Managers Make or Break Your Culture of Career Mobility

Content

You can talk about career mobility all you want. But unless the managers across your organization buy into it too, it’s all just lip service—followed by negative, real-world consequences.

You can talk about career mobility all you want. But unless the managers across your organization buy into it too, it’s all just lip service—followed by negative, real-world consequences.

Content

People often leave organizations for two reasons. The first? A bad boss. The second? A lack of professional development.

People often leave organizations for two reasons. The first? A bad boss. The second? A lack of professional development.

Content

To give your people the development they seek and to create real business value for your organization, career mobility must be embraced. This strategy comes to life when an internal marketplace that connects employee skills and skill development to ongoing, real-time internal opportunities for people to explore new types of work is embraced.

To give your people the development they seek and to create real business value for your organization, career mobility must be embraced. This strategy comes to life when an internal marketplace that connects employee skills and skill development to ongoing, real-time internal opportunities for people to explore new types of work is embraced.

Content

And for a career mobility program to really work, managers need to play a pivotal role, Degreed CLO Kelly Palmer said. “The manager is the role that actually makes or breaks whether this will be successful.”

And for a career mobility program to really work, managers need to play a pivotal role, Degreed CLO Kelly Palmer said. “The manager is the role that actually makes or breaks whether this will be successful.”

Content

Culture Through Partnership

Culture Through Partnership

Content

Internal opportunities, the lifeblood of any career mobility program, originate with managers. With employees demanding growth opportunities, managers supply the means through stretch projects, gig work, mentorships, and more.

Internal opportunities, the lifeblood of any career mobility program, originate with managers. With employees demanding growth opportunities, managers supply the means through stretch projects, gig work, mentorships, and more.

Content

And once those opportunities are defined, “It’s the manager’s role to partner with employees to help them progress on their career journeys,” Palmer said.

And once those opportunities are defined, “It’s the manager’s role to partner with employees to help them progress on their career journeys,” Palmer said.

Content

The end goal is to create a rich and supported learning culture—one that integrates your skills, technology, and implementation strategies. To get there, research indicates that managers benefit from positive encouragement.

The end goal is to create a rich and supported learning culture—one that integrates your skills, technology, and implementation strategies. To get there, research indicates that managers benefit from positive encouragement.

Content

Rewarding Connection

Rewarding Connection

Content

Managers assessed solely on their ability to get work done will hoard talent. And hoarding talent, especially rock-star performers who want to develop, is a surefire way to lose those people to other organizations that will offer those opportunities.

Managers assessed solely on their ability to get work done will hoard talent. And hoarding talent, especially rock-star performers who want to develop, is a surefire way to lose those people to other organizations that will offer those opportunities.

Content

When managers are evaluated on leadership skills, however, they’re more likely to be flexible about sharing talent with other teams, and they’re more open to letting their people be mentored by other team leaders.

When managers are evaluated on leadership skills, however, they’re more likely to be flexible about sharing talent with other teams, and they’re more open to letting their people be mentored by other team leaders.

Content

According to a 2019 Gartner study, organizations that are most successful at developing their employees cultivate managers who connect employees to the right people and resources at the right time. These managers boost employee performance by up to 26 percent and more than triple the likelihood that their employees will be high performers.

According to a 2019 Gartner study, organizations that are most successful at developing their employees cultivate managers who connect employees to the right people and resources at the right time. These managers boost employee performance by up to 26 percent and more than triple the likelihood that their employees will be high performers.

Content

Some companies track career conversations, how many projects are staffed cross-functionally, and how many promotions are internal. When managers are measured by these metrics, Palmer said, “They’re recognized for being amazing leaders for internal talent, and then they’re much more willing to be that kind of manager.”

Some companies track career conversations, how many projects are staffed cross-functionally, and how many promotions are internal. When managers are measured by these metrics, Palmer said, “They’re recognized for being amazing leaders for internal talent, and then they’re much more willing to be that kind of manager.”

Content

Three Takeaways for Managers

Three Takeaways for Managers

Content

First, make your relationship with your workers a partnership, Palmer said. “Have regular career conversations with your employees.” And because those conversations have a different dynamic and purpose than a performance review, do them separately.

First, make your relationship with your workers a partnership, Palmer said. “Have regular career conversations with your employees.” And because those conversations have a different dynamic and purpose than a performance review, do them separately.

Content

Second, always think about how you can give your people new challenges. Again, these can be special projects and other short-term opportunities. Maybe one of your people wants to be trained or mentored. Or perhaps that person wants a chance to train somebody else.

Second, always think about how you can give your people new challenges. Again, these can be special projects and other short-term opportunities. Maybe one of your people wants to be trained or mentored. Or perhaps that person wants a chance to train somebody else.

Content

Third, help create a company culture that rewards managers for supporting career mobility. And if you are a manager, Palmer said, “Model what you want to see.”

Third, help create a company culture that rewards managers for supporting career mobility. And if you are a manager, Palmer said, “Model what you want to see.”

Content

If you're interested in learning more about career mobility, sign up for our five-day email course . Each day you will receive videos from talent management experts, checklists, articles, and more. And the lessons are designed to be completed in 20 minutes per day. Sign up to learn more.

If you're interested in learning more about career mobility, sign up for our five-day email course. Each day you will receive videos from talent management experts, checklists, articles, and more. And the lessons are designed to be completed in 20 minutes per day. Sign up to learn more.