HUMAN Capital - Summer 2016 - (Page 26)

ARTICLE When organizations Need build the workforce needed to develop your organization's long-term plans bY CINDY lYNN roCHe, mA, CHrP organizations with career path programs can position themselves to proactively manage performance support and development, as well as improve their recruitment, retention and engagement efforts, and gain an edge in workforce planning and the delivery of overall performance results. organizational goals will determine when a career pathing initiative makes the most sense and what need it has to address. The extent to which an organization wants to use career pathing to their advantage will determine its impact and success. In the ideal situation, a career pathing program is an integral part of the performance management structure so that specific career paths are supported by development plans that are as much tied to individual professional goals as they are aligned to operational priorities and organizational strategy. by embedding career pathing within the larger Pm framework, organizations have the opportunity to encourage the development needed to build the workforce that can deliver on long-term plans. Stakeholder engagement and a sponsor are essential if you hope to do it right. To successfully use career pathing as a means to a strategic end (e.g., succession planning or retention), organizations must ensure that from the top level down through line managers and team leaders, and within the ranks of individual contributors, everyone is aware of how development supports the organization's goals and of the dual role that leaders play both in meeting business objectives and positioning their team members to grow with the company. To become part of the organizational culture, everyone must be accountable and use career pathing within the context of the performance management and development planning process. Although many companies have basic career pathing in place, without a conscious commitment from leaders and buy-in from participants at all levels, it becomes an optional exercise that individuals may or may not use. Developing a career pathing program that people will adopt enthusiastically is much easier if you have the backing of a high level sponsor who can, as necessary, force accountability while they're mostly sending a message of the value that career pathing can bring to their every day and future. An understanding of the roles in the organization, identification of the job families they a CaREER PaTHInG PRoGRam IS an InTEGRaL PaRT of THE PERfoRmanCE manaGEmEnT STRuCTuRE So THaT SPECIfIC CaREER PaTHS aRE SuPPoRTED By DEvELoPmEnT PLanS THaT aRE aS muCH TIED To InDIvIDuaL PRofESSIonaL GoaLS aS THEy aRE aLIGnED To oPERaTIonaL PRIoRITIES anD oRGanIzaTIonaL STRaTEGy. 26 |

Table of Contents for the Digital Edition of HUMAN Capital - Summer 2016

Leadership Matters
Tech Talk
Career Crossroads – Which Path Should I Follow?
Grow Your HR Career by Helping to Grow Your Organization
Individual Career Pathing: Taking Charge of Your Own Career Path
Career Pathing Case Study: CompuCom Performance Support and Development Strategy
Encore Careers
When Organizations Need Career Pathing Options
HR’s Future Career Path
Legal Source
Policy Corner
Suppliers Guide
Index of Advertisers/

HUMAN Capital - Summer 2016