Creating a Career-Focused Company Culture

In today’s highly competitive world, where our attention is constantly fragmented by technology, finding and retaining the right talent, executing a fast-paced business strategy, and effectively developing skills are essential for a company’s success. Research by Lee

Hecht Harrison shows that:

• Only 43% of companies have a strong understanding of their employees’ unique skills and experiences.

• And only 26% use career planning and development to prepare their employees for future positions.

For most companies, supporting and empowering the talent already on their teams can be as simple as teaching their managers how to conduct career conversations. While it is undeniable that training programs that develop skills can lead to success, assuming that training alone is enough can lead to disappointment.

Throughout my career in Learning and Development, I have seen many companies believe that delivering training is sufficient to change mindsets and behaviors. While training is extremely important and does influence mindsets, it should not be used as a substitute for effective change management—especially when trying to change company culture. When building a culture that values career development and equipping managers with the skills to have meaningful career conversations with their team members, companies should address the five elements outlined below. If even one of these elements is missing, the desired impact will not be achieved.

A clear vision – The first step in any career development effort is to establish a clear and compelling vision and secure guidance from senior leadership. Without these individuals, you may have no clear idea of what is being achieved or may fail to see the importance of the work being done. This can cause hesitation in taking action.

Formal organizational processes and governance – Once a vision is established, it is vital to define the formal process for conducting career conversations and implementing career plans, as well as determining the governance to support the process. Without process and governance, inconsistencies may arise between teams and departments, leading to feelings of unfairness and resentment. Clear standards ensure that everyone in the organization has equal opportunities.

Measurement and evaluation – A culture that values career development can only be fully built if everyone knows what is being measured and evaluated. Without measurement and evaluation, it is impossible to talk about real change. Make sure you measure and evaluate all activities, including the number of career conversations and the number of internal transfers within the company.

Recognition and reward – This is a critical element often overlooked by many companies. Recognition and reward can significantly accelerate behavioral change in the short term and sustain desired behaviors in the long term. Recognition and reward should be identified and increased for (1) leaders who support and implement the process, and (2) individuals and teams who take ownership of their careers and actively engage.

Performance support for managers – After providing managers with initial training on how to conduct career conversations in line with guidelines, companies must ensure that they have sufficient resources to handle challenging situations in the future. Performance support can take many forms, such as using specialized career coaches, implementing peer mentoring, or offering online support tools. Without ongoing performance support, many managers may give up at the first sign of difficulty.

Addressing all of the elements mentioned above may require significant effort, but the companies that commit to this work will reap the rewards. Companies that are better positioned to retain the talent they have will also achieve higher levels of employee engagement.

MICHELLE MOORE – Lee Hecht Harrison