Issue link: https://www.e-digitaleditions.com/i/73199
Retention 3. Provide effective career guidance and support It is common in flattening organisations for employees to become confused about where their careers are going and where the next promotion might be. This is particularly true in functions such as HR, finance and IT, where the traditional generalist model has been recently replaced by shared services, business partners, and centres of expertise. Restless, ambitious employees are likely to opt for a guaranteed promotion now outside the company, rather than wait around for someone to figure out where they might go next in their current organisation. Whilst individuals need to take control of their own careers rather than "Waiting for Godot," leaders can do a tremendous amount to help enable team members in this situation: • Gain personal knowledge on how the work environment is changing, both inside and outside the company–and share this openly. • Set realistic expectations about career advancement and development in flatter organisational structures–"up" is not the only way to get development and personal growth. Emphasise that the new concept of career also involves lateral development, cross-functional project working, global functional projects, and rotations. All of which are additive and enriching for the career portfolio. • Offer advice and support with personal development plans, which should be encouraged and talked openly about with each employee. • Assist individuals in selecting appropriate mentors, people outside the line management structure who have knowledge of the wider picture. • Visually demonstrate through the drawing of diagrams the actual career progression options within shared services— sub-process to process owner, to new process, to team leader, tier 1 call resolution to tier 2 consulting, and advice on complex issues. Real case studies of people who have moved from tier 2 work to tier 3 centres of expertise, people who have moved from shared services team leaders and directors to senior level HR business partners. (Yes, it really happens.) 4. Understand the triggers for "jumping ship" and heed the warning signals. Leaders need to be aware of a number of advance indicators that can signal someone might be thinking of leaving: • Lack of job challenge reported. • Personal change—move, marriage, birth, divorce, death in family. • A known/identified "high potential" performer plateaus early. • Compensation issues, including job grade, begin to be raised. • Repeated calls from head-hunters. Don't let these calls be the best career coaching discussions taking place in your company. • Peers being headhunted. • Conflict in relationship with manager. People join companies but leave bosses! • Sudden downward trend in interaction with colleagues and communication with boss. • Respected mentor leaves and is suspected of poaching staff. • Confusion expressed regarding future long-term career with the organization. Will we be outsourced, will we be restructured, acquired, spun-off? • People going to unusual lengths to seek recognition and appreciation for their efforts. In summary, to retain your talented people it's all about spending time coaching and guiding them to become empowered and engaged contributors, involving them in the continued building of your organisation, sharing with them the vision and the successes, and encouraging them to grow with you and the company. Simon Brown is managing consultant at Simon Brown Associates. He can be reached at simon@simonbrownassociates.com SPRING 2012 | www.hroglobal.com [45]