This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions. Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.

1. Right Quarterly
THE
Second Quarter 2013
Career Management
High Performer
Leadership Skills
Job Rotation
Work Life Balance
Self Development
Clarity of Purpose
Global Opportunity

2. ManpowerGroup at a Glance…
Nearly 3,500 offices across
80 countries around the
world
Interviewed 12 million
people in 2012 and
connected 4million to
meaningful work
USD 22 Billion revenue in 2011
with over 85% generated
i h
d
outside the U.S.
Over 30,000
employees
l
across brands
Largest global vendorneutral MSP p
provider
Over 400,000 clients
ranging from SMB’s to
Global F t
Gl b l Fortune 100
companies
The world’s largest IT
professional resourcing
f
i
l
i
firm
Nearly 70,000 people
placed in permanent
roles each year
Global leader in
Recruitment Process
Outsourcing
The world’s largest
outplacement firm

3. EDITORIAL & FOREWORD
02
by Chaitali Mukherjee
POINT OF VIEW
Developing Talent: How Career Opportunities Drive
Business Performance
by Frank Ribout
04
CLIENT SUCCESS STORY
Career Directions: Having the Right Career Conversation
by Kate Paynter, Chris Jones and Genevieve Stirrat
08
SOLUTION INSIGHT
Low-Performer Management Program
by Ted Lee
12
POINT OF VIEW
Developing an Agile Workforce
by Kate Paynter
16
RESEARCH HIGHLIGHTS
Career Transition and Outplacement in Difficult Times:
The India Story
by J. Karthikeyan
21
Copy Editor
Tuhina Panda
Layout & Design Editor
Ritesh Hellan
For a copy of ‘The Right Quarterly’, write to us at
right.quarterly@right.com
CAREER MANAGEMENT
1

4. Editorial & Foreword
by Chaitali Mukherjee
Country Manager - India
Mid way through 2013, the year has already
brought a series of experiences for everyone.
Though we all do reflect on these experiences
and the learning it has brought us, it also
makes you think what more lies ahead. With
the recently concluded World Economic Forum
on East Asia, that took place in Myanmar
(June 2013), the focus was again on talent,
specifically job creation and gender parity. This
makes us realize that for the Asia Pacific region
the key focus has for some time, and will
continue to be on dealing with the changing
demographics and diversity issues. With
emerging markets, to ensure we enable fast
growth and build sustainable businesses, the
focus will remain on how we utilize the talent
available.
In the last edition of the Right Quarterly, we
spoke about High Potential Development
and shared our viewpoint on how one can
approach this black box. What we aimed
to bring to light was how finding the right
approach is a struggle for most organizations
irrespective of industry, size, sector, levels
and even more. We hope to have or at least
attempted to answer many of the queries
which you might have had, and we have
thoroughly enjoyed partnering with our clients
in such initiatives!
Going beyond this niche employee segment,
there is a larger issue which has been hanging
over us, and which if addressed properly,
can be a big advantage for us. Since time
immemorial, humans have taken pride in their
work and looked for opportunities which will
make them feel satisfied. The fact that just the
kind of work we take up, can influence our
mood and motivation levels, makes it really
important for any individual to choose the
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THE RIGHT QUARTERLY
right job opportunity. Being able to first of all
identify what you are passionate about, and
then building it into a career is not everyone’s
strength. But if you manage to do so, any
one would consider themselves really lucky!
Taking the WEF conversation forward, we
see that the problem is a two way street –
employees struggling to discover their true
passion to turn it into a life-long career; and
also for organizations who need to source
and retain the right talent to be able to build a
sustainable business.
We have thus dedicated the Second
Quarter edition of the APAC Right
Quarterly to Career Management. The first
article called “Developing Talent: How
Career Opportunities drive Business
Performance”, builds upon our core mission
in Right Management, of working with clients
to help align their talent strategy with their
business strategy. Employee engagement
and retention is a critical challenge for many
organizations, and this article talks of how
career development can significantly push
employee engagement. But even career
development needs a structured approach for
effective implementation to ensure business
results.
The second article on “Career Directions:
Having the right Career Conversations”,
shares a case study of an Australian client
who is working towards their 2017 Workforce
plan. An important impact of this will be in
the working environment for the division. To
help employees adapt to this change, Right
Management worked with them to create and
implement a career development initiative for
employees. The aim was on building Coaching
capabilities in People Leaders, and to equip

5. Self leaders with skills necessary to enable
them to make their own career decisions.
The objective was also to align employee
development with future corporate needs,
while also developing career agility.
Every organization would like their employees
to be good performers contributing to the
business output. But not every employee
has the right skill set required to do the job
as per expectations. This in turn can result
in low performance. In such a case, what
can an organization do to ensure the most
ethical process is followed to transition
out the impacted employees? In the third
article we share how in Right Management
Korea, we have run several “Low-Performer
Management Programs” to deal with such
situations. This has helped organizations to
ensure a smooth transition for employees who
have been observed for some time and using a
structured implementation plan can give even
the impacted employees enough support and
time to plan their next career move.
In the fourth article we talk of “Developing
an Agile Workforce”, which is becoming
the key priority for many organizations, where
they have now included agility as a critical
capability need for career development. But
how can we ensure the organization is ready to
implement career development initiatives, and
also gauge what the employee need? Only
once both these variables are understood, can
a robust career development system be built.
Right Management provides this opportunity
to organizations and employees through its
Career Directions online portal, offering a
structured approach to career development.
research study done to help shed light on the
outplacement scenario. Being a responsible
employer is important in maintaining the
employer brand, but it is essential to do it the
right way. There are many elements involved in
supporting an impacted employee when s/he
is laid off, and building on their self-confidence
level is probably the most important task. This
article shares key insights from the feedback
and experiences of employers, employees and
career transition coaches.
Career Management can be a mystery to
employees who are not sure what to expect
from their employers, and for the employers
who don’t know what their employees want
from their careers. Especially with the business
paradigm changing much more quickly, and
technology having already grown by leaps
and bounds, the only thing which can keep
an organization or employee going is agility.
Hence in managing one’s career, knowing
what you want to do and where you want to
go becomes important. With this the skills and
capabilities you learn along the way become
crucial in adapting to the changing paradigms.
You have a responsibility as an employee to
give the organization a clear picture of what
you want and what you can deliver. Whereas
the organization is responsible for ensuring
your skills are best used in the role you are in,
and they plan for your growth in the areas you
wish to pursue. But one thing is for sure, if you
make a career out of the one thing you are
passionate about most, you will surely be on
the path to success.
- Chaitali Mukherjee
Our final article - “Career Transition and
Outplacement in Difficult Times: The
India Story”, shares the key highlights of a
CAREER MANAGEMENT
3

6. Point of View
Developing Talent: How Career
Opportunities Drive Business
Performance
The case for developing talent has always been clear: if an organisation is to
achieve its primary objectives, it must align talent with strategy by developing
a workforce with the necessary capabilities.
To that effect, all the research we have done points to the fact that Career
Development not only equips employees to perform, but also inspires them
to perform. It motivates them to make the most of the skills and capabilities
they acquire. We in fact find that providing career development opportunities
has a marked positive impact on employee engagement and a range of other
factors directly related to organisational performance.
Engagement is Essential to
Business Success
and growing body of research has linked
engagement to retention, productivity and,
ultimately, organisational performance.
Employee engagement is a highly significant
business performance issue. Employees can
have all the skills and talent in the world, but
if their job and organisation fail to engage
them, they are unlikely to put their skills and
talent to the best and fullest use. A large
Organisations that fail to engage their
employees fully will never perform at their
best. In fact, they risk losing their most
talented employees, their ability to respond
quickly and effectively to changing market
conditions, and their competitive edge.
Fig. 1.1 Employee Engagement: Four Factors, Two Levels
Factors
1
Commitment
2
Pride
3
Advocacy
4
Satisfaction
JOB
ENGAGEMENT
ORGANIZATION
ENGAGEMENT
I am committed to doing
what is required to perform
my job well.
I am committed to doing
what is required to help my
organization succeed.
I am proud of the work I do.
I am proud of the work for my
organization.
I would recommend my
organization to my friends
and colleagues as a great
place to work.
I speak highly of my
organization’s products
and services.
Overall, I am satisfied
with my job.
Overall, I am satisfied
with my organization as
an employee.
FULLY ENGAGED
4
THE RIGHT QUARTERLY

7. A Retention Crisis Looms
As we might expect, signs that some
organisations are facing increasing
difficulties retaining talent accompany a
trend that has shown engagement levels
dropping globally over the past two decades
on a consistent basis. In a recent nonscientific online pulse survey of more than
900 workers, Right Management found that
a remarkable 60% of respondents “plan to
pursue new job opportunities as soon as the
economy improves.”
A further 21% indicated that they are
considering making such a move and are
actively networking as a result. Only 13%
said they intended to stay.
Even if only a fraction of these employees
follow through on their stated intentions,
many organisations may well be facing a
retention crisis.
Career Development Helps Meet
The Challenges
Offering career development opportunities
is no magic pill for the challenges
posed by engagement. Engagement
is a complex issue requiring action on
many fronts. Yet, as our recent study of
organisational effectiveness shows, learning
and development initiatives can make a
significant contribution to meeting the
challenge.
In our study, respondents indicated their
level of agreement with 100 different
statements grouped according to 11 major
topics related to organisational effectiveness.
We then tested for statistically significant (i.e.
greater-than-chance) relationships between
favorable responses to the statement
“There are career opportunities for me
at my organisation”–an item belonging
to the learning and development topic–
and favorable responses to statements
addressing engagement and other key
topics.
Our analysis found that organisations
providing career development opportunities
are:
• Six times more likely to engage their
employees than organisations that do not
• Better than four times less likely to lose
talent in the next year than organisations
that do not
• Almost two and a half times more likely
to be productive than organisations that
do not
Our findings show a connection between
providing career opportunities and
all the links of what we might call the
“performance chain.” Career opportunities
drive engagement, which, in turn, drives
retention and productivity. We also found
that organisations perceived to be the best
business performers are almost three times
more likely to provide career development
opportunities than those judged to be
below-average performers.
Best performers recognise that providing
such opportunities works. Career
development not only builds skills and
capabilities that can help organisations
achieve their strategic goals, but also
addresses the motivators driving employees
to put their skills and capabilities to optimal
use. Employees are looking for challenge
in their jobs. They want to contribute
meaningfully to their organisation’s success.
By equipping employees to find greater
challenge and meaning in their work, career
development promotes engagement and
enhances the performance of the individual
and the organisation alike.
Best Practice Recommendations
1. Implement key career development
measures to drive performance.
Our advice on how best to provide
employees with learning and development
opportunities begins with our organisational
effectiveness study.
Among the 100 statements comprising
our survey, we tested for drivers not
only of engagement, but also of career
development. Encouraging employees to
take ownership of their work, providing
development focused on helping them do
their job well, and showing them how they
can progress in their organisation emerged
as the top three learning and development
drivers. Other top drivers included investing
in learning and development, providing
performance incentives, preparing people to
move into jobs when they become available,
and facilitating discussions about career
development.
CAREER MANAGEMENT
5

8. 1. Demonstrate your commitment to
employees by preferring to develop
from within versus hiring from the
outside.
careers, immediate managers must engage
them in regular career discussions. At
present, our research shows, a surprising
37% of employees never engage in career
discussions with their managers, while a
further 29% do so only once a year.
2. Ensure that your investment in learning
and development is meaningful.
3. Employees must play an active role
in their managing their careers.
3. Provide employees with incentives to
develop by showing them how they
can progress.
For their part, employees must play an
active role in charting a course for their
careers. With guidance and support from
their organisation, they must explore their
own desires and aptitudes, the needs and
priorities of the organisation and the career
options available to them.
4 Key Career Development Measures
4. Empower your employees—make them
partners in their own development.
2. Create a workforce development
plan based on skills and needs
inventory.
To avoid having to hire externally,
organisations must create a comprehensive
workforce development plan based on a
carefully crafted skills and needs inventory.
To help empower employees and show
them how they can progress in their
6
THE RIGHT QUARTERLY
by Frank Ribout
Senior VP, Asia Pacific & Global
Talent Management

9. Conclusion
Working together, organisations and their employees can meet common
goals through career development. Career development ensures work
remains challenging and meaningful. It aligns the skills and capabilities
of the employee with the business strategy of the organisation, satisfying
the need of employees to make a difference and contribute to the
organisation’s success. It drives engagement, productivity, retention and
performance as long as it is linked to a long term organizational goal.
Fig. 1.2 Three Horizon Roadmap
What’s Now?
What’s Next?
Developing vision for Career
Management at the client and
engage key stakeholders
Set KPIs for leaders with respect
to career management strategy
Define and design a world class
Career Management System
Audit existing people systems that
may link to and impact on the
Career Management system
Understand the risks and enablers
of the client culture in enabling
career management
Define a process for career
conversations as part of the
clients operating rhythm
Ensure leaders understand career
drivers for individuals
Build capability of leaders to
facilitate world class Career
Management
Development toolkits for individuals
and leaders to enhance process
and create conversation guidelines
Articulate the Career Pathways,
including career patterns and
development direction
Map Career Pathways and
Options
Launch world class ‘Career
Management’ system
Clearly define leadership and
leader accountabilities
Plan the launch for the client as
the “Poster Child” for Careers
Understand capability gap for
leaders to facilitate world class
Career Management
What’s the Goal?
To be determined by the client
Global “Career Poster
Child” for the client
Create a communications framework
& plan to influence leaders on overall
Career Management strategy
Continue defining and driving
the EVP
CAREER MANAGEMENT
7

10. Client Success Story
Career Directions: Having the Right
Career Conversations
Client Context
Our client is the wealth management arm of a large financial institution.
They design, create and distribute financial products that are designed to
help its customers achieve their financial goals by administering, managing
and protecting their assets.
After completing their 2013-2017 workforce plan, a business division of the
client identified a number of roles and functions that given the strategic
direction of the business, and the changing world of technology, were
unlikely to be required in 3-5 years. The client sponsor was keen to support
employees through the process of career development to help people
prepare for and successfully adapt to the changing working environment
within her division. The sponsor saw that career development was a key way
to help set people up for success in demonstrating agility throughout their
careers.
The Partnership with Right
Management
The business division had very strong
employee engagement results and was
looking to the career development solution
to help drive individual accountability
with respect to career whilst supporting
people leaders through career coaching
conversations.
The broader business and parent company
are quite sophisticated in terms of the
supporting talent management architecture
within their business. They have a rich
abundance of resources already in place
to support individuals and people leaders
through career discussions. For example,
a job families matrix exists which outlines
the competencies, technical skills and
8
THE RIGHT QUARTERLY
qualifications required for each role
within the division as well as leadership
development initiatives that incorporate the
skills of coaching for people leaders.
In terms of the career solution, Right
Management’s role was to help drive
accountability and ownership as it relates
to driving one’s career development whilst
supporting leaders in how to apply the skills
of coaching within a career context. Our
focus was to be able to provide participants
with a career planning toolkit that will help
them to adopt a more planned and strategic
approach to their career planning and to
enable effective career conversations.
The Solution
The business division appreciated the
importance of supporting people leaders

11. Fig. 1.1 Career Directions for Self Leader Workshop Objectives
Who am I?
 What do I enjoy most?
 What would I like to do more/less of?
 What are my personal work/life priorities?
Where am I?
 Where is my career at now?
 Is the culture/climate of our organisation a good fit?
 What am I known for?
Where do I
want to go?
How will I
get there?
 What is coming/changing in our industry/function that may impact on
my career choices?
 What are my short and long term aspirations?
 Who can assist or provide advice?
 What resources are there?
 What is my plan to develop the right skills and experience?
as well as employees through their career
and saw this as one of the key ways they
could successfully embed the learning
beyond the workshop room. As a result,
Right Management partnered with the client
to design and deliver 4 ‘People Leader as
Coach’ Workshops and 12 ‘Career Directions
for Self Leaders’ Workshops. 211 employees
experienced the program and the objectives
of these were to:
• Support the broader business objective to
‘future-proof’ employee development in
alignment with corporate needs
• Provide people leaders and self leaders
with the skills and tools required to
facilitate more informed and strategic
career decisions
• Support individuals in being able to
successfully plan for, develop, and
manage their careers whilst developing
career agility
The solution was designed around four
simple, yet key questions as it relates to
individual career development which set the
foundation for self discovery.
The ‘Career Directions for the Self’ Leader
Workshop was directed at employees
without manager accountability. The focus
of the workshop was to help participants
understand and reflect on assessment
results and apply career frameworks and
models to ascertain career growth strategies
and actions.
The People Leader as Coach Workshop
was directed at employees who have direct
reports. Participants experienced most
elements of the Career Directions for the
Self Leader content to ensure they are able
to understand what their teams experience
whilst also gaining individual insight about
their own career. The last part of the day
comprised of career coaching skills to
support people leaders in having more
effective career conversations with their
employees.
Prior to workshop delivery, Right
Management was invited to present at a
People Leader Forum to give leaders a
taste of what’s to come and to discuss their
role in supporting this initiative. This was a
critical activity in being able to obtain people
leader buy-in and support for the initiative
whilst also being a channel by which energy
and interest around the initiative could be
generated.
CAREER MANAGEMENT
9

12. The solution was split into 3 phases:
1. Pre-work
Participants were provided with a personal log-in to Right Management’s Career Directions
Portal where they were required to complete confidential assessments designed to clarify
values, strengths, ideal work environment, and career focus.
Fig. 1.2 Right Management’s Career Directions Portal
careerdirections
Home
Who am I?
Logout
Where am I?
Pre-work
Where do I
want to go?
Workshop
We believe effective
career planning is as
much about improving
current job satisfaction,
as seeking new
opportunities and
promotion.
How will I
get there?
My Reports
Post workshop activities
Career Directions provides you with an exciting
opportunity to tap into an array of online
exercises, hints and tips which will enable you to
confidently own and proactively manage your
career. In conjunction with the career planning
workshop you can use this site to:
Start Here
Explore what you want from your career
Discover what you have to offer
Enhance your personal employability
Make informed career decisions
Home | Privacy Statement | About Right Management | My Profile
Copyright
a
a
a
2013 Right Management. A wholly-owned subsidiary of Manpower inc. All rights reserved.
2. Workshop Delivery
The ‘Career Directions for Self’ Leaders Workshop was designed to help participants
understand and reflect on assessment results and apply career frameworks and models to
ascertain career growth strategies and actions.
The ‘People Leader as Coach’ Workshop was designed to provide practical skills practice in
using the GROW™ model; and developing an increased understanding of how to leverage
the career planning tools of their employees. Figure 1.3 depicts the activities and tools that
were leveraged to support People Leaders.
3. Ongoing Access to Right Management’s Career Directions Portal
Participants had ongoing access to the Right Management Career Directions portal to
further access the rich career planning and development activities and tools, and to support
their development planning conversations with their people leaders.
Fig. 1.3 People Leader as Coach Activities and Tools
Career
Coaching
Career
Coaching Skills
 The benefits
 Active Listening
 What it is
 Powerful
Questioning
 Roles and
responsibilities
10
THE RIGHT QUARTERLY
 Direct
Communication
Leveraging the
data
Practice
 How to facilitate the
Career Map
 Planning the
discussion
 Self-Assessment
Outputs
 GROW® Model
 Career Options
 De-railers

13. Fig. 1.4 People Leader Career Coaching Booklet
GROW® Model
Understanding Reputation
Where am I?
Wrap Up
Building concrete, realistic,
measurable actions and
plans to reach the goal
Promise
Performance
(
(Brand)
)
G
Goals
Set clear goals according
to SMART criteria
R
W
(Delivery)
Reputation
Expectations
(
)
(Audience)
Options
Explore and identify
alternative strategies,
solutions and answers
O
Reality
Explore the story,
what has happened
far,
so far check and
raise awareness of
the situation right
now
Source: Grant, A & Greene, J. (2001), ‘Coach Yourself: Make Real Change in Your Life’, Momentum
Reputation and Brand
The Birkman Life Style Grid®
GROWTM Coaching Model
Who am I?
Direct Communication & Involvement
(Extroverted)
Expediter
Communicator
Task
Oriented
Objective
j
People Oriented
Subjective
Administrator
People Leader Coaching Guide
Planner
Indirect Communication & Involvement
(Introverted)
BirkmanTM Profiles
Embedding Career within the
Division
Following completion of the workshops, the
division was keen to maintain momentum
and help individuals to embed their learnings
back in the workplace. Right Management
was invited to appear at another People
Leader Forum to generate discussion about
how people have applied the tools and any
challenges people had come across. In
addition, Right Management developed a
People Leader Career Coaching Booklet that
was designed to act as a useful refresher and
reminder about the key tools and how best
to apply them.
Results and Next Steps
Following completion of the workshops, Right Management conducted evaluation surveys. The following are
some of the key insights from the data.
Self Leader Feedback
• Of the 141 participants that experienced the solution, 79% of participants reported having gained a stronger
sense of career ownership and accountability
• 83% of participants responded that they feel confident to participate in a structured career discussion with their
people leader
People Leader Feedback
• 97% of people leaders strongly agreed or agreed that they now have a clearer understanding of their career
strategy and the requirements to create better alignment between themselves and the division
• 97% of people leaders felt more confident in their ability to leverage my strengths in my current and/or future
roles as a result of experiencing the solution
Right Management is currently working with the client to continue the progress towards developing a more agile
workforce and embedding career more deeply into their talent management framework.
by Kate Paynter
Senior Consultant
Sydney, Australia
by Chris Jones
Business Development Director
North Sydney, Australia
by Genevieve Stirrat
Senior Project Coordinator
North Sydney, Australia
CAREER MANAGEMENT
11

14. Solution Insight
Low-Performer
Management Pro
gram
The science behind selecting and
accelerating your next generation talent
Currently, many companies world-wide
are continually introducing work-force
restructuring plans to improve short- and
long-term competitiveness (by improving
productivity and saving costs) through
manpower efficiency in the aftermath of the
global economic crisis.
Temporary restructuring plans targeting
employees who want to retire confront
concerns over a reduction in core personnel,
unsolved problems of long-term lowperformers (such as employees with no
positions, employees with health issues,
disciplinary issues related to corruption, and
3-year-consecutive low-performers), and
so on. Thus, the management of low (poor)
performers has become an important and
hot issue for persons in charge of human
resources as well as the management
of core personnel. While short-term low
performers can be developed through
performance improvement education
programs within the company in an attempt
to convert them into high performers, the
long-term poor performers show limits in
performance improvement, and conduct
activities that harm the well-being of the
organization, such as collectivization and
the mass production of rumours. Besides,
such activities are not helpful to their
personal careers. In these circumstances,
each company demands (lawfully) induced
retirement programs for the employees who
postpone not only job-change applications
but also their retirements (by refusing or
resisting retirement). Therefore, there is
Fig. 1.1 Low Performer Management Program Process
Phase 1(Preparations)
Low
Performer
Design of
Management
Practice
Phase 2(Execution)
Notification
Training
PIP
Phase 3(F/U)
Redeployment
Disciplinary
committee
Career
Consulting
Notice
On-Site
1~2nd induced retirement
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THE RIGHT QUARTERLY
Career
goal
decision
Outplacement
3rd induced retirement
Career
Transition
Disciplinary
Di i li
action
4th induced retirement

15. an urgent need for effective management
programs for such employees.
The Right Management Korea owned lowperformer management program provides
a total solution consisting of training and
“supporting job-change and redevelopment”
for long-term low-performers. The
program is, of course, legally compliant,
and considered a reliable process based
on years of experience that can provide
HR practitioners with confidence in lowperformer management.
This process largely consists of four phases
including Phase 1 - Preparation, Phase
2 - Execution, Phase 3 - Follow up and a
4 - time induced retirement process. This
process achieves an induced retirement rate
of about 50%. The phase - with details are
described in the following.
Phase 1 - Preparation
Phase 1 is comprised of the following
processes:
1. Designing a retirement package
2. Selecting the low-performers
3. Deciding on an execution plan
4. Composing a notice script
5. Educating the informed employees
6. Positioning on-site initiatives.
Considered the most important stage
among the phases, in phase 1, one or two
consultants will be deployed to conduct
consultations on issues like benchmarking
of the retirement package, dealing with the
labor union, introducing inside and outside
communication methods, avoiding legal
issues, relocating, designing penalties, and
so on, for about a one-month period.
Phase 2 - Execution
Phase 2 consists of a performance
improvement program (PIP) and job-change
support service. Employees who decide
to retire are provided with the job-change
support service, and the resignation objector
will go through the PIP for a period of about
two months.
The PIP consists of 1. Competence
Improvement Education and 2. Career
Consultation. The competence improvement
education program provides instruction
in areas in which there is a shortfall in
competencies, and the career consultation
assists in career development outside
the organization by delivering objective
messages about the suitability/unsuitability
of an organization and/or job through a
competence diagnosis.
The career consultation stage applies the
Birkman First Look (BFL) or Hogan Career
Potential Report (CPR) as the diagnosis tools
to accurately diagnose career objectives and
Fig. 1.2 (PIP) Performance Improvement Program
Training subjects
Assessment /
Debriefing
g
Contents
Induced Retirement
Common
Competencies
(1month)
Assessment
Individual
Competencies
(1month)
Retirement
Objectors
Debriefing
Educational Evaluation
Return to Job retention
PIP(Performance Improvement Program
(
p
g
CAREER MANAGEMENT
13

16. Fig. 1.3 Ongoing PIP, step-by-step strategy of induced retirement
Execution Process
PIP
• Retirement Objectors
• Diagnostic competency & debriefing
• Return to Job Retention
Common
Individual
Competencies Competencies
Induced Retirement
Avoid Legal issue
• Performance improvement plan
Career
Consulting
Career Consulting
Induced Retirement
1 Week
Induced Retirement
2 Months
• Training Agreement
3 Months
• Common Competencies
• Individual Competencies
p
• Career Consulting
analyze career options. The PIP is completed
at the company office for the 1st month and
the RMK office for the 2nd month. Custodial
employees notified in advance by HR receive
education and consultations at a separate
location.
1. The competence improvement education
consists of standard competence
education and individual job competence
education on- and off-line.
2. The career consultation supports career
development through the process of
diagnosing proving unsuitability for a
• Explore Career
job and developing a career outside the
organization.
About 50% among the low-performers
select the PIP, among which 10% retire
midway through the program.
Phase 3 - Follow Up
Phase 3 comprises of:
1. Relocation: The relocation locates all
people to the performance departments,
and conducts performance improvement
consultations
Fig. 1.4 Redeployment and non certified participant’s process
HR
Team Manager
Low Performer
Performance
Manage
Performance
Improvement Plan
Task
Monitoring
Report
evaluation
shortage
Pr
rocess
fitness
Weekly Report
DB
Job alert
1time
Job
alert
Job alert
Job alert
2times
retirement
Conduct
disciplinary
‘B’or higher
performance
evaluation
Achievement
evaluation
than ‘C’
Keep Job
THE RIGHT QUARTERLY
Induced Retirement
Career Consulting
Warning 2 times
Warning 3 times
14
Reasons for
writing and
submitting
‘2nd PIP’
4

17. 2. Dealing with the low-performers after
the relocation: Low-performers are placed
in the 2nd round PIP education program as a
part of penalties administered, as described
in phase 1
3. Applying disciplinary measures for
non-completed educatees: Non-credited
educatees are also placed in the 2nd round
PIP education program.
Client Success Stories
The content of the low-performer management program is currently being examined by
many HR practitioners in the market, and RMK has 5 years of experience operating the
program in the real world.
1 A company who is ranked 7th in the global semiconductor industry has been operating
the low-performer management program for about four years. The company uses the
program as a regular workforce restructuring strategy through the process of selecting
1% of total employees as low-performers (non-unionist) every year. They then provide
the job-change support service or PIP to the low-performer. The individual is also redeployed within the organisation, followed by a final evaluation.
2 A large domestic insurance company first introduced the low-performer management
program in 2012. The company chooses 1% of total employees as the low-performers
(unionists) every year.
a. The company achieved an induced retirement rate of 50% by operating the
program, as did the semiconductor company.
b. The company had a skeptical response (organizational culture, etc.) to this program
in the investigation stage of the program, and is investigating it further with plans to
introduce the program extensively throughout its group companies after achieving
the targets.
by Ted Lee
Sales Director
South Korea
CAREER MANAGEMENT
15

18. Point of View
Developing an Agile Workforce
In the current global economic climate, the needs and demands of individuals on
organisations are changing rapidly. We operate in an increasingly dynamic climate where
organisational and individual agility is critical to success.
Using career development to develop an agile workforce helps organisations to not
only drive employee engagement and consequently performance, but also enables the
organisation to more effectively execute its workforce plan to achieve greater alignment of
individual needs, wants and career drivers with organisational needs, wants and strategy.
Career and the Changing World
of Work
As the war for talent continues to intensify,
the pressure to find the right skills in the
right place at the right time will increase.
Organisations are working in an environment
where they are expected to deliver more with
less which demands an agile talent strategy
to attract, retain and mobilise talent. As we
see the multigenerational workforce emerge,
critical skill shortages are appearing, further
intensifying the talent mismatch.
As technology becomes an even more
integral partner in how we do business,
individuals and organisations have far
greater access to information and each
other than ever before. In addition, the
rapid advancement of technology enables
individuals and organisations greater
choice as to where, when and how work is
performed and with whom.
A multigenerational workforce brings much
diversity to the fore with a variety of drivers,
motivators and preferences at play, which
can lead to much confusion for employers
as to how to appropriately leverage these
differences. This adds increased complexity
to how organisations attract talent as well
as how to engage them once onboard. One
size fits one and as a result individuals need
to take greater ownership of their career and
the opportunities it presents.
Right Management’s Point of View
After experiencing Right Management’s
world leading Career Transition services,
45% of outplaced candidates changed job
function as measured in the ICR cumulative
survey of over 146,000 respondents from
2009 to present. This means that nearly
16
THE RIGHT QUARTERLY
one in two employees are potentially in a
role with less than ideal alignment around
individual strengths, interests, motivation and
career drivers. So what is driving people into
roles that lack alignment and fit?
Our research shows people tend to get
socialised into careers based upon parental
pressure, university entrance marks or peer
pressure. We make decisions about which
classes to take, which course to attend
based on what our entry marks allow
us. In addition, the pressures of family
expectations along with what jobs currently
exist contribute to the decisions we make.
The result is people acquiring skills and
experience in areas where they can perform
well enough, yet they are neither motivated
nor engaged to excel beyond what is
required.
When translated into an organisational
context, organisations need to develop both
functional and enterprise wide career models
to help facilitate individual career alignment
and fit, whilst addressing the changing
demand of their workforce requirements.
Enterprise wide models will in turn help
address shifts in demand as businesses
move quickly to whatever comes next and
will also address poor job fit which impacts
productivity.
At a macro level, organisations need to think
of career from a systemic perspective and
align career management frameworks such
as career pathways, career planning tools
and manager and employee accountabilities
to broader talent management systems.
This will in turn enable the retention of key
talent and facilitate a more mobile and agile
workforce better positioned to deliver on the
business needs.

19. So who benefits from career
development, the individual or
the organisation?
Fig. 1.2 Performance Model
Performance
The Organisational Lens
Through the organisational lens, investing
in career development has a flow on effect
on employee engagement and ultimately
organisational performance. Long-term
career goals are proving to be a major
driver of higher engagement levels in
organisations, yet in Right Management’s
2012 Engagement Benchmarking Study
of over 7,000 Australian and New Zealand
respondents, only half of all respondents
reported this as being managed well.
Our study also revealed that organisations
that provide career development
opportunities are six times more likely to
engage their employees than those that do
not.
Fig. 1.1 Impact on Employee Engagement
Engaged
Partially Engaged / Disengaged
54%
Agree/
Strongly agree
Disagree/
Strongly disagree
46%
9%
91%
54% of employees who responded
favourably to the statement “there are career
opportunities for me at my organisation”
reported being engaged. That compares
to an engagement rate of 9% among
employees who responded unfavourably.
Supporting employees through the
identification of long-term career plans, up
skilling both managers and employees in
how to conduct effective career coaching
conversations as well as the principles
associated with motivation, career drivers
and how best to effectively manage a career
will help to embed career as another people
system within the organisational fabric. The
organisation wins.
The Individual Lens
Identification of strengths is an integral part
of career planning. Research has found that
revealing those aspects of one’s role that
Ability
Motivation
Opportunity
Boxall and Purcell 2003
are not only an interest but also supported
by ability helps to drive job satisfaction,
wellbeing and engagement within the
workplace. To realise this performance,
employees also need to be provided with
the opportunity.
In addition to the strengths-based
approach, developing heightened self
awareness through The Birkman profiling
tool helps individuals to develop a richer
understanding of their behavioural
preferences, motivators and drivers as
well as environmental fit as it relates to
occupational fit. For some, the profiling is
a voyage of discovery yet for others it’s an
exercise of validation. The individual wins.
Building the Business Case
Employee engagement is a key lever
of organisational performance. When
employees are engaged to their role and
the organisation they work for productivity,
advocacy, commitment and performance
are direct results.
Right Management defines employee
engagement as being a critical measure
of employee-organisation alignment and a
key driver of organisational effectiveness.
It is also a measure of an employee’s
involvement with, and contribution to, the
success of his/her organisation.
Right Management’s Employee Engagement
Model is a measure of the employees:’
CAREER MANAGEMENT
17

20. Fig. 1.3 Right Management’s Employee Engagement Model
Job Engagement
Or ganisation
Engagement
Commitment
Commitment
Employee
Engagement
Performance and
Profitability
Employee Attraction
Advocacy
Satisfaction
Advocacy
Satisfaction
Productivity
Pride
Pride
Customer Service
Retention
Highly Engaged Workgroups
• 44% higher in retention
• 33% more profitable
• 50% more productive
• 56% higher in customer loyalty
• Satisfaction with the current job and
organisation as an employer
• Commitment to making the job and
organisation successful
• Pride in the organisation and the work
they do; and
• Willingness to positively talk about their
job and the organisation
People are an organisations’ greatest
competitive advantage. To remain
competitive in the current economic climate
organisations need an agile talent strategy
to attract and retain the key talent required
to achieve their business strategy. The
current talent mismatch and critical skill
shortages will continue to accelerate the
need for mobility of both workers and work
itself.
So why is employee engagement so critical?
Drawing on research from Izzo and Withers
(2000), companies with highly engaged
employees reported the following:
• 29% higher revenue
• 50% more likely to have above-average
customer loyalty
• 44% more likely to turn above-average
profits
At the workgroup level, data also shows that
when workgroups are highly engaged, the
following is reported:
18
THE RIGHT QUARTERLY
• 44% higher retention
• 56% higher customer loyalty
• Workgroups are 50% more productive and
33% more profitable
Right Management’s Organisational
Effectiveness Framework takes this
holistic view of what drives organisational
performance. The framework shows
that the integration of an organisation’s
strategy, people systems and processes,
leadership, structure, roles and capability will
produce powerful and mutually reinforcing
impacts, an engaged workforce and a true
performance culture. No single initiative
can create organisational effectiveness;
excellence is required across the full range
of elements if competitive strength is to be
effectively harnessed.
For career to be an embedded, scalable
and replicable people system the following
levers need to be ‘pulled:’
• The organisation needs to agree and
articulate a strategy as it relates to career
development
• The supporting people systems and
processes need to exist to facilitate the
career conversations, such as a career
development framework needs to be
operational where career pathways are
defined, development opportunities are
enabled and succession plans enacted
upon

21. • Leaders at all levels of an organisation
need to be appropriately equipped to
facilitate career planning discussions with
their direct reports, coaching and guiding
them through opportunities and pathways
• Having a clear organisational structure
with articulated and understood
accountabilities, as it relates to role
requirements, will help to ensure that the
right people are in the right roles doing
the right work at the right time
• These levers will together help to
create a culture that supports career
development and will help drive individual
employee engagement, and ultimately
organisational performance
Assessing Organisation Appetite
and Readiness
Not all organisations will have an appetite to
embark on a strategic career development
journey. The level of understanding about
career and its place in the organisational
fabric may vary as may the level of
sophistication of existing organisational
architecture such as career frameworks,
development plans and succession plans.
For some organisations, the need around
career may be about driving individual
benefits to employees, while for others it
may be more about seeking to integrate
career into their existing talent management
systems and processes. Regardless, Right
Management’s Career Development Maturity
Model helps organisations to identify where
they are at and what they need to ensure
that they adopt the most appropriate
approach to career development aligned to
organisational need.
Right Management Career Development
Solutions
As a world leader in career management
solutions, we have leveraged our expertise to
design a number of customisable programs
for career development and career coaching.
Utilising leading edge technology, our
programs are supported with a Career
Directions portal where participants
complete pre-work activities in the context
of self assessments and profiling. This
portal supports individuals through the
process of self discovery before they attend
the program. Throughout the program
pre-work, activities are worked through
and translated into the context of career
planning. Participants are encouraged to
think of their career as being a lattice of
opportunities with multiple career choices,
shifting away from the traditional career
ladder. These pathways may include lateral
shifts for technical or specialist roles, to more
traditional leadership development, jobsharing or growing in place.
The program balances the individual lens
with the organisational lens through the
Fig. 1.4 Career Development Maturity Model
Level 4
Managed &
Measured
Strategic approach
to career
development
•
Level 3
Planned
Focused approach
to career
development
•
Structured
approach to career
development
•
Inconsistent
approach to career
development
•
Level 2
Defined
Level 1
Ad-Hoc
•
•
•
•
•
•
•
•
Championed by leadership
Integrated with talent management
Measured and rewarded
Philosophy communicated
Career information readily available
Career discussions occur with regularity
Career discussion processes in place
Skill development for managers
Resources for employees
Content available
Little manager involvement
Benefit to employees
CAREER MANAGEMENT
19

22. exploration of the organisational context.
These two perspectives are then brought
together through the development of a
career plan that draws on the heightened
self awareness and is grounded in the
organisational reality.
The role of the manager in supporting
career development cannot be
underestimated. For career development
initiatives to be truly effective, successfully
embedded and supported within the
organisational fabric, manager coaching is
critical. Providing managers with the skills
and tools to engage in meaningful career
conversations with their teams is an integral
enabler for ongoing career development.
Right Management’s career development
solution adopts a three phased approach.
During the first phase, participants complete
pre-work through an online portal where
they complete self discovery activities.
Phase two is workshop attendance where
the focus is to help participants understand
and reflect on assessment results and
Fig. 1.5 Career Development Model
Me
My
Organisation
My Career
apply career frameworks and models to
ascertain career growth strategies and
actions. Phase three is follow-up one-onone coaching. Participants meet with a
Right Management coach 2-3 weeks post
workshop attendance and work through
elements of their career plan.
Conclusion
To emerge as market leaders, organisations need to optimise the performance of their
people. Organisations that fail to invest in a career development strategy, risk losing
their most important asset, and with that, their competitive edge. An effective workforce
strategy that includes a career development process will ensure organisations have the
right people, with the right skills, doing the right work and the right time necessary for
meeting strategic organisational goals.
Given the current global market, career development can also help employees to develop
agility to better adapt to changing environments. When employees have a viable career
development plan they are more likely to seek out new roles that align to their skills and
talents and will more readily re-adjust after significant organisational change. The lesson
is clear. For organisations struggling to remain competitive in today’s economy, career
development is not a luxury. It’s an essential tool in their efforts to survive, and thrive in
today’s world.
by Kate Paynter
Senior Consultant
Sydney, Australia
20
THE RIGHT QUARTERLY

23. Research Highlights
Career Transition and Outplacement in
Difficult times: The India Story
Testing Times Ahead
As we cross the half year mark of 2013,
it is plain that the recovery from the
global recession continues at a steady but
frustratingly slow pace. Unemployment
remains high in many global labor markets,
and job growth seems stalled as employers
continue to navigate an uncertain economic
environment. With a mandate to do more
with less, organizations are under severe
pressure to manage/reduce costs. While at
one hand investments and job creation has
dipped, employees are also laid off. Landing
jobs is also taking longer since employers
are now cautious about who to choose and
where to place them. But more so, how are
we able to retain the employer brand and
values?
About Right Management Survey
Right Management is a pioneer and a
leading firm offering career transition and
outplacement services. We work across
countries with organizations to support
roughly 100,000 laid-off employees across
the globe every year to deal with the change
and transition successfully.
Given the economic context in India, to
better understand the impact of this solution,
Right Management India conducted a survey
(June 2013) among three unique groups
1. Business & HR leaders 2. Employees
who were offered career transition and
outplacement services referred to as
“Impacted employees” 3. Career coaches
who coach impacted employees. We also
compared the findings for trends from the
previous global survey conducted in 2010.
Key Trends for 2013
#1 Stigma associated with job loss.
The propensity of impacted employees to
advocate the services to others is at only
57%. When probed, candidates respond
that they do not want to be identified
as employees who were laid off. The
employees believe that being identified
as laid off employees could hamper their
employability despite layoffs being mostly
due to organization / business needs and not
performance reasons.
Our experience also suggests that
prospective employers are reluctant to
evaluate laid off candidates. Whereas what
we have learnt from our past assignments
is that non performers are not offered
Career Transition services, but are put on
Performance Improvement Plans (PIP).
#2 Confidence building is key. Companies
invest a lot in hiring the best talent in
an extremely competitive talent market.
Hence being well prepared for interviews is
important. The Career Transition program
aims at ensuring the employee is well
prepared. The survey says that there was a 3x
increase in confidence levels of employees
after they took up the service. This also
indicates a significant loss of confidence on
being impacted as most of the times the
news comes as a shock to the individual.
Fig. 1.1 Key Findings from Impacted Employees
CAREER MANAGEMENT
21

24. Fig. 1.2 Career Development Model
New
Beginning
Ending
Creating a vision
Acting
Optimism
Risk-taking
Shock & Stress
Feelings such as
anger, frustration
and confusion
Influencing
Neutral
Zone
New Ideas
Acceptance
Ambiguity and
discomfort
#3 Job landing. Since Job search
support is a key need for the employees,
we reviewed the findings on job landing
statistics. The survey shows overall 85% of
the impacted employees have transitioned
successfully, of which 70% have landed a
new job, 12% have been rehired by their
employers, and 3% are self employed. In the
balance, 5% have retired and 12 % are still
in transition.
In our experience job landings could be
higher if the employee was mobile. We
understand that personal reasons including
children’s education, working spouse, etc.
are paramount. This delays job landing.
#6 Flexibility is key. We coach impacted
employees on how to leverage their
transferable skills to increase the range
of opportunities they can explore. Of the
employees who took up new positions, only
35% of impacted employees changed their
sector and only 22% changed their function.
We often note that employees who have
high adaptability and learning agility, are
able to land a job into a new function, and
importantly land jobs faster.
#7 Layoff is not the end of the road.
We build confidence and skill in employees
on how to negotiate for the next role.
Using these abilities, a good 39% of the
employees were able to negotiate a higher
position, while 57% were able to maintain
Career Coach Insights:
• “Employees need emotional support in face of the company’s decision to layoff. Providing them a career coach
allows them to vent out to a confidant, who is ready to listen to them and share an unbiased opinion (as a neutral
third party) on how to move on, thereby driving acceptance of the decision.”
• “Once the career coach has established a rapport with the employee as an emotional anchor, he/she is able to
help the employee to identify their unique strengths and suggest a customized approach on planning the next
steps.”
• “Networking and negotiation skills are usually the most critical parameters which influence the employee’s ability
to find a suitable role.”
#4 Networking through social, personal
and online channels is the mantra. The
networking approach works in the India
Job market. We firmly believe job landings
will be faster with networking, and this
is a priority coaching area for us in the
Career Transition Programs offered. This
was confirmed as well from the survey,
where it was observed that 43% of the
employees landed jobs from networking
(39% from traditional networking, 4% from
online networking) and 18% from directly
approaching companies. Also only 31%
got jobs from traditional sources (agency
recruiting firms (13%), internet based job
boards (18%)). 8% of the employees secured
a job from referrals and none (0%) from
newspapers and periodicals advertisements.
#5 Family ties. 48% of the employees
relocated to another city for their new jobs.
22
THE RIGHT QUARTERLY
the same position and only 4% had to
take up a lower position. This clearly
tells us how employees can get a role of
their choice and liking, if they are able to
showcase their strengths.
#8 Offering career transition service
preserves employer brand. We believe
that given the shortage of skills and an
extremely competitive market, it makes
business sense to offer a Career Transition
program. In the survey, 74% of the
impacted employees view the previous
employer’s brand as favourable on
account of the career transition services
provided to them despite having lost the
job. Considering that these impacted
employees will continue to be your
organization brand ambassadors even
after they step out, it is critical that they
have a positive experience throughout.

25. Fig. 1.3 Coach Insights: Skills needed across levels
Senior Management
Middle Management
Frontline
Reinvent themselves,
introspect using
psychometric tools
Coaching on transferable
skills (to explore wider
options)
More emotional
anchoring to build back
confidence
Exploring a second career
with coach support
Reflection on
leadership style
Support with basic skills
like resume writing,
interviewing
Financial
Planning
Competency based
interview practice
Peer
Networking
Positioning in the job
market, networking skills
Personal branding &
Role Negotiation
Effective
communication
Triggers for Transition and
Outplacement
is doing so (peer pressure to do it), hence
they must as well.
We had polled the sponsors of career
transition program on what triggers career
transition and outplacement activity in
firms. The Top 3 reasons mirror economic
sentiments.
#2 Engagement of retained
organization is key 62% of the program
sponsors agree or strongly agree that the
outplacement program helps maintain
the morale and sends positive signals
to the remaining employees. Our global
research reports 69% agreement. We note
organizations we have worked with are able
to also hire fresh talent for new technologies
despite a layoff for this very reason.
Reasons to Offer Transition and
Outplacement Services
#1 Companies offer this service for
right reasons. 80% of the program
sponsors agree or strongly agree that it
is the right thing to do for a responsible
employer – matching organization values.
This mirrors our global research (2010)
where 71% had agreed. Only 10% of the
program sponsors agree or strongly agree
that everyone else in their sector/ industry
Triggers for Downsizing
Fig. 1.4 Triggers for Rightsizing
#3 Employee need skills to transition
62% of the of the program sponsors also
agree or strongly agree that partner support
ensures impacted employees receive
necessary skills needed to transition quickly.
Our global research reports 67% agreement.
Trigger for Rightsizing
Decline in business due to change in government and
/or policy decisions
21%
Product or service is no more competitive/relevant –
leading to redundancy of skills
45%
Weak economic forecast and hence change in growth
plans
48%
Reduction in product demand due to changes in market
dynamics
48%
Rationalization of employee costs
52%
Merger / Acquisition of Joint Venture Lead, e.g.
industry consolidation leading to redundancy of
positions
52%
Global imperative to reduce costs /head count across
the board (across locations and levels)
62%
0%
10%
20%
30%
40%
50%
60%
70%
Trigger for Rightsizing
CAREER MANAGEMENT
23

26. Conclusion
The Manpower Talent Shortage Survey
2013 shows that India is among the
top 3 countries with a talent shortage.
Despite the slowdown in hiring, talent
shortage is actually up 13% from the
previous survey. It is no surprise that the
work on matching talent pools to jobs is
a significant area for governments and
companies.
1. Given the skills shortage, if
prospective employers consider
the impacted employees they can
really overcome this issue. We are
promoting inefficiencies in the job
matching market by not considering
a sizeable pool of highly qualified
and employable talent pool of laid off
employees or perhaps not fast enough.
2. Impacted employees need to deal
with the change, show flexibility
and willingness to relocate as job
matches will take longer and be more
challenging.
3. The survey indicates one of the top
reasons to offer career transition and
outplacement services is to retain
engagement and retention of talent
in the survivor organization. Given the
skills shortage in India no organization
can afford (a) of loss of employer
branding and ability to attract talent
and (b) leakage of critical talent.
Importantly as the survey suggests,
the employers see the best ROI from
career transition “as the right thing to
do for employees who are impacted
as responsible employers”. As is seen
in the client testimonial, acceptance
of the practice over time makes it part
of the corporate value of responsible
business leadership.
24
THE RIGHT QUARTERLY
Client
Speak
Krishna Bhagavan
Director and
Country Head HR
Motorola Solutions
w We could have hand
led the outplacement
process internally, but the
employees
needed an expert to bu
ild in them the
capabilities required to
transition out
w Partnership is key be
tween the client
and a Career Transition
partner. We were
able to speed up the lan
ding process by
providing leads and conn
ections in the
industry to our partner,
and share skills and
interests of impacted em
ployees. Regular
reviews and support on
progress helped us
mitigate issues
w The partner’s expertise
in candidate
psychometric skills ass
essment and
matching this to job int
erests helped the
process even more.
w ROI (Return on Invest
ment) is not so much
about reduction in litig
ation risks and
opportunity costs saved
on ER (Employee
Relation cases), we believ
e this is the right
thing to do as a responsi
ble employer
w In the first wave, mana
gers said this is
desirable over and above
severance, in
the second wave havin
g experienced it
managers said we need
it. By the third
wave it became institutio
nalized, with
everyone agreeing this
best reflects our
corporate values and cu
lture.
by J. Karthikeyan
Vice President - Consulting Services
Bangalore, India

27. 2012 APAC Talent and Career Management
At a Glance…
22
Countries of
446
delivery
Consultants’
Avg Tenure
64 Full-Time TM Consultants
& 38 Associates
156 Career Management
Assessment Projects
7.9
y
years
14,482
,
Program Participants
Consulting Wins
124 Assessment Centre &
173 additional Talent
Talent Management
clients served
729
Projects
Won
Right Management’s Talent and
Career Management Capability
TALENT
ASSESSMENT
LEADER
DEVELOPMENT
Competency Modeling
Leadership Pipeline
Development
Organizational Assessment
Leader Coaching™
Team Assessment
L
DEV EA D
ELO ER
PM
W OR KF
TALENT AND CAREER
MANAGEMENT
OR
CE
WORKFORCE TRANSITION
& OUTPLACEMENT
Outplacement
Succession Management
Performance Management
T
EN
AS T
S
T
EN ENT
AL SM
ES
E M P LOY E E
ENGA
GEME NT
O
RG
E F AN IZ
AT I O NA L
FE
CT
I VE N S
ES
Individual Assessment
ORGANIZATIONAL
EFFECTIVENESS
Strategy Implementation
Redeployment
Strategic Workforce Alignment
Career Decision
Change Management
Career Development
EMPLOYEE
ENGAGEMENT
Strategic Communications
Planning
Workforce Engagement
and Retention Strategies
Wellness and Productivity
Management

28. 2013