Career Management Messaging - PDF Free Download

C O N T R I B U T O R S Lead Authors Elizabeth Barisik Senior Research Analyst Bersin by Deloitte, Deloitte Consulting LLP Dani Johnson Vice President, Learning & Development Research Leader Bersin by Deloitte, Deloitte Consulting LLP Contributing Researchers Janet Clarey Learning & Development Research Leader Bersin by Deloitte, Deloitte Consulting LLP Emily Sanders Senior Research Analyst Bersin by Deloitte, Deloitte Consulting LLP Editor Blythe Hurley Bersin by Deloitte, Deloitte Consulting LLP Bersin by Deloitte Deloitte Consulting LLP Head of Research David Mallon Research Operations Leader Laurie Barnett Manager, Visual Design Jennifer Hines The Bersin by Deloitte Membership Program This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin by Deloitte Membership Program. Member organizations have access to an extensive library of research related to HR, learning, and talent management. In addition, members receive a variety of products and services to enable talent-related transformation within their organizations, including: Research Market-leading, proprietary research including research reports, high-impact industry studies, videos, webcast replays, process models and frameworks, and case studies. Bersin Blueprints Designed to provide actionable approaches to help talent leaders address their most pressing talent challenges, Blueprints offer convenient access to research, performance support materials, tools, and member advisory services to tackle key challenges. Interactive Factbooks Covering a wide spectrum of HR and talent metrics, this platform allows members to filter by industry and company size and create custom benchmarks, analyze trends, and identify drivers of variance. Maturity Diagnostics Research-based maturity assessments, integrated with business feedback, deliver actionable custom analysis, relevant research resources, and guidance from member advisors. These assessments help members develop a plan to progress in maturity. Performance Support Practical materials in the form of illustrations, handouts, worksheets, templates, assessments, and recipes. Members can use these materials to help promote thinking, facilitate discussion, enable self-assessment, outline steps, direct processes, and aid decision-making. Member Advisors Through virtual and in-person activities, our specialized member advisors help members understand our research, uncover deeper insights, prioritize human capital issues, and map solutions to some of their most pressing challenges. Networking Member-only online Communities, working groups, and roundtables let you connect with peers and industry leaders to discuss and learn about the latest industry trends, emerging issues, and leading practices. IMPACT Conference: The Business of Talent A research-based executive conference for HR, learning, and talent leaders and their teams, that brings together Bersin team members, senior-level practitioners, and industry thought leaders. For more information about our membership program, please visit us at www.bersin.com/membership. 2 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

OVERVIEW Career management initiatives enable worker development, improve engagement, and have a positive impact on retention. 1 At the same time, an initiative that lacks proper messaging or visibility can lead to worker dissatisfaction, disengagement, or attrition. 2 The messaging of an organization s career management initiatives is, therefore, an important part of an effective overall career management strategy. Using the findings from our recent Career Management research, this report outlines the three primary challenges that organizations face in creating a messaging strategy for career management clarifying the message, improving the visibility of the message, and communicating the message through a variety of channels and the steps they can take to address those challenges. In This Report The importance of messaging as part of an effective overall career management strategy The three most common challenges organizations face in messaging career management Leading practices organizations can use to address each of these challenges and support career management 1 Career Management Systems 2015: Enabling Employee Growth through Career Management, Bersin by Deloitte / Sally-Ann Cooke, 2015. 2 Career Pathing: Optimizing Engagement, Learning, and Retention, Bersin by Deloitte / Kim Lamoureux, 2013. 3 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

TABLE OF CONTENTS Introduction 5 Clarifying Career Management 7 Get the Message Right 8 Align the Message 9 Involve Stakeholders 9 Making Career Management More Visible in the Organization 11 Provide the Right Tools 12 Make It Easy 12 Keep Talking 13 Selecting Communication Channels 14 Use Multiple Channels 14 Use Both Top-Down and Bottom-Up Communication 15 Conclusion 17 Key Takeaways 18 Appendix I: Research Methodology 19 Appendix II: Table of Figures 21 About Us 22 4 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Introduction Workers want their employers to provide development opportunities 3 indeed, opportunities for professional development rank among the top reasons individuals join a new organization (after compensation and benefits). 4 Our research has found that the presence of career management initiatives can provide workers with these opportunities while also improving engagement and retention. 5 Combined with effective leadership and appropriate infrastructure, messaging enables career management by connecting the people within an organization to opportunities for progression, and is therefore an important part of our Career Management Framework (see Figure 1). Figure 1: The Role of Messaging in the Career Management Framework Approaches & Elements Structured Flexible Open Transitory Governance Strategy People Progression Preferences Sources Paths Development Workers desire predictability, structure & the ability to specialize. Talent sources are generally more traditional in nature. Career paths generally progress up through the organizational hierarchy. Development focuses on building knowledge & skills (competencies) for advancement along defined career paths. Workers have an interest in several related areas & desire a broad range of experiences. Career paths are less structured, allowing for use of additional talent sources. Career paths are more flexible & can be adapted by the worker & the organization to meet needs. Development focuses on providing key experiences & building networks. Work is collaborative in nature & workers consistently desire new challenges. Work is generally projectbased, allowing for a wider use of talent sources. Career paths are based on both organizational needs & worker interests. Responsibilities & roles may change or rotate. Development is mainly workerdriven & focuses on collaborative learning. Workers are self-driven & generally specialize in a certain type of work. Work is often task-based, allowing the organization to choose the most appropriate talent source. Career paths are dependent on organizational needs, worker expertise & availability. Development is the worker s responsibility & is focused on further developing chosen areas of expertise. Data & Analytics Bersin by Deloitte Enablers Leadership Messaging Infrastructure Leadership focuses on succession & identifying talent for open roles. Messaging focuses on what the organization offers in terms of advancement. Infrastructure matches workers to established career paths. The organization supports managers in guiding workers toward experiences. Messaging focuses on possible career tracks / opportunities. Infrastructure enables workers to explore / find gigs. All workers are considered leaders. Agility is enabled through decision-making at the right level. Messaging focuses on success measures & supportive culture. Infrastructure enables teams, worker support & identification of areas of expertise. Leadership focuses on work distribution, recognition of best resources for tasks. Messaging focuses on business needs & worker benefits. Infrastructure supports project management completed by disparate talent sources. Source: Bersin by Deloitte, 2016. 3 Career Pathing: Optimizing Engagement, Learning, and Retention, Bersin by Deloitte / Kim Lamoureux, 2013. 4 Career Trends Report, Cornerstone, 2015, www.cornerstoneondemand.com/careertrendsreport. 5 Career Pathing: Optimizing Engagement, Learning, and Retention, Bersin by Deloitte / Kim Lamoureux, 2013. 5 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Simply having a career management initiative, however, does not guarantee these results. In fact, programs with poor visibility or inconsistent, unclear messaging can actually result in worker dissatisfaction, disengagement, or attrition. 6 Many organizations struggle to create effective, aligned career management messaging a significant issue given the importance of communication and messaging to an overall career management strategy. 7 Our research found that communication and messaging represent the second biggest challenge for organizations when designing and implementing career management initiatives (see Figure 2). Figure 2: The Challenges of Career Management Culture & Strategy 26% Resources 4% Data 7% Context 11% Managers 12% Communication / Messaging 22% Infrastructure 18% Source: Bersin by Deloitte, 2017. Digging deeper, our research found that career management communication and messaging challenges tend to fall into three distinct areas: 1. Lack of clarity. Has the organization created a clear definition of what career management means? Are initiative participants aware of the organization s expectations? Are career management efforts and messaging aligned across functions? 2. Lack of visibility. Are workers aware of the career management opportunities, tools, and resources available to them? 3. Confusion regarding channels for communication. Is the company using a variety of communication channels to get out the message about career management? Does the organization employ both top-down and bottom-up communication? It is not surprising, then, that our research found that three practices clarifying the career management message, making career management more visible in the organization, and selecting appropriate communication channels tend to enable the success of overall career management initiatives. The remainder of this report explores these three issues in further detail and explains the steps companies can take to address each of them in order to create effective career management messaging. 6 Career Pathing: Optimizing Engagement, Learning, and Retention, Bersin by Deloitte / Kim Lamoureux, 2013. 7 The State of Career Management. Bersin by Deloitte / Dani Johnson, 2016. 6 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Clarifying Career Management Our research found workers often report that inconsistent messaging used in different areas of the business creates confusion when it comes to career management. There are many reasons for this lack of clarity about what the term career management means within a given organization. For some companies, it stems from not having developed a common, organizationwide message. For others, it results from failing to integrate the message across functional areas and / or a lack of alignment between external and internal messaging. In this section of the report, we describe three leading practices organizations can use to clarify their career management message (see Figure 3): 1. Get the message right. Define what career management means in your organization and for your workers, and then use that same message in all areas of the business. 2. Align internal and external messaging. Ensure that messaging from other HR functions, especially messaging to candidates regarding career management, aligns with internal career management efforts and messaging. 3. Involve stakeholders. Involve business leaders and managers in the creation and execution of career management messaging campaigns. Figure 3: Clarifying Career Management Messaging 1 2 3 Get the message right Align the message Involve stakeholders Define what career management means in your organization and for your workers, and then use that same message in all areas of the business. Ensure that messaging from other HR functions, especially messaging to candidates regarding career management, aligns with internal career management efforts and messaging. Involve business leaders and managers in the creation and execution of career management messaging campaigns. Source: Bersin by Deloitte, 2017. 7 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Get the Message Right Before an organization can create effective career management messaging, it must first create an organizationwide definition of what career management means within its specific organizational context. While this may seem straightforward on its face, our research found that there is no one right way to approach career management. Indeed, the ways in which companies execute career management are as varied as organizations themselves. Challenges, resources, business strategies, organizational structures, and cultures all affect the way companies approach career management. 8 It follows that organizations should tailor career management messaging to reflect their chosen approach. Our research further revealed that most organizations choose one of four basic approaches to career management: structured, flexible, open, or transitory. Figure 4 defines these four approaches, explains the overall focus of messaging under each, and shares examples of appropriate messaging for each approach. Figure 4: Messaging Variations within the Four Approaches to Career Management Structured Flexible Open Transitory Preparing workers for and moving them through well-defined career paths Moving workers through fairly welldefined levels of the organization while still providing a degree of flexibility regarding career paths Enabling finite or projectbased work by organizing workers in teams based on their capabilities, thereby providing workers with active and aggressive internal mobility and opportunities to create personalized career paths Finding, utilizing, managing, and nurturing the best talent from a variety of sources bringing workers into the organization, defining their work, and then moving them out again once that work is completed Focus of Messaging Messaging focuses on opportunities for advancement. Messaging focuses on possible tracks and / or opportunities. Messaging focuses on success measures and supportive culture. Messaging focuses on business needs and worker benefits. Example of Messaging Messaging can clarify that workers share responsibility for progressing along a defined path in the organization. For example, emails, newsletters, or town hall meetings might be used to explain the sequence of roles in the organization as well as types of support available to help workers explore and access appropriate development opportunities. Messaging can clarify that career progression can be flexible and that workers have a voice in their own development. For example, managers might be provided with talking points to help them guide workers looking for opportunities to match their interests. Messaging can create and foster an organizational culture that recognizes the value of nontraditional worker development and movement. For example, workers could be encouraged via emails or town hall meetings to pursue cross-functional training that would allow them to bring more value as team members in a projectbased environment. Messaging can highlight the needs of the organization and how the company finds and works with talent to meet those needs. For example, the company might provide workers with information about the organization s current and future projects, allowing workers to independently acquire the skills and knowledge necessary for work. Source: Bersin by Deloitte, 2017. 8 Applying the Career Management Framework, Bersin by Deloitte / Dani Johnson, 2016. 8 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Align the Message We are thinking about a holistic system, because you can t have an employee value proposition running out there without aligning to our internal value proposition. L&D Professional with a Financial Services Institution A number of the organizations we spoke with are leveraging career management to attract new talent. These companies have recognized that job seekers are often attracted to a company due to the opportunities for career development that it offers, and that making career management a part of the employee value proposition can be a powerful tool for recruitment candidates to the company. Such organizations are making career management visible via company websites, in outside communications about life at the company, and through conversations about career opportunities during interviews. Aligning internal and external career management messaging is an important first step to ensure that the experience a company promises candidates during hiring is an accurate reflection of what they will experience once hired. To do this, the career management messaging team needs to coordinate with the talent acquisition function to discuss what messaging is being used by both groups concerning career management. For example, any communications provided to candidates that reference career management should align with communications used internally. Establishing and maintaining relationships across the HR function can also serve to expose potential opportunities to strengthen the messaging of both teams, further aligning internal and external communications. Involve Stakeholders Critical stakeholders such as business leaders and managers are key to creating any effective organizationwide initiative, including career management. Managers in particular need up-to-date information and support to ensure they have the knowledge and skills to have productive conversations about career management and development with workers. Our research found lack of knowledge among managers to be one of the largest barriers to individual workers understanding of the career management offerings and expectations of their organizations. KEY POINT Organizations should provide managers with resources to support their career management conversations with workers. Before rolling out organizationwide career management messaging, companies should first develop specific communications for stakeholders that outline the organization s definition of and approach to career management, as well as the career management practices already in place and those in the pipeline. Organizations should also consider providing managers with job-aids or other materials that support career management conversation skills. The following Case in Point describes how Ameriprise provides its managers with monthly talking points to use with their supervisees to ensure aligned messaging about career management. 9 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Case in Point: How Ameriprise Supports Manager- Worker Career Conversations Ameriprise Financial, Inc., is a diversified financial services company that offers financial solutions to both individual and institutional clients across five segments: advice and wealth management, asset management, annuities, protection, and corporate and other. Factors including changing demographics, technology, and regulations are currently reshaping the way the financial services industry as a whole attracts and retains top talent. These changes have motivated Ameriprise to refine its own career management strategy in order to strengthen engagement among existing workers and remain an attractive destination for promising new talent. After analyzing the results of its annual worker engagement survey, Ameriprise concluded that its number one engagement driver is workers perceptions of career growth and development at the company a crucial finding given its commitment to ensuring its talent has the ability to grow and develop their careers at the company. With this in mind, the company set out to redesign its talent strategy to focus on leader engagement and a coordinated, enterprisewide messaging strategy. At the onset of this redesign, Ameriprise s first goal was to create clear expectations for leaders and develop tools to support them in having discussions with talent about their careers. While the company expects individual workers to be the primary owners of their development at Ameriprise, the organization is responsible for providing workers with the tools and resources needed to do this. Within this context, the role of leaders is to help workers navigate these resources and connect them to the types of opportunities applicable to their development needs. As part of this effort, the company expects managers to work closely with workers to create yearly development plans that include midyear and year-end reviews. The internal team responsible for developing career management messages provides managers with talking points on a monthly basis to help them engage in ongoing conversations with their workers. These talking points further clarify organizational expectations around career management and help managers have a more active role in the development of their workers. Further, formal courses on career development are available to all workers and a Leader as Coach training offering has been developed to teach managers fundamental skills such as listening, asking questions, giving feedback, setting goals, and development planning. Ameriprise has also made managers formally accountable for the worker career development experience. As part of the annual engagement survey, workers rate managers on their leadership effectiveness. Managers also receive a leadership rating as part of their annual performance review process. These new systems and processes for formally involving managers in communication about career management have been received positively. Ameriprise is currently collecting data to formally measure the impact of such programs. 10 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Making Career Management More Visible in the Organization Messaging and communication of career management is the starting point for improving the visibility of career management overall across the organization. As discussed earlier, however, many organizations find this challenging. Workers often do not know what career management opportunities their companies offer, how to access those offerings, or what resources and tools are available to them to help manage their careers. Our research revealed three leading practices that organizations can use to increase the visibility of career management (see Figure 5): 1. Provide the right tools. Make sure workers have the resources and tools they need to manage their careers. 2. Make it easy. Make information and tools easy to find and easy to use. 3. Keep talking. Adopt a continuous approach to communication. Provide information many times and in many places. Figure 5: Improving the Visibility of Career Management 1 Provide the right tools Make sure workers have the resources and tools they need to manage their careers. 2 Make it easy Make information and tools easy to find and easy to use. 3 Keep talking Adopt a continuous approach to communication. Provide information many times and in many places. Source: Bersin by Deloitte, 2017. 11 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Provide the Right Tools Companies need to enable workers with resources and tools to help them independently learn about and engage in career management initiatives. While many organizations are rethinking how they use technology to enable career management, HR and learning leaders are finding that their existing technology is often not up to the task. 9 Many organizations we spoke with are creating new resources through internal development, purchasing resources externally 10, and / or adapting existing tools for career management. Figure 6 provides an overview of some of the tools companies are currently adopting to enable workers to navigate the career management options in their organizations. Figure 6: Using Technology to Increase the Visibility of Career Management Type of Tool Internal websites and worker dashboards Products from career management technology vendors Standard office software (e.g., email, online community boards) Online community forums Examples of Use Companies often use worker dashboards and internal websites to host information about career management, allowing workers to easily find information when they need it. External technology vendors offer products that support online career pathing, mentoring, competency management, etc. Companies often use these technologies to create and distribute newsletters and other communications. Companies use these tools to host virtual and live events that allow individuals, managers, and leaders to learn and ask questions about the company s career management strategy. Source: Bersin by Deloitte, 2017. Make It Easy Making information easy to find and use is key to improving the visibility of career management initiatives. After all, no organization wants its workers to waste valuable time looking for the information they need; further, faced with such a situation, some workers may give up looking altogether. Workers need to know where to go to find answers to their questions; once they get there, those resources must be user friendly and provide useful and actionable information. 9 The Technology Landscape for Enabling Career Management, Bersin by Deloitte / Janet Clarey, 2016. 10 For more information about the variety of vendor options currently available, see The Technology Landscape for Enabling Career Management: Vendors, Trends, and Key Considerations, Bersin by Deloitte / Janet Clarey, 2016. 12 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions KEY POINT Create a user-friendly experience by making information easy to find. Our research found that companies are creating user-friendly experiences in a number of ways. For example, one company added a shortcut on its internal website s home page that takes users directly to information and resources about career management. Another created a unique worker dashboard that provides key information about career management. Other organizations we spoke with have used email, newsletters, and community forums as ways to make career management information readily accessible and user-friendly. Keep Talking Just as career management is not a one-and-done activity, neither is messaging and communication about career management. Continuous communication is important to enhance the visibility and understanding of career management across the organization. This can mean continuously reinforcing the message through multiple channels, keeping information up to date, and maintaining ongoing relationships with leaders and managers across the business. As discussed in the previous section on involving stakeholders, many organizations involve managers in communication regarding career development and progression by asking them to have informal, ongoing discussions with their workers about their careers. The purpose of these conversations is to share information about career management and provide individuals with development and career progression opportunities on a regular basis. 13 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Selecting Communication Channels A third common challenge facing companies is selecting the right communication channels to distribute the message of career management. Our research has revealed two leading practices that organizations can use to help them make appropriate choices in this area (see Figure 7): 1. Use multiple channels. Push the career management message out to workers in a variety of different ways rather than as a one-and-done activity. 2. Use both top-down and bottom-up communication. Communication from leadership is important, but peer-to-peer communication is also key. Figure 7: Selecting Appropriate Communication Channels for Career Management 1 Use multiple channels Push the career management message out to workers in a variety of different ways rather than as a one-and-done activity. 2 Use both top-down and bottom-up communication Communication from leadership is important, but peer-to-peer communication is also key. Source: Bersin by Deloitte, 2017. Use Multiple Channels It is important for organizations to push the career management message out to workers in a variety of ways to reinforce both the clarity and visibility of career management initiatives. Our research found that organizations are getting the message out about career management via town hall meetings, speaker series, podcasts, and online videos, among many other channels. Figure 8 shares examples of how organizations we spoke with are using various channels to communicate with workers about career management offerings and the role workers should play in navigating their own careers. 14 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Figure 8: Career Management Communication Channels Video Channel Speaker series Podcasts Town hall meetings Lunch-and-learn meetings Examples of Use Record video interviews with functional leaders about the career opportunities within their functions. Make these videos available on an internal website. Hold meetings (either in person or virtually) in which both leaders and frontline workers share information about their personal experiences navigating their careers in the organization on a monthly or bimonthly basis. Develop podcasts that share interviews with leaders about their career paths. Make these podcasts available on an internal website. Have leaders present stories about their personal career path to large groups of workers (either in person or virtually). Hold these town hall meetings on a regular, reoccurring basis, perhaps quarterly or semiannually. Have HR representatives present to workers during a working lunch meeting to discuss career management initiatives and offerings. Schedule these lunches to occur on a regular, reoccurring basis, perhaps quarterly or semiannually. Source: Bersin by Deloitte, 2017. Use Both Top-Down and Bottom-Up Communication Most of the organizations we interviewed for this research were in the process of transitioning from a traditional, structured career management approach to a flexible approach. 11 Such a change requires an overall shift in organizational mind-set about what career progress and development look like which can be a difficult change for many workers. As the chief learning officer (CLO) at a healthcare company described it: This communication campaign is helping people rethink how they approach their career management more in terms of how do I grow myself, grow my capabilities in a different way, rather than just looking for the next promotion and the next salary increase. Chief Learning Officer of a Healthcare Company Reinforcing the organization s message from both leadership (top down) and via peer-to-peer communication (bottom up) can be a powerful way for organizations to not only communicate about career management but also encourage and normalize nontraditional forms of career movement and development. Communication from senior leadership is critical to demonstrating high-level buy-in and provides reassurance that the organization values participation in career management initiatives. Communication from peers, on the other hand, reassures workers about participating in new and / or nontraditional types of career management initiatives. 11 The State of Career Management, Bersin by Deloitte / Dani Johnson, 2016. 15 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions In the following Case in Point, we explore how a healthcare company has effectively used peer-to-peer communication to encourage its workers to participate in a newly launched career management initiative. Case in Point: A Healthcare Company s Peer-to-Peer Communication Strategy After experiencing a decline in the number of candidates applying for open positions, a large, nonprofit academic health system s workforce development team felt the organization needed to focus on creating a more robust talent pipeline to ensure the availability and identification of appropriate candidates. The organization felt that redesigning its career management strategy could facilitate both attracting new talent and improving the candidate pipeline. With these goals in mind, the organization launched a new professional advancement and continuing education program. This program aims to provide flexibility for practitioners to grow in different areas and pursue a balanced career while avoiding pushing workers to the point of burnout. The program also makes it easy for practitioners to explore various career options, dictating the pace of their own career development, and makes acceptance, openness, and encouragement for career management a cultural value throughout the organization. As the program rolled out, some workers were initially hesitant to explore new career management offerings due to their already busy workloads. The workforce development team felt the best way to address this reticence would be to encourage a shift in organizational mind-set toward career management via a new messaging and communication strategy. Using peer-to-peer communication, messaging from management, and storytelling, the organization began to position the program as a natural, supportive, and easy-to-use career management program. Having actual workers presenting information in a conversational tone makes workers feel more comfortable about exploring their options and reduces fear about possibly overwhelming choices. While the program is still in its initial phases, this healthcare network s ongoing redesign of career management has already begun to deliver returns across the organization. The professional advancement and continuing education program has been an important piece of this redesign and will continue to evolve as the company refines its career management initiatives. 16 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Conclusion Career management initiatives provide tangible benefits to both workers and organizations, enabling worker development and improving both engagement and retention. In fact, along with effective leadership and appropriate infrastructure, messaging is a key enabler of an overall career management strategy. Programs with limited visibility, poor accessibility, or inconsistent, unclear messaging, however, can actually lead to dissatisfaction and disengagement among workers. By clarifying their career management message, improvising the visibility of offerings, and using a variety of appropriate channels, organizations can create effective messaging that ensures workers know what career management offerings and support are available and how to take responsibility for navigating their own careers. 17 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Key Takeaways Appropriate, effective messaging is an important enabler of an overall career management strategy. Organizations should tailor their career management messaging to match their chosen career management approach. Before a company can create effective career management messaging, it must first create an organizationwide definition of what career management means within its specific organizational context. Aligning internal and external career management messaging ensures that the experience a company promises candidates during hiring is an accurate reflection of what they will experience once hired. Lack of knowledge among managers is one of the largest barriers to individual workers understanding of the career management offerings and expectations of their organizations. Involving key stakeholders, including both leadership and managers, in the creation of messaging is an important part of effective communication. Companies can increase the visibility of their career management offerings by enabling workers with tools that are easy to find and use, and by communicating with workers about career development on an ongoing basis. Organizations should use a variety of communication channels and distribute career management messaging from both the top down and the bottom up in order to effectively communicate with workers. 18 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Appendix I: Research Methodology Our qualitative study on career management was designed to provide an in-depth understanding of what is happening in the field of career management today, including the reasons why companies undertake programs in this area and the challenges they face in doing so. Qualitative interviews for this report were conducted with senior leaders of global corporations between March 2016 and June 2016. We also interviewed and observed demonstrations of solution providers during this same time frame. Semistructured interviews were conducted via telephone in English. This semistructured approach allowed the research team the flexibility to more deeply explore innovative practices as they arose. A total of 51 companies, including 31 corporations and 20 solution providers, were interviewed for this study. No restrictions were placed on the size of participating organizations. The corporations included represented organizations of varying sizes from many sectors, including technology, media, telecommunications, consumer and industrial products, financial services, energy and resources, life sciences, and healthcare. See Figure 9 for a detailed description of the surveyed corporations by size. Figure 9: Research Participants by Organization Size Large (more than 25,000 employees) 35% Small (less than 5,000 employees) 16% Medium (5,000 to 25,000 employees) 49% Source: Bersin by Deloitte, 2016. 19 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Career Management Messaging: Challenges and Solutions Participants were identified through the Bersin by Deloitte member network, as well as Deloitte consulting relationships. Companies were also contacted independently if the research team learned of innovative career management practices at a given organization. Some participants, for example, were identified as a result of an organization being recognized as a leader in the field of career management, worker learning and development, or as a best place to work by a trade magazine or independent rater (e.g., Glassdoor). Our qualitative interviews were recorded, transcribed, and analyzed using a grounded theory approach. During this process, the research team conducted a thematic analysis of all interview data. Memos were created to document the emerging themes and compared to the findings from the thematic analysis to inform the developing theory. To increase confidence in findings from this analysis, multiple team members were involved in the analytic process. Team members read through a selection of the same interviews and completed independent thematic analyses to ensure overlap and calibration of findings. We combined the data collected from these qualitative interviews with a comprehensive secondary literature review to better understand the issues and trends at hand. The literature review covered the following sources: previous Bersin by Deloitte publications; Deloitte consulting research; research from other consulting firms and academia; and HR-, talent-, and business-related publications. The findings from this study are based on these inputs in addition to our years of previous research on learning, development, and talent and career management. 20 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

Appendix II: Table of Figures Figure 1: The Role of Messaging in the Career Management Framework... 5 Figure 2: The Challenges of Career Management... 6 Figure 3: Clarifying Career Management Messaging... 7 Figure 4: Messaging Variations within the Four Approaches to Career Management... 8 Figure 5: Improving the Visibility of Career Management...11 Figure 6: Using Technology to Increase the Visibility of Career Management...12 Figure 7: Selecting Appropriate Communication Channels for Career Management...14 Figure 8: Career Management Communication Channels...15 Figure 9: Research Participants by Organization Size...19 21 Copyright 2017 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

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