Construction Today - September/October 2017 - 15
learning did they have? In what area did they struggle and would
like more assistance?
From this dialogue a one-year, three-to-five-year and long-term
career path is established. Goals are set to match career path desire,
and now the employee becomes accountable to the results. The path
is now clear; they know exactly what they need to do to be promoted. While you as their supervisor may assist, it is up to the employee
to accomplish the tasks for promotion. Once achieved, they now are
eligible for promotion. As an executive search firm with a talent
strategies consulting practice, we can tell which organizations career
path and which do not. Those that already know the same path
exists with their current employer are much less likely to leave than
those who have no idea what's next.
The people side is tricky. There are many new dynamics cropping
up we haven't dealt with before. Baby boomers are retiring (10,000
a day nationally), but they are hesitant to transfer their institutional
knowledge because it creates job security and they also believe it's a
waste of time since millennials leave positions, on average, between
18 months and 3 years. But that's a whole different discussion for
another article. A strong culture takes heavy lifting. Is it worth it?
You bet; the fastest revenue growth and profit will only be realized if
you get this piece right.
and CEO of
Group Inc. and a 21-year
veteran of the executive
search industry. She
can be reached at (920)
996-9700 or Sharon@
have a desire to
have more say in what their
career looks like.
SEPTEMBER/OCTOBER 2017 CONSTRUCTION-TODAY.COM
able behavior and what is not. Companies
that have strong "people first" cultures have
shared values and everyone understands the
organization's purpose (the why we do what
we do) and stakeholder engagement (for
whom we do it).
This does not mean everyone has to think
the same! Quite the contrary, we want people
who will bring ideas and new innovations.
What it is about is the core values system by
which we interact and respect each other,
and how we represent the company.
So an example would be when a company
says we are "family friendly." What does that
mean? If your employee asks for time off to
attend little Johnny's ballgame and you say,
"Wow, we're really busy right now, could you
skip this one," are you really family friendly?
It may seem like a simple example, but that
disconnect between what you say and how
you behave is why most employees leave. It
is not normally about more compensation,
which construction leaders tend to believe.
Once values and guiding principles are
established, it makes interview questions,
onboarding processes and employee engagement so much easier. You can not only ensure technical prowess, but also know with
a good amount of certainty that this person
will "fit" inside your organization. They
also will be clear on the company's mission
and purpose, something that is especially is
important for today's millennial candidates.
Another factor we are hearing from
employees is their desire to have more say in
what their career ultimately looks like. Millennials are openly talking about next steps
and are aggressively pushing employers to
promote early and often. While baby boomers often see this as a challenge, it actually
can create accountability in having millennials own their career progression. This can be
done through career-pathing.
Career-pathing is done typically during
performance review time. Here's the process
we use - first the employee, not the supervisor, reviews their year. What do they believe
was their great accomplishment? What key