Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
This document is a project report on employee engagement at HDFC Bank in Lucknow, India. It was submitted by Sahar Shafi to fulfill the requirements for an MBA degree. The report includes an introduction on the importance of employee engagement and definitions. It also discusses the need for employee engagement and how to make employees engaged, such as through growth opportunities, support and recognition, and participation in decision making. The report contains typical sections like objectives, methodology, findings, recommendations, and conclusions.
This document is a project report submitted by Ch. Sai Namdev to fulfill requirements for a Master's degree in Human Resource Management at GITAM University in Visakhapatnam, India. The report focuses on employee engagement at IVRCL Infrastructures & Projects Ltd, where Namdev conducted his project work under the guidance of industry and faculty guides. The report includes chapters on introduction to human resource management, the company profile, employee engagement, research methodology, analysis and findings, and a conclusion.
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
This document is a student project report on employee retention submitted to Mumbai University in 2005-2006. It includes declarations, certificates, acknowledgements, an executive summary, scope of study, and objectives. The executive summary notes the importance of employee retention in reducing turnover costs. It also outlines strategies like recruitment, training, compensation, and exit interviews that companies use to improve retention. The scope and objectives focus on understanding the significance of retention and strategies to decrease turnover rates.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
This document is a project report on employee engagement at HDFC Bank in Lucknow, India. It was submitted by Sahar Shafi to fulfill the requirements for an MBA degree. The report includes an introduction on the importance of employee engagement and definitions. It also discusses the need for employee engagement and how to make employees engaged, such as through growth opportunities, support and recognition, and participation in decision making. The report contains typical sections like objectives, methodology, findings, recommendations, and conclusions.
This document is a project report submitted by Ch. Sai Namdev to fulfill requirements for a Master's degree in Human Resource Management at GITAM University in Visakhapatnam, India. The report focuses on employee engagement at IVRCL Infrastructures & Projects Ltd, where Namdev conducted his project work under the guidance of industry and faculty guides. The report includes chapters on introduction to human resource management, the company profile, employee engagement, research methodology, analysis and findings, and a conclusion.
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
This document is a student project report on employee retention submitted to Mumbai University in 2005-2006. It includes declarations, certificates, acknowledgements, an executive summary, scope of study, and objectives. The executive summary notes the importance of employee retention in reducing turnover costs. It also outlines strategies like recruitment, training, compensation, and exit interviews that companies use to improve retention. The scope and objectives focus on understanding the significance of retention and strategies to decrease turnover rates.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Contributor model for career management of professional workersTarcisius Soemarman
The document summarizes a case study conducted at PT. Bukit Batubara Tbk in 2012 to improve career management for professional workers. The study aimed to enhance employee performance and competitiveness through a "contributor model" of career management. Through literature reviews and assessing employee needs, the study developed a new system with clearer career paths, job designs, and assurances of career development. The results were a reorganization of 388 job titles into 128 job families and classes, verified through a job grading system. This improved the quality of work life for professional employees at the company.
HP has implemented various strategies to promote employee retention, engagement, and career development. They strive to create a supportive work environment and foster a collaborative culture. HP offers training, mentoring, and leadership development programs to help employees advance their careers. Surveys and feedback from employees help HP identify areas for improvement. HP's focus on employees has helped the company retain talent and remain competitive in the technology industry.
Project report - (Human Resource) Current Recruitment Trends- A global viewAnishaKutty1
This document is a project report on contemporary trends in recruitment from a global perspective. It includes an acknowledgement section thanking the project guide and others for their support. It also includes a certificate from the guide, an undertaking by the candidate, and an outline of the contents to be included in the report. The introduction provides an overview of the importance of human resource management for organizational success and defines recruitment as the process of attracting, screening, and selecting qualified people for jobs. It discusses the need for an effective recruitment practice to attract the best talent.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
Presentation -(Human Resource)Current Recruitment Trends- A global viewAnishaKutty1
The document discusses contemporary trends in recruitment from a global perspective. It covers topics such as the changing approaches to recruitment like ethnocentric, polycentric, geocentric and regiocentric. Additionally, it discusses the recruitment process and sources of recruitment as well as current trends in recruitment like the use of video interviewing, mobile recruitment, and artificial intelligence.
Employee retention hr project in brandixlakshmanrao46
This document discusses employee retention strategies at Brandix Apparel India. It begins with an introduction to employee retention, noting that retaining valuable employees who are well-trained saves time and money compared to hiring new staff. The document then outlines the objectives and scope of studying Brandix's retention strategies. It aims to understand the company's management structure, HR department roles, reasons for attrition, and strategies to maintain retention.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
This document discusses talent management strategies at Google Inc. It analyzes their motivation and reward strategies using needs-based approaches. Google meets employees' intrinsic needs through attractive compensation, flexible work schedules, opportunities for professional growth, and an entrepreneurial culture. Their flat structure and autonomous work groups foster creativity and collaboration. While Google's strategies effectively attract and retain top talent, continued efforts to financially involve employees through ownership stakes could further improve motivation.
This document provides an overview of employee retention strategies in the BPO industry. It discusses the importance of retaining key employees, as losing employees can result in costs that are 5 times an employee's salary. Effective retention strategies aim to create an environment where current employees want to stay. Some strategies discussed include engaging employees, making knowledge accessible, optimizing workforce performance, involving employees in their jobs, empowering employees, and ensuring competitive compensation and benefits. Retaining talent is critical for organizations to succeed, especially in the competitive BPO industry landscape.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
Google focuses on talent retention through motivation and rewarding employees. It utilizes a needs-based approach, providing benefits and rewards. Employees are encouraged to collaborate through purposeful groups and a flexible work structure that allows creativity and innovation. Google achieves a balance between employee needs and productivity through a total reward system and flexible work policies like side projects and flextime.
The document discusses the importance of ongoing career conversations between employees and managers. It notes that only 16% of employees currently have these conversations. Regular career conversations can boost employee engagement, performance, and retention. When done well, they help align employee and organizational goals and foster employee development. However, many managers avoid these conversations due to fears over unmet expectations, costs of promotions, and a lack of training in career coaching. The document argues that regular career conversations should be embedded in organizational culture to benefit both employees and companies.
This document discusses the importance of ongoing career conversations between managers and employees. It summarizes the findings of a global study on employee perceptions of career management. Some key points:
- Only 16% of employees report having regular career conversations with their managers. Managers often avoid these conversations due to lack of skills or fear of increased expectations.
- Career conversations are important for employee engagement, performance, retention, and developing the necessary skills for business success. When done well, they help align employee and organizational goals.
- The study outlines a model for effective career conversations that address important topics for employees like skills, development, goals, recognition, and future opportunities. Regular conversations are important for career management on both an individual
This document is a project report submitted by Pooja Arora to Bhai Parmanand Institute of Business Studies in partial fulfillment of a Bachelor of Business Administration degree. The report explores the challenge of employee retention in organizations. It includes a literature review on topics related to human resource management and employee retention. It also provides profiles of LG Electronics, Wipro, and Big Bazaar, analyzing their retention policies. The data analysis section compares the attrition rates and retention strategies of the three companies. Key findings and recommendations for improving employee retention are presented.
This document is a project report on effective employer branding for knowledge worker retention. It discusses employer branding, which involves developing an image of an organization as an attractive employer to current and potential employees. The report will examine employer branding strategies used by different organizations and their role in engaging employees. It will focus on how learning and development activities can fulfill employer brand expectations and stimulate engagement. The report includes an index listing the various chapters that will analyze data on the relationship between employer branding and factors like management, organizational prestige, motivation, and retention rates. Tables with data and findings from the research will also be included.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
1. The document discusses HUL's recruitment and selection process, which includes advertising vacancies, screening applications, conducting tests and interviews to assess skills, and emphasizing fit between candidates and jobs.
2. HUL has special recruitment programs for MBAs that tailor roles to candidates' backgrounds and provide development opportunities.
3. Employee training focuses on leadership and includes mentoring, rural assignments, and case discussions, while performance reviews utilize 360 degree feedback and transparent career planning.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
Contributor model for career management of professional workersTarcisius Soemarman
The document summarizes a case study conducted at PT. Bukit Batubara Tbk in 2012 to improve career management for professional workers. The study aimed to enhance employee performance and competitiveness through a "contributor model" of career management. Through literature reviews and assessing employee needs, the study developed a new system with clearer career paths, job designs, and assurances of career development. The results were a reorganization of 388 job titles into 128 job families and classes, verified through a job grading system. This improved the quality of work life for professional employees at the company.
HP has implemented various strategies to promote employee retention, engagement, and career development. They strive to create a supportive work environment and foster a collaborative culture. HP offers training, mentoring, and leadership development programs to help employees advance their careers. Surveys and feedback from employees help HP identify areas for improvement. HP's focus on employees has helped the company retain talent and remain competitive in the technology industry.
Project report - (Human Resource) Current Recruitment Trends- A global viewAnishaKutty1
This document is a project report on contemporary trends in recruitment from a global perspective. It includes an acknowledgement section thanking the project guide and others for their support. It also includes a certificate from the guide, an undertaking by the candidate, and an outline of the contents to be included in the report. The introduction provides an overview of the importance of human resource management for organizational success and defines recruitment as the process of attracting, screening, and selecting qualified people for jobs. It discusses the need for an effective recruitment practice to attract the best talent.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
Presentation -(Human Resource)Current Recruitment Trends- A global viewAnishaKutty1
The document discusses contemporary trends in recruitment from a global perspective. It covers topics such as the changing approaches to recruitment like ethnocentric, polycentric, geocentric and regiocentric. Additionally, it discusses the recruitment process and sources of recruitment as well as current trends in recruitment like the use of video interviewing, mobile recruitment, and artificial intelligence.
Employee retention hr project in brandixlakshmanrao46
This document discusses employee retention strategies at Brandix Apparel India. It begins with an introduction to employee retention, noting that retaining valuable employees who are well-trained saves time and money compared to hiring new staff. The document then outlines the objectives and scope of studying Brandix's retention strategies. It aims to understand the company's management structure, HR department roles, reasons for attrition, and strategies to maintain retention.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
This document discusses talent management strategies at Google Inc. It analyzes their motivation and reward strategies using needs-based approaches. Google meets employees' intrinsic needs through attractive compensation, flexible work schedules, opportunities for professional growth, and an entrepreneurial culture. Their flat structure and autonomous work groups foster creativity and collaboration. While Google's strategies effectively attract and retain top talent, continued efforts to financially involve employees through ownership stakes could further improve motivation.
This document provides an overview of employee retention strategies in the BPO industry. It discusses the importance of retaining key employees, as losing employees can result in costs that are 5 times an employee's salary. Effective retention strategies aim to create an environment where current employees want to stay. Some strategies discussed include engaging employees, making knowledge accessible, optimizing workforce performance, involving employees in their jobs, empowering employees, and ensuring competitive compensation and benefits. Retaining talent is critical for organizations to succeed, especially in the competitive BPO industry landscape.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
Google focuses on talent retention through motivation and rewarding employees. It utilizes a needs-based approach, providing benefits and rewards. Employees are encouraged to collaborate through purposeful groups and a flexible work structure that allows creativity and innovation. Google achieves a balance between employee needs and productivity through a total reward system and flexible work policies like side projects and flextime.
The document discusses the importance of ongoing career conversations between employees and managers. It notes that only 16% of employees currently have these conversations. Regular career conversations can boost employee engagement, performance, and retention. When done well, they help align employee and organizational goals and foster employee development. However, many managers avoid these conversations due to fears over unmet expectations, costs of promotions, and a lack of training in career coaching. The document argues that regular career conversations should be embedded in organizational culture to benefit both employees and companies.
This document discusses the importance of ongoing career conversations between managers and employees. It summarizes the findings of a global study on employee perceptions of career management. Some key points:
- Only 16% of employees report having regular career conversations with their managers. Managers often avoid these conversations due to lack of skills or fear of increased expectations.
- Career conversations are important for employee engagement, performance, retention, and developing the necessary skills for business success. When done well, they help align employee and organizational goals.
- The study outlines a model for effective career conversations that address important topics for employees like skills, development, goals, recognition, and future opportunities. Regular conversations are important for career management on both an individual
This document is a project report submitted by Pooja Arora to Bhai Parmanand Institute of Business Studies in partial fulfillment of a Bachelor of Business Administration degree. The report explores the challenge of employee retention in organizations. It includes a literature review on topics related to human resource management and employee retention. It also provides profiles of LG Electronics, Wipro, and Big Bazaar, analyzing their retention policies. The data analysis section compares the attrition rates and retention strategies of the three companies. Key findings and recommendations for improving employee retention are presented.
This document is a project report on effective employer branding for knowledge worker retention. It discusses employer branding, which involves developing an image of an organization as an attractive employer to current and potential employees. The report will examine employer branding strategies used by different organizations and their role in engaging employees. It will focus on how learning and development activities can fulfill employer brand expectations and stimulate engagement. The report includes an index listing the various chapters that will analyze data on the relationship between employer branding and factors like management, organizational prestige, motivation, and retention rates. Tables with data and findings from the research will also be included.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
1. The document discusses HUL's recruitment and selection process, which includes advertising vacancies, screening applications, conducting tests and interviews to assess skills, and emphasizing fit between candidates and jobs.
2. HUL has special recruitment programs for MBAs that tailor roles to candidates' backgrounds and provide development opportunities.
3. Employee training focuses on leadership and includes mentoring, rural assignments, and case discussions, while performance reviews utilize 360 degree feedback and transparent career planning.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
The document provides details about the recruitment and selection process at GEO TV in Pakistan. It begins with an introduction and overview of recruitment, including definitions and the need for recruitment. It then describes the various sources of recruitment for GEO TV, including both internal sources like promotions, transfers, and former employees, as well as external sources like campus recruitment, advertisements, employment exchanges, and contractors. The document also discusses factors that influence the recruitment process, such as the labor market, unemployment rate, company growth, and recruitment policies.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
This document discusses individual and organizational career planning. It outlines the individual career planning process, which involves self-assessment, exploring information, opportunities, making a decision, and creating an action plan. It also discusses organizational career planning, including types of career programs, recommendations for employers, and examples of innovative career plans from companies like AT&T, Motorola India, and HSBC. The advantages of career planning for both individuals and organizations are highlighted.
This document provides a summary of research conducted on employee engagement at Big Bazaar. It defines employee engagement, discusses the differences between engaged, disengaged, and actively disengaged employees. Diagnostic tools for measuring engagement are identified, as well as factors that predict organizational success. The scope of study, research methodology, and conclusions of the research are summarized. Employee satisfaction versus engagement is explored, and engagement is found to positively correlate with business performance.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
This document provides an overview of the key points in a career development plan for an individual named Amanda who aims to become the director of human resources in 10 years. The plan outlines developing new skills through certification and mentorship programs. It recommends Amanda obtain an Associate Safety Professional certification within 5 years to gain experience and knowledge required for career advancement. The plan also suggests a three-tier mentorship program involving employees at different career stages to help Amanda develop a broad set of skills and understand expectations for more advanced positions. The overall goal of the plan is to help Amanda achieve her career objectives through skill development, experience gain, and leadership opportunities.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
The document discusses several HR policies and processes. It begins by describing job analysis, exit interviews, and employee feedback surveys. It then discusses the purpose of HR policies in communicating guidelines, treating employees fairly, and reducing risk. Other sections cover performance metrics like the balanced scorecard, job rotation, employee referrals, attendance policies, code of conduct, and induction programs. It provides definitions and overviews of these various HR topics.
Training and development is essential to the success of any organization. Founder and President of Performance ReNEW, Natasha Bowman, JD, SPHR has developed a robust training curriculum that will add value to any existing or new leadership development program.
This document provides an overview of recruitment and selection processes at Denave India Pvt Ltd. It discusses the importance of recruitment, factors affecting recruitment, theories and policies related to recruitment and selection. It also describes various sources of recruitment including internal and external sources. The document highlights the relationship between recruitment and other HR activities and compares centralized versus decentralized approaches to recruitment. Finally, it discusses merits and demerits of recruiting from within versus outside the organization.
How to Create a Stage or a Pipeline in Odoo 17 CRMCeline George
Using CRM module, we can manage and keep track of all new leads and opportunities in one location. It helps to manage your sales pipeline with customizable stages. In this slide let’s discuss how to create a stage or pipeline inside the CRM module in odoo 17.
Creativity for Innovation and SpeechmakingMattVassar1
Tapping into the creative side of your brain to come up with truly innovative approaches. These strategies are based on original research from Stanford University lecturer Matt Vassar, where he discusses how you can use them to come up with truly innovative solutions, regardless of whether you're using to come up with a creative and memorable angle for a business pitch--or if you're coming up with business or technical innovations.
Images as attribute values in the Odoo 17Celine George
Product variants may vary in color, size, style, or other features. Adding pictures for each variant helps customers see what they're buying. This gives a better idea of the product, making it simpler for customers to take decision. Including images for product variants on a website improves the shopping experience, makes products more visible, and can boost sales.
Hospital pharmacy and it's organization (1).pdfShwetaGawande8
The document discuss about the hospital pharmacy and it's organization ,Definition of Hospital pharmacy
,Functions of Hospital pharmacy
,Objectives of Hospital pharmacy
Location and layout of Hospital pharmacy
,Personnel and floor space requirements,
Responsibilities and functions of Hospital pharmacist
Post init hook in the odoo 17 ERP ModuleCeline George
In Odoo, hooks are functions that are presented as a string in the __init__ file of a module. They are the functions that can execute before and after the existing code.
Decolonizing Universal Design for LearningFrederic Fovet
UDL has gained in popularity over the last decade both in the K-12 and the post-secondary sectors. The usefulness of UDL to create inclusive learning experiences for the full array of diverse learners has been well documented in the literature, and there is now increasing scholarship examining the process of integrating UDL strategically across organisations. One concern, however, remains under-reported and under-researched. Much of the scholarship on UDL ironically remains while and Eurocentric. Even if UDL, as a discourse, considers the decolonization of the curriculum, it is abundantly clear that the research and advocacy related to UDL originates almost exclusively from the Global North and from a Euro-Caucasian authorship. It is argued that it is high time for the way UDL has been monopolized by Global North scholars and practitioners to be challenged. Voices discussing and framing UDL, from the Global South and Indigenous communities, must be amplified and showcased in order to rectify this glaring imbalance and contradiction.
This session represents an opportunity for the author to reflect on a volume he has just finished editing entitled Decolonizing UDL and to highlight and share insights into the key innovations, promising practices, and calls for change, originating from the Global South and Indigenous Communities, that have woven the canvas of this book. The session seeks to create a space for critical dialogue, for the challenging of existing power dynamics within the UDL scholarship, and for the emergence of transformative voices from underrepresented communities. The workshop will use the UDL principles scrupulously to engage participants in diverse ways (challenging single story approaches to the narrative that surrounds UDL implementation) , as well as offer multiple means of action and expression for them to gain ownership over the key themes and concerns of the session (by encouraging a broad range of interventions, contributions, and stances).
Environmental science 1.What is environmental science and components of envir...Deepika
Environmental science for Degree ,Engineering and pharmacy background.you can learn about multidisciplinary of nature and Natural resources with notes, examples and studies.
1.What is environmental science and components of environmental science
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Cross-Cultural Leadership and CommunicationMattVassar1
Business is done in many different ways across the world. How you connect with colleagues and communicate feedback constructively differs tremendously depending on where a person comes from. Drawing on the culture map from the cultural anthropologist, Erin Meyer, this class discusses how best to manage effectively across the invisible lines of culture.
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It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
Information and Communication Technology in Education
Institute of management studies
1. INSTITUTE OF MANAGEMENT
STUDIES
HUMAN RESOURC MANAGEMENT
Project Report on
Career management practices and programmers
Submitted to Submitted by
DR. RINKU SANJEEV Sumit giri-Bm013092
Shivnk palval-Bm013103
2. ACKNOWLEDGEMENT
Many lives & destinies are destroyed due to the lack of proper guidance,
directions & opportunities. It is in this respect we feel that we are in
much better condition today due to continuous process of motivation &
focus provided by our parents & teachers in general. The process of
completion of this project was a tedious job & requires care & support at
all stages. We would like to highlight the role played by individuals
towards this. We are eternally grateful to our project guide DR. RINKU
SANJEEV for her keen interests in our project. We are also thankful to
all visible & invisible hands which helped us to complete this project
with a feeling of success.
3. DECLARATION
We hereby declare that the project work entitled, “Career
management practices and programmers ” submitted to
the INSTITUTE OF MANAGEMENT STUDIES, GHAZIABAD, is
a record of an original work done by us under the guidance of Mis
Rinku sanjeev, and this project work is submitted in the partial
fulfilment of the requirements of as an assignment in Post-Graduation
diploma in Management. We here by affirm that the work has been done
by us in all its aspects and results reported in this study are genuine and
true to best of our knowledge.
NAME OF STUDENT ROLL NO.
Sumit Giri BM-013092
Shivank paleval BM-013103
4. CERTIFICATION
This is to certify that the report of the project submitted is an outcome of the project work
entitled “Career management practices and programmers
” carried out by SUMIT GIRI BM013092, SHIVANK PALEVAL BM013103carried out
under my guidance and supervision. To the best of my knowledge the report:
Embodies the work of the candidates themselves,
Has duly been completed,
Fulfills the requirement of the Ordinance relating to the PGDM.
Is upto the desired standard for the purpose of which is submitted
Under Guidance:-
Dr. Rinku Sanjeev
5. CONTENTS
1 INTRODUCTION
2 Highlights
3 Diligence process
4 TIER ONE – PLANNING
5 TIER TWO –DEVELOPMENT
6 TIER THREE – ENGAGEMENT
7 References
6. INTRODUCTION
Many companies today are struggling with how to meet
employee expectations regarding career development and advancement
opportunities at a time when organizations are delayering and growth in
the U.S. has slowed. In order to address this concern, E. L. Goldberg &
Associates has collected career
management benchmark information and best practices from 34
organizations, representing a wide variety of industries. A supplemental
study collected data from 75 professionals regarding how they define
career success. Results indicate a significant shift in defining success in
terms of intrinsic satisfiers versus the traditional more objective
measures of success.
The benchmarking results reveal a major call to action for employers.
Employees’ perceptions of career development and opportunities is
frequently one of the lowest rated items on employee surveys, and
research shows this is one of the top predictors of employee
engagement. Despite this fact most companies subscribe to a philosophy
of career self-reliance, essentially abdicating their responsibility for
career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more
proactive in career management holding managers more accountable for
understanding their employees’ career aspirations and educating
employees on their career options. In addition, managers need to devote
time to creating challenging opportunities that will contribute to
individual career growth and development. This report outlines several
best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader
employee population.
7. These practices can have an impact on changing employees perceptions
as two of the more innovative companies in this study reported that they
created greater retention and career development satisfaction by
providing people with development experiences versus simply a
promotion. It is time for organizations to change their career
management philosophies and become a more proactive partner in
helping employees build their career.
The global marketplace and ever-changing workforce have created the
need for organizations to engage human resources practices that
recognize their human capital as their major competitive advantage. In
fact, the current trends emphasize the growing demand for effective,
creative recruitment and retention initiatives. Most human resources
executives will cite the need to stay competitive with these initiatives as
one of their biggest challenges. One of the basic principles to assist with
this challenge is to embrace proactive and strategic career management
practices that can provide you with a strong foundation for gaining a
competitive edge.
8. Highlights
A majority of survey respondents indicated that they define career
success as being engaged in challenging work, continuous
learning, having an impact (on people and the business), utilizing
one’s skills, doing work they are passionate about, work-life
balance, and the alignment of personal and company goals
Forty-one percent of companies had an explicit career management
philosophy that was communicated to employees. In general this
philosophy stated “The employee owns his/her own career, the
manager facilitates it, and the organization provides resources to
support it.
Half of the benchmarking companies indicated that their career
discussions between an employee and manager were not
formalized and the quality was highly dependent on the manager.
Seventy-four percent of companies who had employee opinion
surveys said that satisfaction with career development and
advancement opportunities was a significant area of concern, if not
the biggest concern raised in the survey.
Sixty-eight percent of benchmarking study participants reported
there are significantly fewer opportunities to advance in their
organization compared to the past.
As a result of delayering and changes in business strategies, senior
leadership roles are requiring greater breadth than depth. This
requires a different strategy for career development.
There is a shift in organizational terminology from “career ladder”
to “career lattice” or “career web.
Many companies reported that when managers have strong talent,
they do everything they can to hold onto that talent, even if it is at
the detriment of the individual’s career growth opportunities. In
9. many organizations employees report it is easier to find a job
externally than it is to find a job internally.
More than half of the companies surveyed indicate that their
Generation Y employees have higher, often unrealistic,
expectations about career advancement.
Less than half of the participating organizations said they make an
effort to provide realistic expectations about advancement
opportunities.
Companies offer a wealth of training opportunities for employees.
However, finding the time to take advantage of these offerings was
a significant issue.
Based on this research it is recommended that organizations take a
more proactive approach to supporting, enabling, and developing
individuals across the organization and hold managers accountable
for developing their staff.
Organizations should shift their language, and talk about “career
growth and development” in place of “career advancement.
10. Diligence process
A) Mission and Values: Does your organization have well-defined
mission and values? What are they?
B) Competitive Posture:Define your competitive posture – where
does your organization fit in the competitive landscape of your
industry – is it a leader, a stabilizer or a follower? Where would it
like to be within the marketplace?
C) Culture:Identify the culture of your organization as a whole. Does
it strive to embrace its people practices as one of the key factors
that will determine success and contribute to the creation of a best
practices, leading edgeand/or world-class organization?
D) Goals and Strategy:Review the short and long term business
goals of your organization and the strategies you have in place to
accomplish those goals?
E) Talent Assessment:Assess your talent - What are the existing
competencies, skills, knowledge and abilities needed to achieve
those goals and do they currently exist within your organization.If
they do not exist, where are the gaps and how will you address
those gaps?
F) Career Management Initiatives - Investigate and assess the
appropriate career management initiatives that will begin to
address the gaps as well as extend the level of competency you
strive to achieve and build for the future. Once you have identified
the appropriate models for your organization, begin your Efforts –
Educate, Engage, Enthuse, Emulate and Elevate. There are several
career management initiatives to explore. The ones that are most
appropriate will be determined by your due diligence process. An
organization that strives to be a fast-paced, fastgrowing leader in
their industry, create a brand name and be sought after as an
employer of choice will adopt different programs than an
organization which strives to be a solid, well-established and sound
player within their industry with a reputation for stability,
longevity and steady growth. They both want to recruit, develop
11. and retain the top talent in their field but may engage different
approaches in achieving that end result. What is the array of
possible career management practices that a company can develop
to ensure competitive advantage? Let’s look at it through a three-tier
approach.
12. TIER ONE – PLANNING
Competency Models and Performance Criteria: Establish
competency models for each role within your organization with
specific, well-define performance criteria for success that can be
assessed, measured and evaluated regularly. This creates a solid
basis for accountability as well as assists you with the process of
identifying the necessary skill-sets required to meet company goals
and objectives and departmental deliverables. It then allows you to
begin to realize what gaps may exist in your current skill-sets and
the need to develop career paths, development programs and/or
training initiatives.
Career Development and Career Planning: In-house focus
on the planning and development of employee growth and
progression is vital to the investment in your organization’s talent.
Companies that proactively engage employees in continuous
learning initiatives in a manner that embraces their involvement
and input increase their loyalty and commitment. Cross-functional
options, divisional mobility, short-term and long-term plans for
identifying and recognizing potential are key for retention.
Planning for the future and creating a development plan that
recognizes employee’s interests, potential and growth is essential
and can set you apart from your competition.
Career Pathing: Creating clearly established career paths and
families of jobs within a given area allows employees a vision of
progression as well as setting goals and expectations to strive
toward. When you have a clear progression of growth with specific
criteria to be met to achieve each level, employees will be aware of
what needs to be accomplished to reach the next phase.They will
also see a continuous road of opportunity and challenge as they
develop their skills, competencies and knowledge within their
field. Support from management, with a high level of commitment
13. to the continuous development necessary to earn each level is
paramount for success.
Employee Development: Invest in developing programs and
initiatives organizations, this is a role that the Human Resources
organizations take on in a generalist capacity, in a Learning &
Development capacity and/or choose to outsource to a career
management professional. In any case, today’s marketplace
demands a focus to these initiatives.that are designed to further.
Cross-Functional Development Programs: Establishing
cross-functional development programs for mobility throughout
various lines of your business has many benefits. First, it allows
for company-wide education so that all employees gain a better
appreciation for the effects of their roles on the whole business and
each of its components. Second, it creates highly effective teams
that are more collaborative and cooperative. Third, it builds
additional internal resources and competencies. Last but not least,
once again, this is an outstanding way to invest in enhance all of
the existing skill-sets as well as those that are necessary for your
organization to be successful. Investigate the trends, patterns and
practices within your industry and create programs that allow
employees to gain the competencies needed to be at the top of their
game within these areas. Prepare employees with the required
skills and knowledge to do their part in gaining the leverage
necessary to keep ahead of their colleagues within the industry.
The key with development is to be equally committed during the
difficult and trying times as you are during the prospering days.
This requires ongoing commitment to formal development plans.
Learning & Development Initiatives: A proactive Learning
and Development organization dedicated to the on-going efforts of
identifying and assessing organizational needs, designing and
delivering required programs, and continuous evaluation and
enhancement is one of most important factors for staying of the
14. competition as well as for retaining your top talent. Senior
management beginning with your CEO and cascading throughout
the is essential. It is a way of life for every employee, supervisor,
manager and executive - they embrace and engage in all of your
learning and development initiatives as a critical part of doing their
jobs
Succession Planning: Formal succession plans are an
important part of preparing and planning for the future of your
organization. Identify the high potentials in your organization as
well as those key performers that you could not afford to lose.
Look at your current management team and target those who
would be appropriate successors to your current leaders. What are
the future plans of your executives? Who will succeed them? Are
they being groomed, trained and mentored to do so? Avoid losing
your high potentials and key performers. Tapping into your talent
and planning a future for them is a tried and true way of retaining
your talent.
15. TIER TWO –DEVELOPMENT
Management Coaching: Providing individual coaching for
executives and management is an important part of their
development and succession within your organization. It ensures
the support they need to grow and enhance their skills. Coaching is
one way of preparing them to better lead, manage and develop
their staff. It allows them an opportunity to work onthe areas that
need improvement as well as for better self-awareness, goalsetting
and problem-solving. Be sure to pay especially close attention to
newer managers who have yet to develop their management habits
and patterns. Invest wisely and proactively to ensure you are
building the right mix of skills and competencies within your
management team so as to create strong and effective leaders
throughout your organization.
Mentors/Advisors: Build a team of mentors and advisors
throughout your organization and pair them with your key
performers. Look internally and externally to provide the kind of
mentoring that is critical to achieve ultimate success and depth of
knowledge. A strong mentor program wins employee collaboration
and partnership in a unique way. It’s an exceptional process for
building relationships, trust and loyalty throughout your company.
It engages a level of commitment and dedication that is very deep
and strong. As a professional’s career matures, sound advice and
counsel are crucial for making decisions and gaining perspective.
Organizations that provide this type of access are leaders and reap
immediate rewards.
Performance Management/Performance Feedback:
Organizations that have effective performance management
programs are developed, implemented and executed in a way that
is endorsed by senior management. Consistent and regular
feedback must be included in the plan. Managers are also
16. measured by their ability to give feedback and assess staff
performance with clear objectives and attainable goals
Accountability is the focus. Input and involvement from the
individual is critical.A well-educated workforce within their
industry and profession as well as recognition for outstanding
performanceis a priority.
.
Competitive Reward Systems: What is your organization’s
philosophy and culture regarding how you compensate and reward
employees? Is it to stay ahead of the competition, stay on par or to
lag behind? Taking a position on your rewards systems and
policies can set the stage for all of your career management
initiatives and compliment the programs you have in place.
Typically, if you have competitive reward and pay programs, you
are likely to have strong career management practices. It is
appropriate to see the two going hand in hand and selecting
strategies that allow you to link and balance the two.The key is to
view your overall strategy as the foundation and create a vision
that takes a big picture perspective and approach.
Career Centers: Many organizations have begun to invest in on-site
career professionals and/or career centers that are dedicated to
the creation, development implementation maintenance and
evaluation of their career management initiatives. In smaller
organizations, this is a role that the Human Resources
organizations take on in a generalist capacity, in a Learning &
Development capacity and/or choose to outsource to a career
management professional. In any case, today’s marketplace
demands a focus to these initiatives.
Cross-Functional Development Programs: Establishing
cross-functional development programs for mobility throughout
various lines of your business has many benefits. First, it allows
for company-wide education so that all employees gain a better
appreciation for the effects of their roles on the whole business and
17. each of its components. Second, it creates highly effective teams
that are more collaborative and cooperative. Third, it builds
additional internal resources and competencies.Last but not least,
once again, this is an outstanding way to invest in developing and
retaining staff on a longterm basis by enriching their skills and
knowledge.
18. TIER THREE – ENGAGEMENT
Diversity Initiatives: Engaging in diversity initiatives that
embrace the value of having differences in your organization’s
workforce are expectations of today’s marketplace. People are
enticed to companies that are leaders in diversity efforts. What is
your corporate culture? Do senior executives truly embrace
diversity as a company philosophy and do they embody that
message in their actions? How committed is your organization to
providing opportunities for all employees and to what lengths do
they go to make that happen? What is communicated in all of your
company literature? Is diversity incorporated into your
management goals as well as your training and development
initiatives for management? Creating best practices around your
diversity initiatives is a key driver for talentretention and career
management
Best Practices: Do you know what is considered to be “best
practices” within your industry? Keep ahead of your competition
and build a sustainable talent management process by building best
practices that adopt the notion that human capital is your best asset
and strong people practices are one of the main ingredients for
success. Leaders in any industry typically have that common
theme—they have a culture that recognizes their people practices
among the key elements that enable them to retain leadership
positions within their industries. Have a welldefined mission,
values and culture and educate yourselves to know the other best
practices necessary in your industry for building a world-class
organization
On-Going Talent Assessment: Continuously maintain efforts
to assess your talent. Know your in-house skills,
abilities,knowledge and competencies. Identify your strengths,
weaknesses and opportunities. Understand the needed skill sets to
19. achieve your company’s goals and objectives and realize where the
gaps are. This needs to be an on-going effort of evaluation and
assessment. Develop managers to be good leaders—empower them
with the knowledge, ability and authority to address areas for
improvement with proactive, progressive and immediate solutions.
Rotational Programs: Highly effective rotational programs
bring in new/young talent and rotate them throughout various
functions of an organization giving them six to nine months
training in many roles culminating in a three- to five-year program
that has produced a well-trained, well-developed with a unique
depth of knowledge. This can prepare them to master all the
functions of an area that would not be gained in a more traditional
entre to the company.
Flexible Work Arrangements- Work/Life Balance:
Organizations that advocate flexible work arrangements and a
priority to work/life balance as a business strategy for attracting
and retaining talent are on the forefront of today’s workforce
demands. Many studies indicate flexibility is one of the top three
factors employees want in their jobs. This is no longer an issue for
one population of the workforce but runs across all demographics.
It ranges from the younger population consisting of the generation
X and Y groups to the baby boomers in their pre-retirement years.
The needs vary as well from child care to elder care, extensive
commutes to extensive travel, pursuing degrees to pursuing a better
quality of life. This is the reality of the 21st century and the
organizations that recognize it as a competitive business strategy
and an effective career management practice will be the ones
attracting and retaining the talent.
Knowledge Management: Knowledge management practices
can have a big impact on organizational development and
organizational effectiveness. It can be defined as a formal and
directed process of determining what information contained within
20. an organization could benefit other people within the company, the
industry, as well as the general business community...and then
creating ways to make this information easily accessible. Reaching
out to experts in this arena can be useful and beneficial to leverage
the knowledge that you have within your organization.
Networking Opportunities: Last but not least, extremely savvy
networking skills are a requirement of all professionals to be
successful and effective in their careers. Organizations that train
their staff on networking and allow opportunities for networking
will stand ahead of their competition across all venues – business
development, talent management, customer service, employee
relations, organizational development, organizational
effectiveness, return on investment, market share, etc. etc. etc.
Support your employees in developing, enhancing and managing
their networking efforts. Gain momentum and never stop.