Strategic Career Thinking

Is there a “right time” to introduce a career strategy? It’s true that many organisations face real uncertainty around their markets, business model and the relevance of the products and services they sell. Yet when the shafts of clarity finally shine through the clouds of doubt, how will you want your people to think and act?

Many organisations are facing an existential problem - the imperative to retain people and deploy skills effectively. And this is even true of those who have a powerful EVP for their people. What is going wrong – and what can be done to improve matters?

Careers have always mattered to individuals. And now more organisations are recognising the importance of a career strategy for business outcomes. Why? The headline reason is that with tight labour markets, companies can no longer rely on recruitment from outside to meet their current and future talent needs.

Recent research has identified a relationship between proactive career management skills and satisfaction with your job and career.

3 ways to make internal mobility work in your organisation – and how to work out the mobility you need.

At a time when many people are thinking hard about the next step in their career and their financial futures, David North and Wendy Hirsh highlight opportunities to better connect career development practice with reward policy. They outline how both the company and employee can benefit, sharing the additional value created.

Having a coherent approach to talent and careers brings real benefits to the organisation and your employees, but it isn’t easy.

This is an opportunity to reset your organisation’s strategic approach to careers – here’s how to do it.