AUSTRALIAN EMPLOYERS need to develop and implement effective career management programs if they wish to attract and retain employees, a recent report has found
AUSTRALIAN EMPLOYERS need to develop and implement effective career management programs if they wish to attract and retain employees, a recent report has found.
At a time when holding onto staff is a business imperative in the face of a worsening skills shortage, 71 per cent of employers providing a career management program believe it has improved their ability to attract and retain employees.
“Career management programs are much more than just a ‘nice-to-have’ for individuals. Employers need to be made aware that providing these programs will not only benefit their employees, but will also benefit the organisation by positively impacting their ability to attract and retain talent,” said Alan Simpson, national manager for career management and outplacement at Hudson, which conducted the survey of more than 7,000 employers.
It highlighted the need for Australian organisations to stand out to potential employees by offering career management programs, as the diminishing pool of skilled workers places increasing pressure on employers.
“In order to be competitive, organisations need to provide an attractive and progressive workplace where careers are planned, development needs are met and work-life balance issues are taken into consideration. Providing career management is a vital part of this,” said Simpson.
“Career management programs provide employees with direction and inspiration, and give them the sense of development and progress they crave. Effective career management programs are characterised by the ability to stretch employees to increase self-awareness, develop career goals and plan a strategy, while carefully aligning this with the organisational culture and systems.”
The report also found 51 per cent of employers offer their staff access to career management programs, however, 66 per cent believe employees would benefit from access to career management programs.
Furthermore, 71 per cent of employers provide access to career management programs that take into consideration different life stages, lifestyle and work-life balance issues. Lifestyle and work-life balance issues are becoming increasingly important to today’s employees as they plan and manage their careers, according to the report.
Career management programs are most effective when built on a competency framework that enables both the organisation and its employees to define and map roles, according to Hudson. From this a template for career progression and succession planning can be created.
Key components of an effective career management program
· Senior level sponsorship and a supportive organisational culture that encourages internal mobility and fosters trust
· Deploying career coaches and providing career management assessment tools to enable individuals to meet specific measurable and realistic career goals that align with their life stage, lifestyle and skill set
· Mechanisms that enable a career management culture within the organisation, including training managers on how to have effective ongoing career discussions with their employees
