Career pathing, also known as employee pathways, is a big topic of conversation among HR leaders as they confront the realities of post-pandemic work life. The fact is that employees want to work for companies that care about them and their future. One way to attract top talent during a historic labor shortage is to recognize potential, use people analytics, and give employees opportunities for learning and growth.
Recently, Bernadette Palumbo, SVP of Human Resources at Sonepar North America, talked to HR Exchange Network about how to help employees expand their horizons. Palumbo will be featured in a fireside chat, An Insight into the Four Core Pillars That Can Enhance The Future Employee Pathway, during the 4th Annual HR and Future of Work online event.
Discover what she has to say about how to train and encourage leaders to buy into the idea of supporting the future careers of employees. Also, get examples from her organization:
WATCH: HR and Future of Work
Keep Career Pathing Simple
HREN: What are HR leaders getting wrong about employee pathways?
BP: These days, career pathing doesn't happen in a straight line, and employees should be presented with potential paths earlier. Talent who are just starting their careers are especially interested in experimentation and discovery. To give them room to develop, emphasis should be placed on individual exploration and encouraging talent to re-adjust along the way as each person grows into a role and builds his or her skill set.
HR professionals are passionate about development but often overcomplicate the task by introducing confusing or complex processes that leaders can more easily dismiss. Keeping it simple is key.
If you don't have the resources to purchase one of the great development tools out there, a mid-year and end-of-year conversation about performance, career aspirations, and targeted positions can be a very effective means of getting on the same page.
During these conversations, encourage leaders to do 20% of the talking and 80% of the listening. HR departments should also put funds into leadership and management development. This training supports leaders in having productive discussions that allow employees to develop a clear career vision.
HREN: What is the connection among the employee pathway and learning and development strategies and the future of work? At what crossroads, if any, do those three objectives meet?
BP: I’m a firm believer in the 70-20-10 rule. When it comes to learning on the job, 70% should be experiential in the associate’s current role. Coaching or mentoring should account for roughly 20%, and formal learning – which can be delivered virtually – should be about 10%. Don’t forget to think broadly about that 70% and encourage employees to do so as well. Experiential learning can include the exploration of special projects that grow employees’ skill sets, participation in employee resource groups, or community involvement – anything that adds dimension to their career portfolio.
For HR leaders, an excellent time to address the crossroads of these strategies is during an annual talent review meeting. If you are using a tool such as the nine-block grid, try to spend less time plotting talents and more time talking about development planning. Not only will you be able to address individual career pathing, but you will also be able to identify learning and development strategy gaps. Managers and leaders who are intentional about having regular career conversations will certainly see higher engagement and lower turnover.
Why Training Employees for the Future Is a Winning Goal
HREN: During this time with a record number of people quitting their jobs, many are suggesting that employers need to be more mindful and proactive about helping employees grow in their careers by providing opportunities for training, mentorship, and experiences that will enhance their resume or CV. Others say you're just preparing someone to leave you for a competitor or entirely different industry. What do you think about this debate? Where do you stand? Why?
BP: Any leading company will always demonstrate a deep commitment to career development and put the resources behind it. I believe that this commitment is a vital part of any compelling total offer, and job seekers will evaluate this commitment as part of their decision to accept an offer. What makes employees stay, though, is what they experience day to day: interesting work, challenging assignments, competitive pay, servant leadership, communication, and feedback loops, and stay interviews. These are all important. You can make a great pitch, but that doesn't decide the game.
I believe a reasonable amount of turnover is healthy, and I encourage leaders to have open conversations with their talent regarding what else might be out there. It's natural for talent to be curious about what other companies have to offer. And just because they leave doesn't mean they won't be interested in coming back in the future.
It's important to consider that each employee who decides to leave you can either be an ambassador for your organization or a detractor. We shouldn't shy away from these conversations, and we should also make sure we are doing everything we can to provide talent with a great place to work. Transparency and an open door will offer the best outcomes long term.
In Practice
HREN: Please share an example of how your organization is dealing with employee pathways.
BP: I lead HR within a very decentralized organization that caters to the needs of local markets and customers. We work to determine what aspects of HR management should be standardized to give our talent consistent career-pathing opportunities and experiences across our organization.
We've chosen to focus on standardizing the talent review process, transparent job posting across all our brands, evaluations of performance and potential, leadership assessments, and a few formal learning opportunities each year. In addition, we address some aspects in a hybrid way. For example, we have one uniform platform for onboarding across our brands, but it can be customized based on local needs.
HREN: Is there anything else you'd like to share about employee pathways or the future of work? If so, what?
BP: Employee pathways and the future of work may look different depending on your organization's history, culture, and industry. Know your business first, then begin to craft a strategy based on your organization’s needs.
If you're an HR professional who is unsure of how to tackle topics like this, take time to consider your company from an external perspective – for example, by participating in conferences such as this one. You will create a strong network that you can rely on as you consider the future of work for your organization.
Don't miss the chance to see Palumbo's session and others at the HR Exchange Network’s HR and Future of Work live online event. Register for free here.