Right Quarterly By Right Management India ( Managing Careers through a Transition)

In this edition we would like to bring out the importance that Managing Careers through Transitions play in building efficiencies, maintaining engagement and improving productivity.

1. Right Quarterly
Third Edition 2014
THE
Managing Careers through a Transition

2. ManpowerGr oup at a Gl ance…
Nearly3,100 offices across
80 countries around the
Over400,000clients
ranging from SMB’s to
Glbl Ft 100
Interviewed12 million
people in 2013 and
world Global Fortune 100
companies
Theworld’s largest IT
fil i
connected3.4 million to
meaningful work
USD 20.3 Billion revenue in2013
ih d
Global leader in
Recruitment Process
professional resourcing
firm
Over30,000
l
with over 85%generated
outside the U.S.
Nearly70,000people
placed in permanent
Largestglobal vendor-
neutral MSP provider
Recruitment Process
Outsourcing
Theworld’s largest
outplacement firm
employees
across brands
placed in permanent
roles each year
p outplacement firm
More than 600,000 associates
on assignment daily
More than 11,000,000 candidates
have received training
and development

3. Managing Careers through a Transition 1
EDITORIAL & FOREWORD 02
by Chaitali Mukherjee
CLIENT REFERENCE STORY
Maintaining Engagement, Productivity and a 04
Safety Focus through a transition
by Cyrus Cavina
CLIENT REFERENCE STORY
Best Practices for Career
Transition in an 06
Industry under Pressure
by Malcolm Peak
CLIENT REFERENCE STORY
Workforce restructuring and advancing Careers
09
by Divya Jain
Ev
ent date
New Paradigm of Career Management 13
by Tuhina Panda
Layout & Design
Editor
Rit
esh Hellan
Copy
Editor
Tuhina Panda
F
or a copy of ‘
The Right Quarterly’, write to us at
[email protected]

4. 2 THE RIGHT QUARTERLY
by Chaitali Mukherjee
Managing Director – Experis APME Region &
Country Manager – Right Management India
With 2014 having come to a close, we
are all in the process of closing our
records for the year.
A big part of closing
the records is reflecting on work that has been done, successes achieved and learning from the year gone by.
One of
the key learning that we hope to achieve is on building business efficiencies.
The
year 2014 for ManpowerGroup and
Right Management has also been about
the same – building internal synergies, enhancing client partnerships, improving on associate relationships and most of all, taking employee collaboration to the next level.
Our clients have also been
focusing on building efficiencies within their organizations and we have learned a lot from these initiatives as well.
In our previous edition of the Right
Quarterly, we spoke about Succession
Planning for Talent Management
and how such an initiative drives the organization forward. But with any strategy implementation or change, a critical step is also taken by businesses to relook at their priorities.
Hence, in this edition we
would like to bring out the importance that Managing Careers through Transitions play in building efficiencies, maintaining engagement and improving productivity.
We start this edition with a case study on
Maintaining Engagement,
Productivity
and a Safety Focus through a transition with a global energy and petrochemical company in
Australia. Considering various
intrinsic and extrinsic influencing factors, the organization took a call to convert
one of their refinery & terminal into only a
terminal. With this decision, came the need
to transition a few employees out, while
also maintaining the engagement of those
who remained behind.
Right Management
partnered with the organization to put together a seamless process of change management and transition.
This was
done through peer level networking groups, workshops for mid-level leaders on resilience, stress management, managing & leading change; and providing support on notification day followed by continuous career conversations.
This initiative allowed
the transition to happen smoothly without any safety incident, supply disruptions or dip in productivity.
Our second article is a case study that
shared Best Practices for Career
Transition in an Industry under pressure.
Sinclair Knight Merz merged into a larger
global player, and is now known as Jacobs. With this merger we saw an increase in its global presence and skill base, along with new opportunities for employees as part of the larger organization.
To help bring out
the desir
ed synergies from the merger, the
organization made significant changes to adapt as per the market needs. But in this process, a few workforce adjustments were necessary.
At this difficult time, instead of
only referring their impacted employees to an external party, Jacobs along with
Right
Management offered a range of face-to-face onsite services.
These were designed to help
employees evaluate redeployment options, alternate career options and an opportunity to engage with career consultants.
Editorial & foreword

5. Managing Careers through a Transition 3
Our third article Workforce Restructuring
and adv
ancing Careers is a case study
with a global semiconductor firm, which as
a result of being acquired by another large
technology firm had to restructure some of
its roles for the
India region. The organization
partnered with Right Management to
support 63 impacted employees to assess their career interests and transition out of the organization.
This case study highlights
how through a structured approach, Right
Management was able to support the organization to manage a difficult period of change while helping to maintain overall engagement.
Our last article shares an event update for
the breakfast roundtable hosted by Right
Management in Mumbai, India on the New
Paradigm of Career Management. Over
the past few years Right Management has
seen organizations face a talent shortage globally and address the gap by building internal talent.
A critical reason for this is the
skill gap visible during the hiring process, along with the change in the mindset of individuals while pursuing the kind of careers they want to.
Individuals are much more
independent and confident of what they want to achieve in their careers.
This shift
is being seen across industries and regions, leading us to believe that organizations must look at robust and holistic Career Management practices.
To address this need,
Right Management partnered with People
Matters to invite senior industry and HR
leaders to discuss the change in perspective being experienced across organizations and the emerging need to define a process for future Career Management initiatives.
This edition has been an opportunity for
us to share the story of organizations who have taken bold and difficult decisions this year on their path to achieving success.
The
larger picture for them has been to build a sustainable long term business, wherein they have taken care of all stakeholders.
Any organization, who keeps in mind this
aspect, will surely be able to benefit more.
This edition has also helped us reflect that
in order to make a new start you need to reevaluate yourself, your team, your business while identifying avenues for growth. We hope that you too take the time to reevaluate how your year has been, what you would like to drive in 2015 and identify ways to achieve those priorities.
Here’s wishing you a happy
and a prosperous New Year!
- Chaitali Mukherjee

6. 4 THE RIGHT QUARTERLY
Client Context:
This global energy and petrochemical
c
ompany owned and operated a number
of key oil refineries at various sites in Australia. The most complex of these
refined more than four million tonnes of
crude oil every year, with feedstock and
products imported through the terminal
for transfer to the refinery.
The refinery and terminal had around
310 employees and an average of 200 contractors on site at any time, operating 24 hours a day, 7 days a week.
Due to the persistent strong
Australian
dollar, challenges with capital equipment
and competition from new Asian
refineries, the difficult decision was taken to convert the operation to a terminal only.
This would impact a number of
employees.
The conversion of the Refinery into a
terminal was to be done over an extended period of 18-24 months.
This created
many challenges for the organisation to maintain productivity, ensure safety and also continue to engage all workers in a period of uncertainty.
What did the partnership
with Right Management
look like?
Critical to success of the transition was
the engagement of
Right Management
in the early planning stages before any announcements had been made in order to develop a tailored comprehensive program of support for employees on site.
What did the solution look
like?
The solution was holistic and covered a
two y
ear phased closure period.
Overall
there were three key streams of support
provided to the Refinery employees and
leadership team.
First was support associated with
announcement day which involved
briefing of the leadership team to
assist in their preparation to deliver
the difficult messages and to handle
employee reactions and questions.
This
was supplemented with onsite consultant presence for the day of announcement to support employees as they processed the news.
Right Management partnered with
Client
ReStory
Maintaining Engagement, Productivity
and a Safety Focus through a transition

7. Managing Careers through a Transition 5
the Employee Assistance Program onsite to
pr
ovide comprehensive employee support.
Second was proactive change support for all
levels in the organisation. For the Refinery
Leadership Team this was aimed at ensuring
their engagement and vision for the site
coupled with successfully dealing with their
own reaction to the change. For the next
level leaders, given their critical interface
with the operators, in addition to change
support, a facilitated peer networking group
was established where they could benefit
from sharing each other’s experiences and
raising concerns in a safe environment.
The remaining Refinery employees
were also provided various support mechanisms including workshops and training engagements on resilience, stress management, managing change and leading change.
Finally the focus of our support moved
to the career transition phase where we
worked extensively with employees at all
levels to assist individuals in achieving
their desired career outcome.
This covered
redeployment, career workshops, a career centre, one on one coaching and a career fair involving many local and national employers.
What were the outcomes?
The conversion of the site operations
fr
om a
Refinery to terminal over such an
extended period has been lauded within the organisation as one of the best examples of implementing this difficult transition.
An
employee engagement survey comparison from before the announcement to one during, showed that engagement had actually increased during this period.
The company was delighted with these
results along with the fact they reported no injuries during this conversion period and productivity levels remained consistent with those pre-announcement.
The transition is being used internally within
organisation as a best practice case study on how to undertake significant change projects of this nature.
What made the solution so successful and an example of best practice career transition support?
The success of the project was achieved
thr
ough a number of key elements :
•
The organisation’s readiness to involve
Right Management in confidential
discussions early on in the planning phase
•
Involvement in the planning by both
parties leading to a co-designed solution
• Embedding Right Management
consulting resources at the organisation’s site – being able to act as “one of the team”
•
Regular transparent communication
allowing for a flexible approach that was adapted as required
•
Allowing each party to challenge the
status quo.
The project has also resulted in an enhanced
relationship between Right Management and
the organisation.
Cyrus Cavina
Account Director
Melbourne, Australia
Maintaining Engagement, Productivity and a Safety Focus through a transition
Client Speak
HR Manager for Refinery
“The closure of the refinery
without significant saf
ety incident,
disruption to supply or industrial action was viewed internally and externally as a major success.
Right Management played a role
in this success by partnering with the
Refinery Leadership Team at
both the str
ategic and operational
level to help deliver change management activities that maintained and even increased employee engagement during a challenging and difficult situation for both leaders and employees.”

8. 6 THE RIGHT QUARTERLY
Client Context:
Sinclair Knight Merz was an engineering
c
onsultancy, established in the 1960s.
The
business grew through a mix of organic and
acquisitions (65 companies in 50 years)
as it worked to support its major clients in
numerous locations globally.
In 2014, the
business itself was merged into a much larger global player and is now known as Jacobs.
Prior to the merger, the business employed
over 7,000 people.
The merger has seen
Jacobs increase its global presence and skill base, with new opportunities for employees as part of the larger organisation.
The
merger has also resulted in greater business growth opportunities and improved financial strength of the new larger, combined business.
The merger reflected the volatile nature of
the environment engineering firms operate in and their need to consolidate their key areas of expertise. Jacobs had faced a significant change in the landscape of geographies it worked in since the global financial crisis in 2008. Working in a difficult and uncertain economy the business needed to change its client offerings to reflect the evolving priorities of customers, notably the slow-down in the mining and infrastructure industry.
Although the Company was able to
profitably adapt to the changing world around it, some workforce adjustments were required and an area the company really excelled in was managing the career transition of employees. Partnering with
Right Management, Jacobs designed and
delivered a best-practice solution to ensure employees were treated fairly and with dignity.
Client ReStory
Best Practices for Career
Transition in an Industry
under Pressure
What did the partnership with
Right Management look like?
Since the commencement of the partnership
in 2008, Jac
obs had a number of key criteria
they needed to address in selecting a career
transition partner for its employees.
These requirements included: relative
location of Right Management support
offices, flexibility of options, good candidate feedback (indicating they valued the service), brand and values alignment, and value for money.
The highest priority requirement
was that Right Management provide expert
consultants who were able to flex to the requirements of the client.
Through our ongoing consultation, a clear
and transparent reporting and account management structure and an alignment of brand and values, we were able to build a solution that offered more than individual outplacement programs. Jacobs recognised that they needed to do more to support people than simply refer them to an external party. We worked together to offer a range of face to face onsite services that helped employees evaluate redeployment options, discuss career options, and engage with a career consultant when their role was made redundant.
The services provided to the employees
were enhanced by frequent and open communication between Jacobs and
Right
Management which allowed us to have the right people, in the right place, at the right time to support the client’s employees.
The
ease with which Jacobs were able to contact and engage with
Right Management was a
significant weight off the shoulders of the HR
team, who knew that their colleagues were going to be well looked after in their career transition.
Career
alignment
Post-merger
engagement

9. Managing Careers through a Transition 7
21%
14%
7%
Higher
Same
Lower
What does the solution look
like?
The solution is dynamic reflecting the needs
of the business at the time.
The core of the program is a suite of
individual career transition programs during which the program participants undertake an initial self-awareness exercise and then work with their assigned career consultant on a program that best meets their needs.
The programs can be offered virtually at
home or in a Right Management office and
are a combination of self-paced learning, webinars and face to face learning.
All
employees were offered the same program which ensured not only that all employees were supported effectively, but also that there was equity in provision of career transition support.
Complementing the individual programs, we
worked with Jacobs to design tailored onsite
support which provided employees with
an opportunity to understand the support
they had available to them in the case of
redundancy.
This support took the form of attending
announcements of business change, providing group consulting on how to be effective in the consultation/redeployment phase, providing advice to small groups and 1:1 on resume structure and wording, and providing general career advice.
Right Management also attended Jacobs’
premises to meet with individuals where they had been formally notified of their redundancy and who were unsuccessful in redeployment, or where redeployment was not an option.
This approach allowed us to
be an independent adviser for impacted employees, while also providing them with an opportunity to take control of their situation and actively commence their job search.
Our research shows that outcomes
for program participants who meet with us immediately after they have been notified of redundancy are better, as they are more proactive and in control, and our client’s values aligned with this approach.
What were the outcomes?
Yvonne
Shehata (Human Resources Business
Partner and Eastern Region Employee
Relations Manager for Jacobs) was very
clear that the most important outcome for Jacobs was the protection of brand and wellbeing for both the employee and Jacobs.
The successful outcomes for the
majority of people working through career transition was of great comfort to those who remained in the business, and morale was kept high for remaining employees in the knowledge those that had departed were being well-looked after.
Their sense of loss
was balanced in the knowledge that their colleagues were able to find alternative employment.
Another key driver of our strong partnership
was the transparency in reporting which allows both
Right Management and Jacobs
to be clear regarding the effectiveness of the support.
As noted earlier, a key criteria of a
successful partnership was participant satisfaction; program participants rated the service 4.5/5.0.
Additionally, our
reporting capability allowed us to record
21%
14%
7%
14%
7%
36%
Agency/Recruiter
Direct Approach
Internet Job Board
Newspaper/Periodical
Other
Trad. Networking
How new position was found
Compensation compared to previous
Position level compared to previous
Reference 1.1 Key criteria for successful partnership
21%
14%
7%
Higher
Lower
Same

10. 8 THE RIGHT QUARTERLY
the effectiveness of the solution across
a number of elements including how
individuals found new positions,
Their compensation compared to their
previous role, and the position level compared to previous.
We were also able to ascertain that once an
opportunity was identified and the program
participant actively pursued the opportunity,
it took two interviews (on average) to secure
an offer.
When put together, we were pleased that
the solution delivered a service that was not
only valued by employees, but also for the
majority of individuals helped them secure
a new role which was at least at the same
level and remuneration as their previous
role.
What made the solution so successful and
an example of best practice career transition
support?
The key component of the solution that
made it successful was the strength of the true partnership between
Right
Management and Jacobs.
Whereas some organisations seek to provide
career transition support to employees as
a “supplier provided service” and effectively
outsource it, Jacobs wanted to ensure that
the solution reflected their brand and values
which placed the wellbeing of employees
prominently.
This meant that when any
issues arose, they were able to be dealt with quickly, and we understood the client culture well so were able to be more responsive to urgent requests for support.
Also contributing to the success of the
solution were additional components such as:
•
The flexibility of the Right Management
resources,
• Willingness of the client to have Right
Management on-site to pro-actively
support employees impacted by change,
• High levels of communication between
Right Management and client resources
in advance of requiring support/business change, and
•
Strong standard processes for engaging
Right Management and our consultants.
Key components of best practice outplacement:
Our research shows that Career
Development (62% of respondents), Resume
Dev
elopment (57% of respondents) and
one-on-one coaching (53% of respondents) were the three most valued elements of outplacement services.
These were all
reflected in the partnership with this client.
Four out of five medium to large companies
worldwide rely on outplacement services to
support departing employees with the top
reasons being:
85% wanted to retain positive relations
between current and departing employees
84% wanted to support departing
employees’ transition into a new role
Again, these were reflected in the
partnership with Jacobs.
Malcolm Peak
Accounts Director, Sales and Marketing
Sydney, Australia

11. Managing Careers through a Transition 9
Client ReStory
Introduction & Context
A leading semiconductor firm and a global client of Right
Management India was recently acquired by another technology
firm which specializes in designing and developing of analog
semiconductors, custom chips, radio-frequency and microwave
components.
The highly complementary and compelling
acquisition is aimed at positioning this technology giant as a leader in the enterprise storage market. Due to the acquisition and the subsequent restructuring, some roles and the employees holding them became redundant.
It was in this context that
RMI was approached to help 63 employees assess their career
interests and transition to the next phase in their careers. The
following article aims to provide an overview of our approach, our programs and the impact created.
Workforce restructuring and advancing Careers

12. 10 THE RIGHT QUARTERLY
Right Management’s Career
Transition Programs
Right Management India recommended
two pr
ograms –
Right Choice 1 (1 month
program) to the individual contributors and
Right Choice 2 (2 month program)
for Managers. The programs were a
combination of our support services across two very critical aspects – career direction and job search assistance.
Tenets of Right Management’s Career Transition
Programs
•
Notification Support for impacted
empl
oyees to extend emotional
handholding and explain the features of our support program.
• Psychometric assessment to identify
skills and career interests.
• E-learning tools and ‘Right-Everywhere’
(online candidate support platform) access were provided in addition to support in writing effective resumes and planning a ‘personal marketing campaign’.
•
Intellectual support in the form of
coaching to leverage upon their networks, prepare for interviews, salary negotiations and taking job decisions.
Career Coaching Job Search Support
Discover your inherent strengths 
and interests
Identify future career path
Develop effective and powerful 
resumes
Hone your interviewing and 
negotiation skills
Leverage the Manpower 
advantage
Get continuous connects to 
Right Management’s clients 
Get leads to independent 
placement consultants
Devise a robust strategy to 
leverage your own network 
Reference 2.1 Right Management’s Career Transition Program
*Right Management’s
Approach to Notification
One of the challenges an organization
f
aces is getting the impacted employees
to see the value in signing up for a
Career
Transition support program.
Sometimes, the impacted employees,
given their emotional state, might not be able to completely grasp the benefits of a transition support program from the information provided as program sheets, email, etc.
This was addressed by
spending the required amount of time with the participant to explain the features, approach and the benefits of the program.
In this case, Right Management managed
to gain the complete buy-in of the impacted candidates by:
•
Conducting group sessions (in person)
for notified employees to drive clarity
around the features and benefits.
• Conducting group sessions via video
conferencing for notified employees in other locations.
•
Extending counselling in one-on-one
sessions to address queries.
• Extending continuous telephonic
support to address concerns and queries.

13. Managing Careers through a Transition 11
Impact
The career transition support enabled
and pr
epared employees to face the job
market.
To summarize, the initiative created
a win-win for all stakeholders and set a
fine example in today’s dynamic business
environment preparing
HR professionals for
challenges that they are likely to face in the future.
The organization despite having to let
go of its employees, gained their trust and thus enhanced its employer branding.
The
initiative further reiterated the fact that HR
now is acting truly as a strategic business partner and the ways of traditional personnel management need to be modified to suit the modern demands.
Success Drivers
•
F
manifold to make sure that the candidates felt taken care of at every step
•
Unique partnership between client and
consultant: At each stage, the Right
Management and client teams were synchronized and worked with the same drive, empathy and enthusiasm at crossing each milestone.
•
Transparency between the client and
Right management through various
status update calls ensured that there
was complete trust and thus the project
got the necessary push from the client.
•
Constant communication and interaction
with affected candidates. Detailed conversations were held to understand their point of concerns.
Sample reports
for the Birkman First Look Career psychometric tool were shared with the candidates to make sure they can see value and understand clearly how they could gather critical insights from their own individual profiles.
Program Feedback from
Candidat
es
•
“Thanks a lot for the support that
has been provided by you and your organisation during such time of distress.
I appreciate the knowledge that has been
provided and it in fact helped me to take some long term decisions for my career and
I had started working on that. I feel
even a bad experience is good in some ways, as it helps us to introspect and prepare for better times.
Thanks!!”
Birkman Method – 
Online Psychometric 
Assessment
& 
Access to 
RightEverywhere 
Portal
1st Career Coaching Session
  Resume Development
  Identifying future career path
  Interviewing skills – mock 
interviews
  Salary negotiations
Sharing of Profile with:   Right Management’s 
clients
  Manpower Group Vertical 
Heads
  Independent placement 
consultants
Reference 2.2 Timeline of activities for Right Choice 1 month program

14. 12 THE RIGHT QUARTERLY
• “VI gained a different
perspective of myself that helped be
look out for a job and how to look for a
job.“
•
“Definitely very informative session.
Knowing myself is something I learnt in a
good way. I learnt how to better structure
a resume and preempt interview questions most likely asked.”
•
“Got an idea how to make my resume
more impactful.. Video feedback and how to practice the basic questions gave me self-confidence.“
•
“Really wonderful! I got much more than
what I expected. Got insights into what
was lacking in my resume and what to
focus on for further growth.”
• “This is a good session. This is my first job
and first time I have experienced such a
program. A very helpful session for me
not just for now, but also for the future.“
• “Very informative session. Needs to be
implemented. The key learning was to
understand your own personality – for better job fitment.“
•
“Really helpful. I learnt so many things.
Your methodology is very good. Resume
making and pr
acticing interview probe
questions were insightful.”
Divya Jain
AVP - Consulting Services
Right Management India
Apurv Jain
Team Member
Right Management India

15. Managing Careers through a Transition 13
Event Moderator
& Speaker
Prashant Pandey
Vice President & Career Management 
Practice Leader
Right Management India
Rajesh Lele
Head - Talent Technologies and 
Management Development Services 
TATA Motors
Guest Speaker
EvUpdate
We have seen over the past few years how difficult it has become for organizations to find the right talent for filling in vacant roles..
In 2014 the ManpowerGroup annual
Talent Shortage Survey, running in its ninth
year, reported that 36% of global employers are facing a talent shortage – which is also the highest percentage in seven years!
This
gap is being felt much more in India, where
an average 64% of employers have shared they are facing a talent shortage.
This does
not help when retention of employees has become increasingly difficult. (
Reference
1: ManpowerGroup’s 2014 Talent Shortage
Survey, slide 2).
On the other hand, employees in
organizations are becoming more strategic and focused on their careers.
They are
driven to organizations where they perceive their long term career aspirations will be met.. Careers are no longer defined by the
New Paradigm of Career Management
industry or the organization that you are a part of. Careers are now defined more by what skills, passions and aspirations individuals have and want to pursue. (
Reference 2: Right Management’s 2014
Career Definition Survey, slide 4) This
shift has made it increasingly important for organizations to address employee engagement from a new perspective. From multiple research studies including

16. 14 THE RIGHT QUARTERLY
Right Management’s own research, we
believ
e providing employees the right
career opportunities aligned to their own
career goals is a primary engagement
driver.
Hence, the need emerges to relook
at Career Management initiatives across industries.
To address this challenge, Right
Management along with People Matters recently hosted a Breakfast
Roundtable on
the ‘New Paradigm of Career Management’.
The interactive session was focused on
discussing the role that a well-established
Career Management framework will play in ensuring a highly engaged workforce – in turn ensuring a productive organization.
The discussions also focused
on the challenges faced by individuals, managers & organizations when it comes to implementing Career Management initiatives.
Senior HR leaders from companies across
industries participated in the event and contributed with their view points.
The
discussion was moderated by Mr. Prashant Pandey, Vice President & Practice Leader – Career Management,
Right Management
India. Our Guest Speaker for the day was Mr.
Rajesh Lele, Head - Talent Technologies and
Management Development Services with
Tata Motors. Mr. Lele shared his perspective
on industry best practices in Career Management, along with key learning from his own career.
The key themes and current challenges
tabled at the roundtable were:
1. What is the role you see of Career
Management in driving employee
engagement?
2. Challenges that organizations face
in managing the careers of their employees?
3.
Who are the stakeholders who own the
career of employees?
4. What does each stakeholder needs to do
(the employee, leader, and organization)?
The discussion with the industry leaders
brought out some interesting learning as shared here:
•
Ownership of career lies with the
Individual
• Organizations need to play an enabling
role by proactively driving Career
Management initiatives to keep
employees engaged in their work and
career
•
Successful Career Management programs
require managers/leaders to get directly involved in the career planning of their employees
•
For Managers, it may not always be
possible to have a complete perspective on all employees in terms of their career.
Hence, organizations need to provide

17. Managing Careers through a Transition 15
them with the right monitoring tools to
do so
• A different approach may need to be
adopted to manage the careers of technical experts that are linked to their personal aspirations, since all may not strive for leadership roles
•
Organization should focus on mid-level
talent more actively in comparison to top level talent, since it will be the mid-level talent that needs the maximum guidance for managing their own careers and that of their direct reports
Post the open discussion with the roundtable participants,
Right Management
shared their point of view on Career Management along with a few global and
Indian success stories of work done in this
space. The roundtable discussion and Right
Management’s client experience helped to reconfirm the emerging importance of Career Management across organizations.
It also put at the forefront the need to
relook at the approach currently being used by organizations and how a more holistic framework must be adopted.
To conclude, we have shared here some of
the key insights that participants took away from the breakfast roundtable:
•
Any Career Management initiative is a
three-way collaborative effort between
the employee, manager/leader and
organization.
— Employees need to build on their
self-awareness of their own skills and interests.
They need to be able
to reach out more frequently to their managers and talk about their career interests.
They should be
aware of what competencies they need to build upon to help them be successful at the organization
—
Leaders need to know how to have
the right career conversations with their direct reports
—
Organizations must empower
managers to take career related decisions.
They must also enable
them by providing a review process to manage the careers of their direct reports
—
Organizations need to further
build on their succession planning initiatives and fill majority of job positions internally, so as to give ample career opportunities to their employees
—
A robust career coaching process
must be put in place to guide employees in managing their own careers
—
Organizations need to facilitate
Reference 3.1 Current State of Career Management
Right Management
6 Right Management
Why is that...
people tend to get socialised into
careers based upon parental
pressure, university entrance
marks and or peer pressure
Nearly 50% of people are in
roles that are less than the ideal
alignment

N = 146,890
45% of people change job
function following our career
intervention
Our data indicates
Develop both functional and enterprise
wide career models
•To help address shifts in business demand and
also poor job fit which impacts on productivity
Consider career from a people system
perspective and align CM frameworks
•Including career pathways, career planning
outputs and stakeholder accountabilities to
broader talent management systems
Consider the impact of social media on CM
•More connected and more prominent online
brands means more ways for individual’s to
manage their careers
•Increasing velocity of talent mobility is making it
more difficult to retain employees

What do you need to be aware of
Current State of Career Management

18. 16 THE RIGHT QUARTERLY
Reference 3.2 Right Management’s Career Management Framework
an open culture where employees
can talk freely about their careers
interests and aspirations
•
Almost unequivocally, the participating
leaders agreed that Career Management can’t be a reactive approach or a replacement for performance discussions
•
Career Management initiatives can
help align an employee’s skills, interests and aspirations to their values, passions, strengths and goals.
This will
surely benefit both employees and organizations.
Right Management
7 Right Management
What do organizations Need?
Clear Linkage
Defined
Process
Manager
Coaching
Employee
Ownership
Career Development
Objective:
Better alignment between
employee needs and business strategy
Visible Senior Leadership
Systematic • Dynamic • Sustainable
A Structured Career Management Framework
Clients who attended:
Aditya Birla Management Corp. • Allied Blenders & Distillers • Book my show • Datamatics
• Essar Group • Future Groupc • Liberty Videocon • General Insurance • Mahindra Lifespaces
• MSD Pharmaceuticals • Pfizer India • Raychem RPG • Reliance Industries
• RPG Enterprises • Siyaram Silk Mills • Taj Hotels Resorts and Palaces • Tata Chemicals
• Tata Communications • Tata Motors • Times Group • Viacom 18 Pvt Ltd • Wockhardt
Tuhina Panda
Pr
oject Leader &
Internal Change Manager
Right Management India

19. LEADER
DEVELOPMENT
Leadership Pipeline
Development

Leader Coaching™
Succession Management
Performanc e Management
ORGANIZATIONAL
EFFECTIVENESS
Strategy Impl ement ation
Strategic Workforce Alignment
Change Management
WORKFORCE TRANSITION
& OUTPLACEMENT
Outplacement
Redeployment
Career Decision
Career Dev elopment
EMPLOYEE
ENGAGEMENT
Strategic Communications
Planning
Workforce Engagement
and Retention Str ategies
Wellness and Pr oductivity
Management
TALENT
ASSESSMENT
Compet ency Modeling
Organizational Assessment
Team Assessment
Individual Assessment
TALENT AND CAREER
MANAGEMENT
L
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G
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N
A
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EMPLOYEE
E
NGAGEMENT
W
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K
F
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C
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T
A
LEN
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M
EN
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Right Management’ s Talent and
Career Management Capability

20. 2015