In today’s world of work, competition for critical skills important in executing your business strategy is becoming increasingly acute. Your highest skilled and top performing talent is marketable to the outside; and they could be prospects for others to make attractive offers to and acquire. An organization must be focused on both performance and employee career growth in order to retain top talent.
To protect top talent and enable organizational capability to execute business strategy, organizations must work hard to provide resources, processes, and tools that employees can use to manage their careers, and align individual career success with business goals and objectives. In addition, career strategy directly impacts the ability to mobilize internal talent and fill critical skill areas quickly and cost effectively. A strategic approach is necessary, involving many aspects of the business.
Discussion topics for the Council include:
- Career growth: what it means in different organizations and how to make it happen in existing positions (internal mobility programs, informal learning, volunteerism)
- Changing the organizational culture and mindset, removing barriers for career growth particularly with women and minorities
- Issues associated with growth and development in global organizations
- Innovations in career strategy including the internal talent marketplace
- Establishing responsibility/accountability of leaders and empowering them to help with talent development and mobility
- Engaging employees in career conversations
- Methods to measure the business case for investing in career development
- Tools and technologies to help people manage their careers: knowledge sharing; building the right frameworks, systems
- ADP
- Bank of America
- Biogen
- Cigna
- Deere & Company
- Dell Technologies Inc.
- EY
- Gilead Sciences, Inc.
- Kaiser Permanente
- Microsoft
- NIKE, Inc.
- SAP America, Inc.
- Target Corporation
- Truist
- U.S. Department of the Navy
Enduring relationships with trusted peers are the core of the Council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of Council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices.
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of Council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from 125+ Councils (covering more than 50 functions) that work together across geographies
- Virtual communities that extend learning opportunities through a variety of online forums and other resources
Executives and managers in talent management, career strategy and talent development; HR business partners. Membership is by invitation only.
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John Messman
Program Director, Career Strategy Council, Talent Management Executives Council III, and Career Development Seminar |
