Career

The Power of Career Frameworks: Architect Compelling Careers and Empower Talent

28 June, 2017
  • Vidisha Mehta

    Career Solutions Leader – South & East Asia, IMETA

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“Will your team’s jobs still exist in five years? What are you doing to help them prepare for their next role?”

According to a newly-released Mercer study, Talent Trends 2018[1], more than half of executives believe that at least 20 percent of the roles in their organizations will cease to exist by 2022. What are you doing to ensure your organization has the talent needed to meet evolving business needs? Here’s a hint. Creating a career framework strategy and platform enables core and contingent workers to plug into an organizational structure that matches their evolving skillsets with business needs in real-time. 

This aligns with findings from the World Economic Forum’s The Future of Jobs report, where 39 percent of respondents said they support mobility and job rotation,[2] and with findings from Mercer’s Thriving in the Age of Disruption report, where 71 percent of respondents said internal mobility is encouraged.[3] Bridging this gap between intention and action can be done through the development of a thriving environment and clarification of an organization’s career framework strategy. 

Engage employees in a thriving organization
 

Thriving organizations often encompass energy and authenticity, which are core drivers of employee engagement. Studies show employees who feel energized by their projects and comfortable being themselves at work, are 84 percent more likely to express job satisfaction, a desire to stay with their organization, and a willingness to recommend their workplace to others.[3]

Further, thriving organizations tend to have a societal impact, embody a culture of trust and an ethos of virtuousness. These organizations are agile and responsive to external changes and offer clear career paths for employee career growth. In these environments, employees feel engaged, empowered and energized. They feel confident about the future, enthusiastic about their job and their desire to stay at their organization.    


Figure 1. If a thriving organization is critical to employee engagement how do you create  a  thriving organization?

Develop and implement  responsive and effective career frameworks
 

Future-focused leaders identify people who can drive the business forward – even if those people are not in a position of influence today or if their future roles are yet invented. This has implications for jobs, roles, and career planning and capability development. Career frameworks are an aspect of crafting a future-focused people strategy where employees understand that they have an impact on their career path.

Career frameworks first became popular because of the U.S. Army. It was a way to measure soldiers’ progress and success where competencies could be defined as observable behaviors. In the late 1990s, frameworks evolved to mapping competencies to jobs. However, today, good career frameworks focus more on the employee journey than on assessment; they are at the center of people-related processes; are skills-based with a spotlight on driving greater business success; and they generate excitement among employees.

Career frameworks are also becoming flexible and individualized, from both the employee and managerial perspectives. Responsive and effective frameworks allow employees the opportunity to architect their own journey and experiences. On the other hand, managers have insight into their employees’ aspirations. Conversations can go beyond performance-based topics to identify what experiences and competencies employees need to mobilize and grow.

At the macro level, career frameworks also provide organizations feedback and insights. They illustrate what the workforce currently looks like and spotlight what capabilities need to be developed. Additionally, career framework platforms democratize opportunity and information. Fuel50, for example, is an intuitive, customizable and AI-driven solution that delivers career path transparency that is scalable and agile. Fuel50’s CareerDrive tool allows users or employees to invest in and manage their own careers, understand the organizational values and how they can align their careers with the business trajectory and expectations of existing and new roles. 

Figure 2. Career Framework

Want to build a responsive and effective career framework? We recommend following these seven steps:

Here are six considerations for building robust career framework for your organization: 

Preparing for the future
 

On a macro level, organizations will need to create a digital infrastructure to support an internal gig economy. This is in line with how workers now contribute skills to projects and teams rather than contributing skills to the company. Individual career management will sometimes be driven by the internal ‘work market’ – where employees bid on projects and serve as internal freelancers. Companies need to provide an infrastructure to support this.

It used to be that competencies enabled a robust career framework, and they defined technical job requirements. Now, the focus is on competencies as building blocks for emerging jobs of the future. According to the World Economic Forum’s Future of Jobs report, by 2020 “more than a third of the desired core skillsets of most occupations will comprise skills that are not considered crucial to the job today.”2 Given this, leaders must focus on how they can help employees build agile competencies. Broader skills will drive higher degrees of individual and company success.
To be competitive in the uncertain future of work, employees will need to be curious. Another coveted trait will be seeking out new information and experiences, parsing through streams of data for relevant insights which require human judgment. Other in-demand skills will be a growth mindset and critical thinking.

With an ever-growing focus on the future, employees are asking how they can equip themselves with the necessary skills to succeed. Employers can and should provide that answer as a way to engage their employees. A thriving workplace and robust career frameworks allow them to do so.

 

Global Talent Trends Study 2018 | Mercer   
 https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html
2
The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution | World Economic Forum  
http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf
3  Thriving in an Age Of Disruption | Mercer 
 https://www.mercer.com/our-thinking/thrive/thriving-in-a-disrupted-world.html
4 Career Development Opportunities | Thai Union    
www.thaiunion.com/en/careers/career-development-opportunities

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Abdulaziz Alajlan | 17 Oct 2019

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Empowering women and integrating modern technologies throughout its economy and government are just part of this comprehensive strategy. By inviting the global economy to invest in its progressive financial mechanisms and bolster tourism through campaigns highlighting the nation's history, Saudi Arabia is poised to lead its people, and the world, into a future forever defined by a new, modern view of the future. Will it work? The world will know in 2030. Sources: 1. Kingdom of Saudi Arabia. "Saudi Census: The Total Population." General Authority for Statistics, Accessed 11 July 2019,https://www.stats.gov.sa/en/node. 2. Mohammed bin Salman bin Abdulaziz Al-Saud. "Vision 2030." Vision 2030, 9 May. 2019, https://vision2030.gov.sa/en. 3. Critchlow, Andrew. "India is too important for oil titan Saudi to ignore." S&P Global Platts, 6 Mar. 2019, https://blogs.platts.com/2019/03/06/india-important-oil-saudi/. 4. Nuruzzaman, Mohammed. "Saudi Arabia's 'Vision 2030': Will It Save Or Sink the Middle East?" E-International Relations, 10 Jul. 2018, https://www.e-ir.info/2018/07/10/saudi-arabias-vision-2030-will-it-save-or-sink-the-middle-east/. 5. "Saudi Arabia Vision — Goals and Objectives." GO-Gulf, 14 Jul. 2016,https://www.go-gulf.com/blog/saudi-arabia-vision-2030/.

Patrick Hyland, PhD | 17 Oct 2019

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Rebuild a More Resilient You   If you have gone through burnout, the good news is this: you can use this experience to become a stronger, wiser and more resilient person. But that will require intentional effort on your part and a commitment to practicing self-care. As you design your own self-care plan, realize that multiple pathways exist. Start by rethinking your approach to your job; you will probably need to change some of your workday habits. Your physical health is critical: researchers have found that leaders and managers are more effective when they are eating right, sleeping well and getting exercise. Your mental perspective is also important: Stanford psychologist Alia Crum has argued that stress can be good for leaders if they know how to manage it. Be sure to consider your emotional response to the vicissitudes of work and life: research suggests that psychological flexibility and emotional agility can make you a more effective leader.4 And as you build your self-care plan, be sure to take a holistic approach, considering all aspects of who you are and what's important to you: research shows that your spiritual life — those aspects of your life that provide a sense of meaning, purpose and coherence — can help increase your resilience. As you consider these four steps, remember this: if you're not taking care of yourself, you're not going to be able to take care of your team — at least not for the long haul. At some point, your patience, your health, your energy, or your effectiveness is going to give. Without some type of self-care strategy, you're doing yourself — and the people who depend on you — a disservice. Sources: 1. Skakon, Janne; Nielsen, Karina; Borg, Vilhelm; Guzman, Jaime. "Are Leaders' Well-being, Behaviours and Style Associated with the Affective Well-being of Their Employees? A Systematic Review of Three Decades of Research." An International Journal of Work, Health & Organisations, Volume 24, Issue 2, 2010,https://www.tandfonline.com/doi/abs/10.1080/02678373.2010.495262. 2. Appelbaum, Steven and Roy-Girard, David. "Toxins in the Workplace: Affect on Organizations and Employees." Corporate Governance International Journal of Business in Society, 2007,https://www.researchgate.net/publication/242349375_Toxins_in_the_workplace_Affect_on_organizations_and_employees. 3. Scott, Elizabeth. "Traits and Attitudes That Increase Burnout Risk." Very Well Mind, May 20, 2019,https://www.verywellmind.com/mental-burnout-personality-traits-3144514. 4. Kashdana, Todd B. and Rottenberg, Jonathan. "Psychological Flexibility as a Fundamental Aspect of Health." Elsevier, Volume 30, Issue 7, November 2010,https://www.sciencedirect.com/science/article/pii/S0272735810000413?via%3Dihub.

Dr. Avneet Kaur | 03 Oct 2019

The use of on-site clinics has been growing in recent years, with businesses realizing the potential for giving access to quality and timely care to contribute to an increase in productivity, reduce absenteeism and improve employee health. But, are you reaping the full benefits of your on-site clinics? Or, are you just focused on meeting legislative requirements? There are three key things you can do to unlock the full potential of your on-site clinics. In a recent Worksite Medical Clinics Survey, employers with on-site clinics saw a return on investment (ROI) of 1.5 or higher. If you're not seeing similar returns, it may be because your on-site clinic isn't moving beyond basic requirements. Create a Patient-centered Clinic   Ensure the services offered by the clinic are suited to your employees. This will eliminate unnecessary spend on under-utilized services and steer you toward investments that will bring a greater sense of satisfaction, positive health outcomes for your employees and, consequently, a positive impact on your bottom line. Understand what your employee population looks like — in terms of age, gender and nature of work — as this will play a large role in understanding what type of health and social care services, as well as specialists, are needed. In addition to demographic information, it's critical to understand the health needs of your employees — for instance, which common illnesses are prevalent and need to be better managed and which key lifestyle risks need to be averted through education or preventative services. Communicate the Value   The adage of "if you build it, they will come" might not be the best way to yield the desired ROI in this case. It's important to shape communications around services offered on-site by highlighting the value they bring to employees: convenience and easy access to care, coordination and orientation toward quality providers, early detection of illnesses, etc. Effective communication will bring increased utilization and early detection, maximizing your investment as an employer while also contributing to the well-being of your employees. On-site Clinic: The Wellness Hub   When on-site clinics are designed and managed correctly, there's a high return for both employer and employee. Well-designed clinics can play a real gatekeeping role, coordinating employee pathways toward high quality providers and wellness vendors. They can also directly provide prevention and employee education services, which are key to avoid acute and costly care events. At Mercer, we help clients implement the 4-C model of effective on-site clinic management. This extends the value of your clinic from meeting legislative requirements to allowing employers to deliver quality health services that focus on value to the employee. To maximize your on-site clinic, reach out to us today.

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