the

Fig. 1.4 Career Development Maturity Model

Level 4Managed &

Measured

Level 3Planned

Level 2Defined

Level 1Ad-Hoc

Strategic approach to career development

Inconsistent approach to career development

Focused approach to career development

Structured approach to career development

• Championed by leadership

• Integrated with talent management

• Measured and rewarded

• Philosophy communicated

• Career information readily available

• Career discussions occur with regularity

• Career discussion processes in place

• Skill development for managers

• Resources for employees

• Content available

• Little manager involvement

• Benefit to employees


exploration of the organisational context. These two perspectives are then brought together through the development of a career plan that draws on the heightened self awareness and is grounded in the organisational reality.

The role of the manager in supporting career development cannot be underestimated. For career development initiatives to be truly effective, successfully embedded and supported within the organisational fabric, manager coaching is critical. Providing managers with the skills and tools to engage in meaningful career conversations with their teams is an integral enabler for ongoing career development.

Right Management’s career development solution adopts a three phased approach. During the first phase, participants complete pre-work through an online portal where they complete self discovery activities. Phase two is workshop attendance where the focus is to help participants understand and reflect on assessment results and

Fig. 1.5 Career Development Model

Me MyOrganisation

My Career

apply career frameworks and models to ascertain career growth strategies and actions. Phase three is follow-up one-on-one coaching. Participants meet with a Right Management coach 2-3 weeks post workshop attendance and work through elements of their career plan.

by Kate PaynterSenior Consultant

Sydney, Australia

Conclusion

To emerge as market leaders, organisations need to optimise the performance of their people. Organisations that fail to invest in a career development strategy, risk losing their most important asset, and with that, their competitive edge. An effective workforce strategy that includes a career development process will ensure organisations have the right people, with the right skills, doing the right work and the right time necessary for meeting strategic organisational goals.

Given the current global market, career development can also help employees to develop agility to better adapt to changing environments. When employees have a viable career development plan they are more likely to seek out new roles that align to their skills and talents and will more readily re-adjust after significant organisational change. The lesson is clear. For organisations struggling to remain competitive in today’s economy, career development is not a luxury. It’s an essential tool in their efforts to survive, and thrive in today’s world.


Research Highlights

Career Transition and Outplacement in Difficult times: The India Story

Testing Times Ahead

As we cross the half year mark of 2013, it is plain that the recovery from the global recession continues at a steady but frustratingly slow pace. Unemployment remains high in many global labor markets, and job growth seems stalled as employers continue to navigate an uncertain economic environment. With a mandate to do more with less, organizations are under severe pressure to manage/reduce costs. While at one hand investments and job creation has dipped, employees are also laid off. Landing jobs is also taking longer since employers are now cautious about who to choose and where to place them. But more so, how are we able to retain the employer brand and values?

About Right Management Survey

Right Management is a pioneer and a leading firm offering career transition and outplacement services. We work across countries with organizations to support roughly 100,000 laid-off employees across the globe every year to deal with the change and transition successfully.

Given the economic context in India, to better understand the impact of this solution, Right Management India conducted a survey (June 2013) among three unique groups 1. Business & HR leaders 2. Employees who were offered career transition and outplacement services referred to as “Impacted employees” 3. Career coaches

who coach impacted employees. We also compared the findings for trends from the previous global survey conducted in 2010.

Key Trends for 2013

#1 Stigma associated with job loss. The propensity of impacted employees to advocate the services to others is at only 57%. When probed, candidates respond that they do not want to be identified as employees who were laid off. The employees believe that being identified as laid off employees could hamper their employability despite layoffs being mostly due to organization / business needs and not performance reasons.

Our experience also suggests that prospective employers are reluctant to evaluate laid off candidates. Whereas what we have learnt from our past assignments is that non performers are not offered Career Transition services, but are put on Performance Improvement Plans (PIP).

#2 Confidence building is key. Companies invest a lot in hiring the best talent in an extremely competitive talent market. Hence being well prepared for interviews is important. The Career Transition program aims at ensuring the employee is well prepared. The survey says that there was a 3x increase in confidence levels of employees after they took up the service. This also indicates a significant loss of confidence on being impacted as most of the times the news comes as a shock to the individual.

Fig. 1.1 Key Findings from Impacted Employees


#3 Job landing. Since Job search support is a key need for the employees, we reviewed the findings on job landing statistics. The survey shows overall 85% of the impacted employees have transitioned successfully, of which 70% have landed a new job, 12% have been rehired by their employers, and 3% are self employed. In the balance, 5% have retired and 12 % are still in transition.

Fig. 1.2 Career Development Model

Ending

NeutralZone

NewBeginning

Shock & Stress

Feelings such as anger, frustration

and confusion

Ambiguity anddiscomfort

Creating a visionActing

Optimism

Risk-taking

Influencing

New Ideas

Acceptance

#4 Networking through social, personal and online channels is the mantra. The networking approach works in the India Job market. We firmly believe job landings will be faster with networking, and this is a priority coaching area for us in the Career Transition Programs offered. This was confirmed as well from the survey, where it was observed that 43% of the employees landed jobs from networking (39% from traditional networking, 4% from online networking) and 18% from directly approaching companies. Also only 31% got jobs from traditional sources (agency recruiting firms (13%), internet based job boards (18%)). 8% of the employees secured a job from referrals and none (0%) from newspapers and periodicals advertisements.

#5 Family ties. 48% of the employees relocated to another city for their new jobs.

Career Coach Insights:

• “Employees need emotional support in face of the company’s decision to layoff. Providing them a career coach allows them to vent out to a confidant, who is ready to listen to them and share an unbiased opinion (as a neutral third party) on how to move on, thereby driving acceptance of the decision.”

• “Once the career coach has established a rapport with the employee as an emotional anchor, he/she is able to help the employee to identify their unique strengths and suggest a customized approach on planning the next steps.”

• “Networking and negotiation skills are usually the most critical parameters which influence the employee’s ability to find a suitable role.”

In our experience job landings could be higher if the employee was mobile. We understand that personal reasons including children’s education, working spouse, etc. are paramount. This delays job landing.

#6 Flexibility is key. We coach impacted employees on how to leverage their transferable skills to increase the range of opportunities they can explore. Of the employees who took up new positions, only 35% of impacted employees changed their sector and only 22% changed their function. We often note that employees who have high adaptability and learning agility, are able to land a job into a new function, and importantly land jobs faster.

#7 Layoff is not the end of the road. We build confidence and skill in employees on how to negotiate for the next role. Using these abilities, a good 39% of the employees were able to negotiate a higher position, while 57% were able to maintain

the same position and only 4% had to take up a lower position. This clearly tells us how employees can get a role of their choice and liking, if they are able to showcase their strengths.

#8 Offering career transition service preserves employer brand. We believe that given the shortage of skills and an extremely competitive market, it makes business sense to offer a Career Transition program. In the survey, 74% of the impacted employees view the previous employer’s brand as favourable on account of the career transition services provided to them despite having lost the job. Considering that these impacted employees will continue to be your organization brand ambassadors even after they step out, it is critical that they have a positive experience throughout.


Triggers for Transition and Outplacement

We had polled the sponsors of career transition program on what triggers career transition and outplacement activity in firms. The Top 3 reasons mirror economic sentiments.

Reasons to Offer Transition and Outplacement Services

#1 Companies offer this service for right reasons. 80% of the program sponsors agree or strongly agree that it is the right thing to do for a responsible employer – matching organization values. This mirrors our global research (2010) where 71% had agreed. Only 10% of the program sponsors agree or strongly agree that everyone else in their sector/ industry

is doing so (peer pressure to do it), hence they must as well.

#2 Engagement of retained organization is key 62% of the program sponsors agree or strongly agree that the outplacement program helps maintain the morale and sends positive signals to the remaining employees. Our global research reports 69% agreement. We note organizations we have worked with are able to also hire fresh talent for new technologies despite a layoff for this very reason.

#3 Employee need skills to transition 62% of the of the program sponsors also agree or strongly agree that partner support ensures impacted employees receive necessary skills needed to transition quickly. Our global research reports 67% agreement.

Fig. 1.3 Coach Insights: Skills needed across levels

Reinvent themselves, introspect using

psychometric tools

Positioning in the job market, networking skills

Exploring a second career with coach support

FinancialPlanning

Coaching on transferable skills (to explore wider

options)

Personal branding &Role Negotiation

Reflection onleadership style

Competency based interview practice

More emotional anchoring to build back

confidence

Support with basic skills like resume writing,

interviewing

PeerNetworking

Senior Management Middle Management Frontline

Effectivecommunication

Triggers for Downsizing

Trigger for Rightsizing

48%

45%

21%

Weak economic forecast and hence change in growth

Product or service is no more competitive/relevant –leading to redundancy of skills

Decline in business due to change in government and /or policy decisions

52%

48%

48%

Rationalization of employee costs

Reduction in product demand due to changes in market dynamics

plans

62%

52%

Global imperative to reduce costs /head count across the board (across locations and levels)

Merger / Acquisition of Joint Venture Lead, e.g. industry consolidation leading to redundancy of

positions

0% 10% 20% 30% 40% 50% 60% 70%

Trigger for Rightsizing

Fig. 1.4 Triggers for Rightsizing


Conclusion

The Manpower Talent Shortage Survey 2013 shows that India is among the top 3 countries with a talent shortage. Despite the slowdown in hiring, talent shortage is actually up 13% from the previous survey. It is no surprise that the work on matching talent pools to jobs is a significant area for governments and companies.

1. Given the skills shortage, if prospective employers consider the impacted employees they can really overcome this issue. We are promoting inefficiencies in the job matching market by not considering a sizeable pool of highly qualified and employable talent pool of laid off employees or perhaps not fast enough.

2. Impacted employees need to deal with the change, show flexibility and willingness to relocate as job matches will take longer and be more challenging.

3. The survey indicates one of the top reasons to offer career transition and outplacement services is to retain engagement and retention of talent in the survivor organization. Given the skills shortage in India no organization can afford (a) of loss of employer branding and ability to attract talent and (b) leakage of critical talent. Importantly as the survey suggests, the employers see the best ROI from career transition “as the right thing to do for employees who are impacted as responsible employers”. As is seen in the client testimonial, acceptance of the practice over time makes it part of the corporate value of responsible business leadership. by J. Karthikeyan

Vice President - Consulting Services

Bangalore, India

w We could have handled the outplacement process internally, but the employees needed an expert to build in them the capabilities required to transition outw Partnership is key between the client and a Career Transition partner. We were able to speed up the landing process by providing leads and connections in the industry to our partner, and share skills and interests of impacted employees. Regular reviews and support on progress helped us mitigate issues

w The partner’s expertise in candidate psychometric skills assessment and matching this to job interests helped the process even more. w ROI (Return on Investment) is not so much about reduction in litigation risks and opportunity costs saved on ER (Employee Relation cases), we believe this is the right thing to do as a responsible employerw In the first wave, managers said this is desirable over and above severance, in the second wave having experienced it managers said we need it. By the third wave it became institutionalized, with everyone agreeing this best reflects our corporate values and culture.

Krishna BhagavanDirector and Country Head HR Motorola Solutions

ClientSpeak

LEADERDEVELOPMENT

Leadership PipelineDevelopment

Leader Coaching™

Succession Management

Performance Management

ORGANIZATIONALEFFECTIVENESS

Strategy Implementation

Strategic Workforce Alignment

Change Management

WORKFORCE TRANSITION & OUTPLACEMENT

Outplacement

Redeployment

Career Decision

Career DevelopmentEMPLOYEE ENGAGEMENT

Strategic CommunicationsPlanning

Workforce Engagement and Retention Strategies

Wellness and Productivity Management

TALENTASSESSMENT

Competency Modeling

Organizational Assessment

Team Assessment

Individual Assessment

TALENT AND CAREERMANAGEMENT

LEADERDEVELOPMENT

EFFE

CTI

VE

NE

SS

ORG

AN

IZA

TIO

NA

L

EMPLOYEEENGAGEMENT

WO

RK

FOR

CE

TALENT

ASSE

SSMENT

Right Management’s Talent andCareer Management Capability

2012 APAC Talent and Career Management At a Glance…

22 446Talent Management Countries ofclients served

Countries of

delivery7.9 years

Consultants’Avg Tenure

64 Full-Time TM Consultants & 38 Associates

14,482156

yAvg Tenure

124

,Program Participants156 Career Management

Consulting Wins

124 Assessment Centre &

173 additional Talent Assessment Projects

729 ProjectsWon

2013