Guiding Your Employees’ Career Development Through Career Paths

The true value in a career path program is realized when it is transformed into a powerful career development guide that is understood, utilized, and valued by managers and employees alike. This critical step will help to ensure that the time and commitment involved in this initiative do not result in multiple dust-covered binders, forgotten by all members of the organization.

Start by creating a direct link to the performance management process. Linking the career path to performance management provides a formalized process for performing gap analyses and defining development opportunities. Gaps in behaviors serve to identify areas in which training and development may be required to enhance performance in specific competencies. Identifying these opportunities is accomplished by building a system in which the employee and manager are able to rate the employee’s position level competencies as defined in the career path. This translates into at least a portion of the performance appraisal template being “competency anchored,” meaning employees will be evaluated on observed behaviors.

Training managers on how to use the career path and the performance appraisal is essential in building a process that is meaningful to employees and aligned with organizational goals. A common mistake is assuming that managers have the same goals and understanding of the program as senior leadership and the HR department. Three points should be thoroughly explained to managers responsible for administering a career path to direct reports:

• Performance Management Rating System. Explain the rating system so it is clearly understood and employee ratings are consistently applied throughout the organization. This will help to ensure that managers and employees consider the process equitable and valid alike.

• Criteria for Promotion. Though mastering level-specific competencies will likely not translate into automatic promotion, the career path elements outline criteria that employees need to meet to be able to move on to the next level. Ensure that promotion and other advancement decisions are based on consistent criteria, and a good business reason exists to substantiate promotional decisions.

• Gap Analysis. The results of the analysis should be linked to development opportunities. This is as simple as understanding how the career path differentiates and explains progressions throughout the various levels. Explain that development initiatives should be discussed with employees to ensure that each employee’s development goals align with the organization’s strategic goals.

Ideally, organizations launch the career path program during a company-wide meeting where senior leadership can explain and demonstrate commitment to the program. It is important to explain that the career path will formalize employee career development and will allow them to chart their course throughout the organization. Also, it is essential to communicate that promotion criteria are provided in the program. Clear timelines should be established in which employees will meet with their managers and define their career development goals.

Finally, managers should be required to informally meet with their direct reports outside of the formal performance appraisal cycle. Conducting discussions on a monthly basis will help to ensure that employee development goals are on track and obstacles are addressed and eliminated.

The process described above will solidly demonstrate the organization’s commitment to employee development, as well as pave the way for a more valuable and engaged workforce.

Author: Robert Krajewski, Associate HR Business Partner, Helios HR

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