Career
Planning and Development 2.0
New
Workers
New Rules
New Care-Abouts
By Darlene Davis
Yesterday, business measured success
by profits, valued employees for loyal service, and served markets that matured
in years and decades. I call this Business 1.0.
Today, business measures success by potential, values employees for
contribution, and serves markets that mature in weeks and months.
I call this Business 2.0.
Set against this new way of doing business is a high demand for technical workers. These workers are confident in their marketability, are demanding, are restless and impatient, and have a value set that differs significantly from their predecessors. I call these Workers 2.0.
Today, the compression of time, more than any other aspect, has radically changed the career development model. A model that must deal with the growing issue of not enough time for talent to mature before the next technology emerges. A model that must be fast and fluid, provide just-in-time training on demand, and tightly threads to the organization’s strategic intent. Sounds simple, but it’s a real challenge for organizations. It’s somewhat like trying to check for a low tire while speeding down the freeway. If you stop you could lose time. If you don’t you could lose much more. Not unlike a dilemma confronting the 2.0 worker today. “Do I just keep on running flat out? Or, do I stop for a reality check?” Let’s check out John.
John’s Exit Interview at Dreamland, Inc. – “How could you do this, John? I thought we gave you everything you wanted – a good salary, high-potential stock options, and cutting-edge technology. Where did we go wrong?“
“Well,
what went wrong was, the pace of day-to-day business got in the way.
With 60 and 70-hour workweeks, it seems there was never time for the
things that mattered to me. The reality was I became known as a commodity, and not a real
person making a meaningful contribution. I
worked for a boss who was too busy to even talk, let alone listen, mentor and
coach. I never had time for growth
opportunities that went beyond a token class or two.
And ultimately, the work-first-everything-else-second culture became too
limiting and controlling”.
Against
popular perception, 2.0’s like John are defined more by their pursuit of
meaningful work, valued contribution, collaborative relationships, and growth
opportunity, than by mega salaries, a chance for quick wealth, and whirlwind
work environments. And, the
companies who fail to understand that 2.0 workers differ as to the career/life
values they bring to the workplace and are unable to appropriately recognize and
reward their values and care-abouts will pay a high price.
Rules
for managers have changed as well. Today’s
managers are forced to rethink traditional models and outmoded ideas.
It is important they understand what is happening in their organizations
and why development and recognition are absolutely critical for success.
They must: learn why employees leave or stay and what it really costs the
organization; identify the characteristics for a strong manager/mentor
relationship; learn how to link individual career development with the
organization’s mission and business model; find out what employees need and
want in order to build their commitment; and understand the principles and
payoff of recognition.
We know from extensive research and practice that although employees do want to be paid fairly, the most common reasons people remain in a company are:
(1) a meaningful career development process with an individual development plan that links to the organizational strategies and business initiatives;
(2) a good boss who fosters an atmosphere of honesty and openness; knows and supports the career/life aspirations of each individual on his/her staff;
(3) meaningful work matching employees to jobs for which they are best suited and challenged;
(4) work/life balance, even workaholics get tired and burn-out; and
(5)
rewards and recognition that match the specific personality of the employee.
Knowing and understanding the
2.0 worker benefits the company and its managers by increasing the
attractiveness of the organization to potential employees, improves the career
development discussions between managers and employees, builds database
capabilities for future staffing decisions, identifies resource-planning needs,
develops pools of qualified employees to meet forecasted job openings, ensures a
consistent performance appraisal process for all employees, and matches
employees to jobs for which they are best suited, resulting in increased
motivation and productivity. And, most importantly, companies find that offering
comprehensive career planning and development programs reap substantial benefits
when it comes to recruiting, development, performance, and retention.
Resources
Terez, Tom. 22 Keys to Creating a Meaningful Workplace. Holbrook, MA: Adams Media Corporation, 2000.
Sheley, Elizabeth. Flexible Work Options: Factors that Make Them Work. HR Magazine, February 1996.
Louv, Richard. The Web of Life: Weaving The Values That Sustain Us. Berkeley: Conari Press, 1996.
Managing Generation Xers. [videotape]. West Des Moines, IA: Trainers Advantage. 13 minutes.
Friedman, Stewart D., Jessica DeGroot, and Perry Christensen. Integrating Work and Life. The Wharton Resource Book. San Francisco, CA: Jossey-Bass, 1998.
Sheerer, Robin A. No More Blue Mondays: Four Keys to Finding Fulfillment at Work. Palo, Alto, CA: Davies-Black Publishing, 1999.
Whitworth, Laura, Henry Kimsey-House, and Phil Sandahil. Co-Active Coaching: New Skills for Coaching People Toward Success in Work and Life. Palo Alto, CA: Davies-Black Publishing, 1998.
The Importance of Praise. [videotape],Virginia Beach, VA: Coastal Human Resources, DBA Coastal Training Technologies Corp.19 minutes.
Submitted for the September 2000 Newsletter