Career Empowerment: Building an Empowered Workforce

Human Capital Institute and RiseSmart teamed up and created a fact-filled report on the hottest HR trend right now: Career Empowerment!

1. 1 | ¤ 2010 RiseSmart, Inc. 1 | Confidential ¤ 2013 RiseSmart, Inc.
Career Empowerment:
Building an Empowered Workforce
Carl Rhodes, CEO, Human Capital Institute
Karen Stevens, Vice President of Practice Strategy, RiseSmart

2. 2 | ¤ 2010 RiseSmart, Inc. 2 | Confidential ¤ 2013 RiseSmart, Inc.
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Karen Stevens

Vice President of Practice Strategy
RiseSmart
Carl Rhodes

Chief Executive Officer
Human Capital Institute

3. 3 | ¤ 2010 RiseSmart, Inc. 3 | Confidential ¤ 2013 RiseSmart, Inc.
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9 Research Methodology
9 Defining Career Empowerment
9 Practicing Career Empowerment
oMethods of Empowerment
oUnderstanding Limitations
oDrivers of Empowerment
9 Addressing Regrettable Loss
9 Takeaways

4. 4
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‡ Secondary Research

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‡ Edie L. Goldberg, PhD., President and CEO, E.L. Goldberg & Associates
‡ Ian Ziskin, President, EXec EXcel Group
‡ Tom Maddison, CHRO, Xerox Corporation

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‡ 33RItem Survey distributed June ² July 2013
‡ 322 responses representing more than 300 organizations worldwide

5. 5"
Some Participant Organizations

6. 6"
Defining Career Empowerment
Career Empowerment: an employees· ability to control their own career
development, and pursue their own interests within their organization.

7. Defining Career Empowerment

8. Defining Career Empowerment

9. 9"
Practicing Career Empowerment

10. Practicing Career Empowerment
ƒCareer development plans
ƒLateral career moves
ƒJob rotations
ƒGoal alignment
ƒShortRterm/stretch
assignments

ƒMentoring programs
ƒNetworking opportunities
ƒWorkshops/classroom
training

MANAGER ORGANIZATION EMPLOYEE
ƒSelfRassessment tools
ƒCareer development
plans
ƒGoal setting exercises

11. 11"
Practicing Career Empowerment

12. What is limiting Career Empowerment?
Understanding Limitations
ƒLack of resources or funding
ƒProhibitive time investment
ƒLack of implementation knowledge
ƒPoor communication/mixed messages
ƒLack of leadership buyRin
ƒNo technology in place to support
ƒLow prioritization
ƒLimitations on eligibility

13. Understanding Limitations

14. Drivers of Empowerment
Personally
challenging
work
Constant
learning
Passion
for
their
work
Ability to
Create
impact
Flexibility
and
Work/life
balance
Aligning
personal
and
company
goals
Ability
to use
their
skills
Career
success
+ +
+
+
+ +
=
ƒRecent research by E.L.
Goldberg and Associates
explored how the perception
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shifted ² across all
generations and multiple
industries

ƒThe wants and needs of
employees have changed,
and the EVP has to adjust to
these new values

15. Where does Career Empowerment and
employee autonomy thrive?

16. Drivers of Empowerment

17. Drivers of Empowerment
17"
´7KHUHDUHmore organizational opportunities available today, but they are taking a
different form. The best learning [may come] from experience, not necessarily from
PRYLQJXSDQRUJDQL]DWLRQDOKLHUDUFK\,W·VDUHPLQGHUWKDWnot everyone defines growth
DV´ELJJHUµGrowth is being redefined as change, breadth, and varietyµ

R Ian Ziskin, President, EXec EXcel Group

18. Do you track
regrettable losses
separately from your
overall attrition?

19. Addressing Regrettable Loss
Managers
Professionals
Support Staff
Executives

20. Addressing Regrettable Loss

22. 22"
Addressing Regrettable Loss
ƒStretch
Assignments
ƒJob
Rotations
ƒCareer
Advancement
ƒProfessional
Development
ƒJob Postings
ƒSelf-assessment
Tools
SUPPORT STAFF PROFESSIONALS MANAGERS EXECUTIVES
ƒJob Postings
ƒProfessional
Development
ƒShort-term
Assignments
ƒSupport Staff

ƒProfessionals

ƒManagers

ƒExecutives

23. 1.Everybody wants it
2.Ditch the ladder
3.Heed the risk of losing key talent
4.Refocus organizational efforts
5.Invest smartly
6.Stay tuned for this report!
Takeaways

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25. Thank&You.&
Any Questions?
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