This presentation describes the project and process BioBridge Global pursued to allow employees the ability to discover career paths within the organization.
6. Why do
Employees
Quit? (#1)
2017 Gallup poll
1. Career advancement or promotional
opportunities: 32%
2. Pay/benefits: 22%
3. Lack of fit to job: 20.2%
4. Management or the general work
environment: 17%
5. Flexibility/scheduling: 8%
6. Job security: 2%
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7. Why do
Employees
Quit? (#2)
Inc. Magazine, December 2018,
Survey conducted by TINYpulse,
a leading employee
engagement survey firm
1. Poor management performance
2. Lack of employee recognition
3. Overworked
4. Company culture is not a priority
5. No growth opportunities
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10. Turnover is Bad for Employees!
Could affect the mission
The constant need to hire and train new
employees makes it easy to veer from the true
mission and vision of the organization.
Decreased energy at work
Actively disengaged employees - who are highly
likely to quit - can be toxic to your work
environment in the months and weeks leading up
to their departure.
Decreased product quality
Each time there is a kink in the product process
due to a departure of an employee, it diminishes
the quality of the end goal -- at least temporarily.
Revenue declines affect
employee treatment
If turnover is high, the money to fund attrition
needs to come from somewhere.
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13. Recent
Gallup
Study
50 percent of employees left their job "to get
away from their manager to improve their
overall life at some point in their career."
Gallup CEO Jim Clifton summarized this
unfortunate phenomenon in a succinct
sentence when he said this in the State of the
American Workplace report*:
“The single biggest decision you make in
your job--bigger than all the rest--is who you
name manager. When you name the wrong
person manager, nothing fixes that bad
decision. Not compensation, not benefits--
nothing.”
* State of the American Workplace report, February 2017
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14. 12 questions that could drastically
reduce turnover*
If you're a leader or manager and your employees were asked
the following about you, how would you do in this assessment?
1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor or someone at work seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission/purpose of my organization makes me feel my job is important.
9. My associates or co-workers are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. In the last year, I had opportunities to learn and grow.
*Marcel Schwantes, Founder and Chief Human Officer, Leadership From the Core
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16. Pay Attention to
What the Data is
Tells Us
* Inc. Magazine, October 2018,
Randstad US survey published in
August 2018
Thus the development of the
Career Progression Framework.
Two things we need to pay close
attention to and they are related:
Sixty percent of respondents
left jobs, or considered leaving,
when they didn't like
their direct supervisors.*
Fifty-eight percent of workers
said their companies didn't
currently have enough growth
opportunities for them to stay
longer term.*
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17. Career Progression Framework
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What is it?
A career progression framework lets employees know what
steps they need to take to go where they want in their career.
With a career progression framework in place, there should be
no surprises when they have performance reviews on what they
need to do to get a promotion or move to a new role.
27. We started
with…
Research
• Willis Towers Watson
• Vizient, Inc.
• Hay Job Evaluation Guide
• Culpepper Leveling Guideline
Job Descriptions and Other
• Education and experience
requirements
• Job summaries
• EEO categories
We did not look at:
• Salary structure
• Names of incumbents
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32. Step 4
Design and
Initiate the
Process
Ensure job
descriptions are fully
developed and
current
Assign each job a
unique job code
Assign a plan
sponsor, project
manager, and key
SME
Implement a project
plan
Define the Levels and
the Job Families
Develop the Key
Requirements
Working with
managers, assign job
families to groups of
job titles
Identify succession
from one job to at
least one other…
preferably up to four
subsequent job titles
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33. jOdA – Job Description and Career Progression
Framework Development
Ensure job
descriptions are fully
developed and
current
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39. Definition of Levels
• We used a number of sources
including:
• Salary surveys
• Leveling guides
• Research articles
• Books including Requisite
Organization by Elliott Jaques
Define the Levels and
the Job Families
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40. Placement of Job Titles within the Levels
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Define the Levels and
the Job Families
41. Development of Job Families
Working with
managers, assign job
families to groups of
job titles
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48. Lessons Learned
Do
• Your homework
• Know your stakeholders
• Sell the concept – we
received more support
than we expected
• Make it easy for your
stakeholders
• Break the project into
phases (we had four)
• Celebrate milestones
Don’t
• Expect everyone to have
as much enthusiasm as
you do for the process
• Expect things to go
exactly as you plan
• Expect things to stay the
same through the
project… it will change
dependent on your
stakeholders
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